1. 1 CAF Program Support and Administration Erinn Kelley-Siel, Interim Assistant Director Jim Neely, Deputy Assistant Director Eric Luther Moore, CAF Chief Financial Officer March 2009

2. 2 Program Support and Administration Themes  The Workload Staffing models are designed to provide accurate and current information that compares staff resources to required workload.  Child Welfare programs currently are staffed at approximately 81 percent of workload needs.  Self Sufficiency programs currently are staffed at approximately 59 percent of workload needs and have significantly growing caseloads.  Staffing levels have a direct impact on CAF staff’s ability to provide necessary and timely services to Oregonians.  Transformation efforts are critical to improving the efficiency with which programs are delivered and helping bridge the resource gap.

3. 3 CAF Field Services structure and district map CAF Field Services for Child Welfare and Self Sufficiency programs are provided through a network of 16 districts and 100 field offices throughout the state.

4. 4 Field Services FTEs at modified EBL 93 percent of CAF positions provide or support direct service in field offices throughout the state

5. 5 Child Welfare program staff levels

6. 6 Self Sufficiency program staff levels

7. 7 Measuring performance CAF Dashboard – Each month districts receive performance ratings on 10 performance measures:  Self Sufficiency: FS Accuracy, FS Timeliness, Medical Program Accuracy, TANF Job Placements, TANF JOBS Program Participation  Child Welfare: Adoption Timeliness, CPS Assessment Timeliness, CPS Response, Face-to-Face Contact, Foster Care Reunification January 2009 excerpt below.

8. 8 Districts with a smaller staffing gap show higher average Child Welfare performance outcomes *Average October 2007 to December 2007 **Comparison of calculated workload relative to current staff; 1.0 is average workload gap Source: Workload-Based Staffing Model; CAF Dashboard; team There is a strong correlation between lower workload and better performance outcomes Relative workload gap of districts** Relative average performance ranking of districts* High performer Low performers

9. 9 DHS faces a set of options to address the workload gap in the short and medium terms * Addressing remaining 7% workload gap would require 10% more staff 1.Operational efficiency improvements 3.Fill remaining gap with additional caseworkers Lever/option Possible combination to close a workload gap of 24 percent 2.Reduced workload requirements in procedures and policies Rationale/description Initial analyses indicate significant inefficiencies and redundancies in current processes Each 1 percent of gap not fixed by policies and efficiencies requires ~1.4 percent more FTEs due to non-available time Some procedures and policies may be overlapping or not consistently executed today Preference Up to 17 percent workload reduction may be possible Closing the remaining gap would require at least 10 percent percent more FTEs at same case demand*

10. 10 Closing the workload gap and improving service  The Transformation/LEAN process empowers staff and managers to analyze their work, respects clients, and values customer service.  The methodology reinforces accountability at all levels of CAF.  Consistent service across the state, tailored to meet local needs, will provide better customer service. Implementation of these initiatives will help achieve this.  There are 16 CAF initiatives. The division anticipates implementing the majority of these during the next 18 months. CAF initiatives primarily are operational issues, and will free staff time to meet outcomes, including faster time to permanency for children, more face-to-face contact with children and parents, and improved timelines for eligibility decisions. CAF also will implement a DHS-wide initiative for improved Volunteer Services.

11. 11 Priorities for Child Welfare operational initiatives Operational initiatives Decrease time spent by caseworkers on clerical tasks by increasing use and efficiency of clerical and support staff Decrease time spent traveling by improving trip coordination and logistics Decrease time wasted in the field by increasing use of mobile productivity tools –SpeakWrite –Laptops –GPS tracking and data entry devices Decrease time wasted on non-client-facing activities by increasing and enhancing use of existing technology (primarily using ongoing training) –FACIS, foster care database, GroupWise Reduce time spent on documentation and paperwork by streamlining forms and documentation management –Electronic document management –Reduce number/complexity of forms –Increase use of pre-filled forms and templates Decrease ramp-up time for new employees by improving new hire training –Increase CORE capacity and/or frequency –Expand on-the-job training (e.g., Academy model) –Train in basic Child Welfare skills (e.g., time management, practical skills, typing, IT) Reduce wasted time and duplication of effort by working with partners to modify requirements –Standardize reports to courts and other partners –Modify role of CRB Reduce time wasted on foster care special rates by restructuring foster care payment system –Raise base rate –Reduce role of special rates Reduce adoptions cycle times and central office workload by streamlining central office adoptions process Prioritization of operational initiatives Achievability Impact High O1 O3 O4 O5 O6 O7 O8 O2 O7 O9 O6 O2

12. 12 Child Welfare Transformation activities Time savings from all of these initiatives will be reinvested in ensuring safety of children and improving timelines for permanency for children.  Seven districts are piloting the use of digital voice recorders, laptops and tablet technology. Pilots will track increases in worker contacts with children in the state’s care.  Streamlined processes for clerical support work are being piloted in two areas – identifying time savings in payment processing and streamlining processes for sharing information with legal parties. Time savings will be reinvested in transferred clerical work from casework staff.  New policy is being developed in two areas – working more effectively with relatives, and determining appropriate foster care rates. Policies will be augmented with Lean, streamlined processes to save worker and clerical staff time.  Improvements identified for the Adoption Unit are in the process of being implemented and are anticipated to substantially improve cycle times.

13. 13 Priorities for Self Sufficiency and Vocational Rehabilitation operational initiatives Operational initiatives Revise processing center approach A. Standardize approach to reduce pends B. Develop integrated model Streamline verification process and reduce pends Standardize and simplify documentation process Automate eligibility calculation Increase use and efficiency of support staff Streamline OVRS processes Simplify TANF case management processes Prioritization of operational initiatives Achievability Impact High O1.A O1 O2 O3 O4 O5 O6 O7 O2 O7 O6 O1.B

14. 14 Self Sufficiency Transformation activities Time savings from all of these initiatives will be reinvested to ensure timely and accurate benefit delivery and improved services.  New intake model implementation will be completed in April.  In the Oregon City implementation, available intakes were increased from 47 to 78 weekly, a 61 percent improvement.  In Bend, appointments had been scheduled out up to eight weeks. During the week of implementation the wait time was reduced to three weeks and new applicants were being seen the same day as their request or the next day.  Improved narration rollout will be complete by May 2009.  Streamlined automated process and eligibility determination (Self Sufficiency Modernization project) will be in place by fall 2009.

15. 15 CAF Transformation challenges and opportunities Challenges  Large, geographically dispersed staff  Need for cultural shift from existing regional practices  Training management and staff about Lean practices and implementation  Current workload  Increased need for metrics Opportunities  Improved service  Consistency  Improved management information  Helping close the workload gap through improved efficiency  Conservation of resources  Staff involvement and empowerment

16. 16 Volunteer Program overview  Volunteers provide a variety of services to DHS clients including transportation services, case aids, friendly visitors and work experience placements.  During 2008 DHS had more than 2,100 registered volunteers (approximately 700 of them active), and another 1,100 auxiliary volunteers (those who support programs in non-direct-service ways).  The 700 active volunteers contributed more than 183,000 hours of service. The Oregon Volunteer Commission calculates a rate of $19.51 per hour, making the return value to the state more than $3.5 million.  Volunteers drove DHS clients more than 2 million miles, saving nearly $4 million in costs of commercial transportation.  Auxiliary volunteer efforts contributed more than 5,000 hours providing food boxes, holiday gift projects, school supplies, and other items.

17. 17 Volunteer Program potential return on investment  McKinsey and Co. estimates that expanding the Volunteer Program may enhance the DHS workforce by 2-7 percent. Many of these functions are ones that DHS staff are unable to meet due to workload. Investment would create a $3 return on a $1 investment, according to McKinsey.  Six pilot sites are operating varying programs designed to demonstrate the effectiveness of volunteer programs in DHS. Of the six pilots, four are focused on volunteer transportation (Coos/Curry, Columbia, Jefferson and Lane counties). The other two (Marion/Polk/Yamhill and Umatilla/Morrow) are directed to general volunteer program expansion.  Pilot sites are showing promise in increasing volunteerism and saving money for the state, and also providing important “lessons learned” for expanded implementation. A comprehensive analysis is planned for spring 2009.

18. 18 CAF Administration 2007-2009 cost reduction initiatives CAF has taken a number of actions to reduce and manage administrative expenditures in the field and central office.  Non-direct-service staff hiring freeze  Reduction in out-of-state travel  Reduced use of personal vehicles for in-state travel  Reduced frequency of administrative meetings that require travel  Deferred purchases of office equipment, furniture and supplies  Reduced use of non-case-related AG hours  Restricted use of overtime hours

19. 19 Field Services funding at modified EBL

20. 20 Program Support and Administration 2009-2011 base to modified EBL “build”

21. 21 Program Support and Administration modified EBL  Pkg. 010 – Makes adjustments for anticipated changes in vacancy rates, overtime and other position-related issues ($2.1 million)  Pkg. 021 – Rolls up positions and other costs funded for fewer than 24 months during the 2007-2009 biennium ($0.7 million)  Pkg. 022 – Phases out two Food Stamp bonus grants with federal match that were one-time funding sources during 2007-2009 ($(3.6) million)  Pkg. 030 – Provides inflation of 2.8 percent for non-FTE costs that include professional service contracts; includes more than 2.8 percent for AG costs (23 percent) as set out in the budget instructions ($6.7 million)

22. 22 Program Support and Administration modified EBL  Pkg. 040 - Adds 132 positions for mandated Child Welfare programs in the Foster Care, Adoptions and Food Stamp programs ($14.7 million)  Pkg. 050 - Backfills General Fund dollars for positions related to mandated programs for anticipated shortfalls in Federal Funds for:  TANF emergency assistance ($13.7 million)  Targeted case management ($38 million)  Pkg. 070 - Reduces EBL by $6.8 million due to anticipated revenue shortfalls that would cover costs related to positions in current but non-mandated programs such as Child Safety ($6.8) million  The Program Support and Administration modified EBL does not fully cover costs related to more than 120 additional staff “earned” under the workload model necessary to provide non-mandated Self Sufficiency services ($16 million)

23. 23 Program Support and Administration 2009-2011 modified EBL to GRB “build”

24. 24 Program Support and Administration GRB The proposed Program Support and Administration GRB reductions total $17.6 million Total Funds (57 positions (66.63 FTE)) including:  Changes to eligibility, co-payments and provider rates in the Employment Related Day Care (ERDC) program (4 positions (9.82 FTE), $1.3 million);  Changes to eligibility, grant amounts, and Job Quit penalties in the Temporary Assistance for Needy Families (TANF) program (47 positions (50.81 FTE), $7.1 million);  Staff reduction in the State Family Pre-SSI program (3 positions (3.0 FTE), $0.4 million);  An across-the-board reduction of personal services of 4 percent ($3.3 million);  An across-the-board reduction of services and supplies of 2 percent ($1.8 million);  A 10 percent reduction in AG Services ($2.4 million); and  Net roll-up of December Emergency Board and reduction corrections (3 positions (3.0 FTE), $1.3 million)

25. 25 Program Support and Administration GRB There were two main investments totaling $10 million Total Funds made beyond the modified EBL in the Program Support and Administration GRB:  POP 184 proposes funding for revenue shortfalls for current staff related to non-mandated programs in Child Safety. This covers the reduction in Package 070 ($6.8 million).  POP 505 proposes funding the Healthy Kids Plan. CAF Field Services staff will provide eligibility determination services for HKP similar to that currently provided for the Oregon Health Plan ($3.2 million and 26 positions (23.67 FTE)).  POP 308 and 328 propose continued funding for the OR-Kids and Self Sufficiency Modernization technology projects. The budget for these projects is in the Administrative Services Division

26. 26 2009-2011 Program Support and Administration budget comparisons

27. 27 Program Support and Administration revenue sources

28. 28 Program Support and Administration Themes  The Workload Staffing models are designed to provide accurate and current information that compares staff resources to required workload.  Child Welfare programs currently are staffed at approximately 81 percent of workload needs.  Self Sufficiency programs currently are staffed at approximately 59 percent of workload needs and have significantly growing caseloads.  Staffing levels have a direct impact on CAF staff’s ability to provide necessary and timely services to Oregonians.  Transformation efforts are critical to improving the efficiency with which programs are delivered and helping bridge the resource gap.