Presentation on theme: "MAKING THE MOST OF IT! 2012 ANNUAL DRAP TRAINING CONFERENCE Case Management."— Presentation transcript:
MAKING THE MOST OF IT! 2012 ANNUAL DRAP TRAINING CONFERENCE Case Management
Presented by: Terry Shipman, Dauphin County Julia Parker Greenwood, Lehigh County Christine McKelvey-Medved, Allegheny County Kelly Carothers, Adams County Michael Schonzeit, Philadelphia County Adam Fencil, Butler County Moderator – Bruce Martin, Lancaster County
What is Case Management? A method of planning, coordinating, monitoring and evaluating a mix of services to meet client needs An approach which arranges services based on individual case assessments and monitoring activities in the context of program requirements and time limits A collaborative process of assessment, planning, and facilitating services to meet a client’s holistic needs and promote quality and cost effective outcomes Individualized service delivery based on a comprehensive assessment which is used to develop a case plan A method for managing the delivery of multiple services to target populations
3 Most Common Case Management Models Integrated case management Team-based case management approach Intensive case management
Panelist Presentations Issues/business concerns which resulted in the adoption of a case management model Type of case management model used and how it has been adapted to fit in with organizational structure Successes and challenges Lessons learned / adaptations made
JULIA PARKER GREENWOOD Lehigh County Domestic Relations
Circumstances that led to the conversion to Case Management In 2009: Poor performance indicators Imbalance of job duties/Inequitable caseloads State audit findings, notice of suspension of all IV-D funding Court directive Measure outlined in the extensive Corrective Action Plan
Case Management Implementation Plan To be completed by January 2010 (6 month time frame) Was one piece of a larger Action Plan Started as a plan for officers to do both establishment and enforcement duties Later in 2010, Teams were created to include clerical staff
Training Plan Partnership of officers to train each other – observation, shadowing, evaluation Consultation with PACSETI team – divided into project phases, created timeline, checklists Local PACSETI classroom training Practice training exercises, Assessment tests Computer-based PACSETI training Child Support Manual, PACSES TV clips
Implementation Results Full implementation completed in March 2010 (3 months after deadline) Officer conference schedules reduced, stopped along the way, resulting in several months backlog Stressful transition for staff Increased performance measures- effect from Case Management alone unknown
Combined Teams – Establishment & Enforcement 3 Local Teams 1 Supervisor 1 Officer II 5 Officer I’s 2 Clerical Support 1 Secretarial Support 1 Interstate Team 1 Supervisor 3 Officer II’s 3 Clerical Support 1 part-time Clerical
Job Duties Supervisors – handle enforcement remedy contests, supervise officers Officer II’s - caseload plus court officer (bench warrant hearings/contempt court) Officer I’s – alphabetical caseloads, establishment and enforcement duties Clerical Specialists – assist officers with all duties Secretarial Support – process all paperwork
Pros and Cons of New System PROS In-depth knowledge of cases More knowledgeable staff Same officer who enters order is responsible for enforcing it Continuity for clients CONS Information overload Maintaining consistency among teams Cannot utilize employees based on their strengths
SEPARATE: FINANCIAL GROUP CLIENT SERVICE GROUP BENCH WARRANT UNIT DOCKET MANAGEMEN T & REPORT WORK FROM PIM TEAM CASELOAD APPROACH DOCKET MANAGEMENT & REPORT WORK APPEARS ON PRODUCTION PROGRAM TEAM CASELOAD APPROACH REGIONAL STAND- ALONE OFFICE 6 -7 CONFERENCE OFFICERS EMPLOYMENT SPECIALIST DOCKET MANAGEMENT & REPORT WORK APPEARS ON PRODUCTION PROGRAM BANK TELLER STYLE HEARING OFFICE SUPPORT USES LIMITED CENTRAL OFFICE RESOURCES
KELLY CAROTHERS Adams County Domestic Relations
Getting there… 2007 creation of middle management 2009 new physical location of the department Restructure of the caseload to a team based approach with each team handling specific letters Teams traveled to various Counties to observe current practices and debrief at monthly team meetings on what was learned Evaluated past procedures as a team and identified areas for the department to improve with emphasis on providing dignified, respectful, efficient service
Current Structure 5 teams consisting of 1 EO & 1 CO 3 three intake/interstate Officers 3 client service 2 Supervisors 1 Director 1 Assistant Director
Benefits derived… Maintain continuity of the case with a designated team (cradle to grave concept) Provide opportunities to cross educate in various positions that will enhance general knowledge in various subsections of the department for increased efficiency Teams utilize PIM to enforce caseload and submit claims to unclaimed property. Adams County has collected $24,000.00 and currently on the third round of submission
Benefits continued… Allows for our meet-n-greet process to be conducted at the establishment level. This provides the client with an explanation of what is required and contact information of the Enforcement Officer. Parties can now identify a name with a face – more personal approach that provides with client services Allows for the team to be creative and effectively manage caseload Increases first time payments!!!!
MICHAEL SCHONZEIT Philadelphia Domestic Relations Branch
INTEGRATION & SPECIALIZATION Philadelphia incorporates both Integration and Specialization within the DRS as a whole within various units of the DRS FACTORS / PROS & CONS: Caseload Expertise Training Accountability Client / Attorney Relations Workplace Configuration Performance Measures
INTEGRATION / SPECIALIZATION SPECTRUM Intergovernmental Unit Tactical Enforcement Unit Support Compliance Unit Support Establishment Unit Bench Warrant Unit Clerk of the Court Customer Service Center Data Management Unit Financial Services Department - Accounting Unit - Charge Unit Genetic Testing Intake Unit Networking for Jobs Program Parent Locate Unit (PLS) Prison Liaison 643 Filing Unit
ESTABLISHMENT AND MODIFICATION JUDGES exceptions hearings in local and intercounty cases (3 rd of 3 tiers) de novo hearings in military, interstate and int’l/tribal cases INTERGOVERNMENTAL UNIT establishment and modification conferences in all intercounty, interstate and int’l/tribal cases scheduling of support master hearings in intercounty cases and judge hearings in all other cases CLERK OF COURT pre-prepared (pro se and attorney-filed) complaints, modification petitions, hearing demands, exceptions, etc. scheduling of conferences & hearings INTAKE UNIT worker-prepared complaints and modification petitions in all cases scheduling of conferences IFSA and UIFSA filings to other courts in assist & non-assist cases 643 FILING UNIT worker-prepared complaints in local assistance cases only scheduling of establishment conferences if deft resides in PA and Intake conferences if deft resides out-of-state SUPPORT ESTABLISHMENT UNIT establishment conferences in all local cases scheduling of support master hearings SUPPORT COMPLIANCE UNIT modification conferences in local MSO < $1,000 cases scheduling of support master hearings TACTICAL ENFORCEMENT UNIT modification conferences in local MSO ≥ $1,000 cases scheduling of support master hearings SUPPORT MASTERS UNIT de novo record hearings in local and intercounty cases (2 nd of 3 tiers) OTHER UNITS WITH SIGNIFICANT ROLES DISTRICT ATTORNEY’S OFFICE: military cases; hearings before support masters and judges FINANCIAL SERVICES DEPARTMENT: order processing NETWORKING FOR JOBS: referrals from judges and other units PARENT LOCATE UNIT (PLS): referrals from judges and other units; scheduling of conferences & hearings TRIAL COMMISSIONERS: scheduling of conferences & hearings
ENFORCEMENT JUDGES contempt hearings FIDM/TSP hearings NDO hearings ENFORCEMENT INTERGOVERNMENTAL UNIT all intercounty cases all interstate cases all international/tribal cases TACTICAL ENFORCEMENT UNIT local MSO ≥ $1,000 cases local arrears-only cases all automated/specialized remedies (license suspension, passport denial, credit bureau reporting, FIDM/TSP, etc.) SUPPORT COMPLIANCE UNIT local MSO < $1,000 cases NETWORKING FOR JOBS PROGRAM referrals from judges and other units DISTRICT ATTORNEY’S OFFICE scheduling and conduct of contempt hearings CSLN and other Non-Distribution Orders (NDOs) PARENT LOCATE UNIT (PLS) referrals from judges and other units scheduling of enforcement conferences & contempt hearings CUSTOMER SERVICE CENTER referrals to/scheduling of enforcement conferences in primary enforcement units in response to plaintiff contact TRIAL COMMISSIONERS referrals to Networking for Jobs scheduling of enforcement conferences & contempt hearings CLERK OF COURT scheduling of contempt hearings (on pro se and attorney-filed contempt petitions)
Introduction… Using current case management system for approximately 20 years. The current system affects three units: Intake Enforcement Intergovernmental Within these units, case managers and clerks have general responsibilities. In some instances, there are workers who have specific responsibilities, which are in addition to their general responsibilities.
Intake Case Manager Confirms that any support and modification order that leaves the office is accurate and correct Prepares and addresses all Superior Court appeals.
Intergovernmental Case Managers Caseload divided into three groups based on the first letter of the defendant’s last name Handle all aspects of their case such as: scheduling filing conducting client interviews processing transmittals. One of these workers enforces all of Butler County’s “Responding” cases.
Enforcement Case Managers Caseload divided into six groups based on the first letter of the defendant’s last name. Case managers strictly “enforce” the case. Any scheduling, filing, or mailing is done by the enforcement unit’s clerks. All of the case managers are required to know the various enforcement remedies - administrative or judicial Some case managers have a “specialty,” where they are the point of contact for most/all of the issues regarding the specific assignment.