1. Achievement through Measurement An Adult Protective Services Central Intake Example

2. What this presentation is about... 1. A historical context for APS/IHSS Central Intake in Riverside County 2. The problem and why it needed fixing 3. Solutions implemented 4. How the solutions helped to resolve the problem 5. The current state of affairs 6. How the solutions discussed can be applied in myriad contexts

3. April, 2011 / Riverside County CIC An average of 75 Adult Protective Services and 150 In-Home Supportive Services calls per day Six staff allocated This equated to thirty-eight calls per worker per day 54% of incoming calls were answered timely The average wait time per caller was 7:30

4. The Problem Tens of calls dropped per day, largely due to wait High potential for elder/dependent abuse and neglect without our knowledge Complaints from community partners - not just wait time, but non-responsiveness Inadequate staffing Lack of funding for additional positions

5. The Solutions Data to Compare and Chart Progress An Analysis of the Working Models 2011 Division Priority TransparencyTransparency

6. Division Priority Because CIC is often the entry point for customers, improving our numbers here was given priority number one The progress was visited bi-weekly by all Division managers Though the Central Intake manager was given primary responsibility, Region success or failure was seen as Division success or failure

7. Analysis of the CIC Staffing Model The focus shifted from Social Work, to triage The decision was made to convert the two vacant Social Work positions into four Social Services Assistant positions This model allowed for the Social Services Assistants (SSA's) to answer the In-Home Supportive Services calls, freeing the Social Workers to answer the Adult Protective Services calls

8. Analysis of the Screener Model In April, 2011, there were many different models of Screener effectiveness This made it difficult for the Screeners themselves to differentiate and focus All were distilled to one measure: Call Handling Time (average length of call per worker) Training was held to emphasize the model

9. Why Call Handling Time? Simplification Consistency Accountability One Measure Apples to apples: can use light and heavy call volume days Eliminated the sick/vacation variable Triage, as opposed to Social Work, focus Model Fit

10. Data Riverside County is a Solidus eCare client Supervisors and managers have access to literally hundreds of spreadsheets, analyzing all aspects of incoming calls In the end, two aggregate measures were chosen: Timely Answered Calls Average Caller Wait Time

11. Transparency We soon embarked on an informational campaign to increase accountability, and to generate awareness The aggregate measures were posted in the CIC main corridor, and started being discussed at unit meetings Group discussions revolved around increasing the percentage of timely answered calls, and reducing caller wait time: what could staff personally do? Individually, the supervisor and staff discussed call handling time relative to other Screeners Staff were given a context (where they ranked) and were encouraged to set goals

12. An average of thirteen calls, per day, per APS Social Worker An average of thirty-eight calls, per day, per IHSS Social Services Assistant 93% of calls are answered timely Wait times are less than 2:00 February, 2012

15. Applicable Solutions Make the Change a Priority Analyze Your Working Models Visit it Often Hold Each Other Accountable Develop Measurable Goals Visit it Often Hold Each Other Accountable Develop Measurable Goals Think of Both the Individual and the Unit Stretch the Limits of the Tried and True Candidly Ask, "What Isn't Working," and Do Something About It Think of Both the Individual and the Unit Stretch the Limits of the Tried and True Candidly Ask, "What Isn't Working," and Do Something About It

16. Applicable Solutions DataTransparency Develop Ways to Measure and Track Supervisors and Managers Should "Live" the Data Consolidate the Deliverables to No More than Three Items Develop Ways to Measure and Track Supervisors and Managers Should "Live" the Data Consolidate the Deliverables to No More than Three Items Share Your Goals, both Internally and Externally Talk about Successes and Challenges Along the Way Post Your Progress for All to See Share Your Goals, both Internally and Externally Talk about Successes and Challenges Along the Way Post Your Progress for All to See

17. Q &A

18. Thank you