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Julie S. Paik, Director Department of Child Support Services Sonoma County August 2013 2013 CSDA Leadership Institute.

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Presentation on theme: "Julie S. Paik, Director Department of Child Support Services Sonoma County August 2013 2013 CSDA Leadership Institute."— Presentation transcript:

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2 Julie S. Paik, Director Department of Child Support Services Sonoma County August CSDA Leadership Institute

3  Performance Measures ◦ Paternity: % ◦ Support Orders: % ◦ Current Support: 60.1 % ◦ Arrears: % ◦ Cost Effectiveness: $1.96 ◦ Total Collections: $31,139,936  Caseload ◦ 18,090  Staffing ◦ 144  Priority: Customer Service/Compliance/???

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5  New System: CSE  New State Director  New State Priorities/Focus  Economic Crisis/Employee Morale  Turn-over of Board of Supervisors

6  New Director/Attorney Director  Complacency or Ignorance about Performance and what moves performance  No or unknown Priority  Employee Engagement Study

7  Improve on Federal Performance Goals  No separate customer service goal because excelling on the performance goals provides the best customer service

8  Know the Federal Performance Measures  Know what moves the Federal Performance Measures ◦ Goal 2: Stop opening cases ◦ Goal 3: Numerator and denominator are two independent factors ◦ Goal 4: Impact of arrears forgiveness ◦ Goal 5 (C/E): Service of process practices

9  Know the goals  Know historical performance  Collect ideas from every possible source ◦ Managers ◦ Staff ◦ Other LCSAs ◦ Other County Departments  Have short and long term goals

10  Remain laser-focused on priorities  Stop non-productive and redundant work – Learn to say “no”  Be strategic about customer service

11  Don’t let a bad month get you down ◦ Study why it happened and how to prevent it  Be flexible in the late Spring/early Summer

12  Assign all staff to strategies and/or goals  Measure against those goals regularly  Reflect participation in individual performance evaluations  Determine appropriate next steps for staff with performance challenges - ABC

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16  Empower Yourself and Staff!  Ask for Forgiveness, not Permission!

17  What Goal Does this Impact: ◦ Direct Impact to Goal 5 (C/E) ◦ Indirect Impact to Other Goals Through Stream-lined Business Processes  Genesis: ◦ CSE Conversion Completed ◦ Job Classification Review ◦ Commitment to Managers Managing ◦ Outlier with All LCSAs ◦ Duplication/Unnecessary Workloads/Processes ◦ SEIU Grumblings  Risks: ◦ Staff Would Lose their Jobs ◦ Lower Morale ◦ Performance would Plummet Temporarily

18  Staffing Levels: ◦ 2009: 144 ◦ 2010: ◦ 2011: ◦ 2012: ◦ 2013:  Management Ratio: ◦ 2008: 1:5 ◦ 2012: 1:20  Impact of CE: 10¢ per annum 30% Reduction in staff

19  What Goal Does this Impact ◦ Direct Impact on Goal 5 (C/E) ◦ Indirect Impact on Goal 2 (processing of court documents) and Goal 5 (CSO phone time)

20  Genesis: ◦ Long wait times ◦ Unhappy customers ◦ Inefficiencies in creating a model to handle phone calls ◦ Disgruntled legal processors who answered the phones ◦ Inefficiencies and delay in legal processing work ◦ Frustration by caseworkers who felt calls were not adequately screened ◦ Less expensive model offered by Alameda County  Risks: ◦ Giving up $400,000 in our budget ◦ Wait times would increase ◦ Performance would not improve

21 ◦ Improved Cost Effectiveness: 7¢ per annum ◦ Deleted attrited vacant positions and made others more efficient ◦ Better wait times  went from 4 minutes 9 seconds to 1 minute 22 seconds ◦ Increased staff morale ◦ Helped with performance measures

22  What Goal Does this Impact: ◦ Direct Impact to Goal 5 for Sonoma County ◦ Direct Impact to Goal 2 for Riverside County  Genesis: ◦ CSE Statewide Uniformity ◦ Unclear if more CSOs Would Necessarily help Collections  Risks: ◦ SEIU Rumblings/Objections ◦ Unable to Perform Work Remotely

23  Win/Win Resolution ◦ Riverside: Work 5,000 Establishment Cases resulting in orders and closures and working locates ◦ Sonoma: 6¢ per annum  Intangible Gains ◦ Staff Want to be on Team Riverside ◦ Staff Learn More About Other LCSAs

24  Hard to Change Course/Inertia is a Strong Force  Hard to Stay on Course/ Can Be Easily Distracted  Trust takes time  Must constantly refine as you go

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26 Performance Measures FFY

27 Cost Effectiveness FFY

28 Ranking Year Past Performance Rankings FFY

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30 Where We Are: 2012  Performance Measures Paternity104.8 %108.7 % Support Orders83.24 %94.1 % Current Support60.1 %70.2 % Arrears65.62 %70.02 % Cost Effectiveness$ 1.96$ 2.76 Total Collections$31,139,936$28,574,419  Caseload18,09013,676  Staffing  PriorityCustomer Service Performance

31  Humorous Campaigns  Quarterly Newsletter  Staff Recognition

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33 2010 California DCSS Directors Excellence Award th place statewide Overall Performance; Top Performing LCSA Medium County th place statewide Overall Performance; Top Performing LCSA Medium County; Most Improved County

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35  Increasing Collections - Flat-lining  Maintaining High Performance  Increasing Costs of Doing Business  Maintaining Staff Morale  Succession Planning  Review Organizational Chart  Goal Calculator

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