FY2020-2022 STRATEGIC BUSINESS PLAN Social Services

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FY2020-2022 STRATEGIC BUSINESS PLAN Social Services

Transcript Of FY2020-2022 STRATEGIC BUSINESS PLAN Social Services

FY2020-2022 STRATEGIC BUSINESS PLAN Social Services
Mecklenburg County, North Carolina

STRATEGIC BUSINESS PLAN:
Social Services

Goal DSS.1 - Stabilization
Strengthen and stabilize families through timely and efficient delivery of programs and services
Objective DSS.1.1 - Provide reliable access to affordable and nutritious food to help alleviate food insecurity in Mecklenburg County

Strategy DSS.1.1.A - Meet or exceed all Food & Nutrition Services timeliness and quality standards

Actions

FY20 o Process cases according to federal and state policy (including the recently adopted stateinitiated Memorandum of Agreement) o Develop program restructuring plans to ensure our capacity to meet the needs of our service population* o Begin implementing program restructuring plan o Implement the newly developed Economic Services’ mobile application that will permit customers to submit documentation electronically and minimize unnecessary trips to the agency o Obtain available NC Trainer certifications for Senior Quality & Training staff responsible for ensuring quality and compliance to state standards o Advocate for the state to reinstate program-specific NCDHHS certification training for all Human Services Specialists to ensure quality and compliance to state standards

* Economic Services’ organizational structure is not aligned with NC FAST workflows leading to substantial process inefficiencies and unbalanced workloads. In consultation with Business Process Management (BPM), the division has undertaken an evaluation of its processes and staffing and will use the results of the evaluation to inform their restructuring plan.

FY21 o Process cases according to federal and state policy (including the recently adopted stateinitiated Memorandum of Agreement) o Complete implementation of program restructuring plan o Engage BPM to monitor performance outcomes following restructuring o Gather staff feedback regarding post-implementation processes o Advocate for NCFAST continued enhancements and reliability o Evaluate mobile application utilization o Implement program-specific NCDHHS certification training for all Human Services Specialists

FY22 o Process cases according to federal and state policy (including the recently adopted stateinitiated Memorandum of Agreement) o Monitor performance outcomes following restructuring and adjust processes as appropriate

Performance DSS1057 Measure(s)
DSS1058

Food & Nutrition Services "Normal" Application Timeliness Rate Food & Nutrition Services "Expedited" Application Timeliness Rate

DSS3062

Food & Nutrition Services Recertification Timeliness Rate

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STRATEGIC BUSINESS PLAN:
Social Services

Goal DSS.1 - Stabilization
Strengthen and stabilize families through timely and efficient delivery of programs and services
Objective DSS.1.2 - Provide eligible residents timely and efficient access to healthcare services

Strategy DSS.1.2.A - Restructure business processes to reduce the recurrence of the Medicaid backlog

Actions

FY20 o Process cases according to federal and state policy (including the recently adopted stateinitiated Memorandum of Agreement) o Develop program restructuring plans to ensure our capacity to meet the needs of our service population* o Begin implementing program restructuring plan o Implement the newly developed Economic Services’ mobile application that will permit customers to submit documentation electronically and minimize unnecessary trips to the agency o Obtain available NC Trainer certifications for Senior Quality & Training staff responsible for ensuring quality and compliance to state standards o Advocate for state to reinstate program-specific NCDHHS certification training for all Human Services Specialists to ensure quality and compliance to state standards

* Economic Services’ organizational structure is not aligned with NC FAST workflows leading to substantial process inefficiencies and unbalanced workloads. In consultation with BPM, the division has undertaken an evaluation of its processes and staffing and will use the results of the evaluation to inform their restructuring plan.

FY21 o Process cases according to federal and state policy (including the recently adopted stateinitiated Memorandum of Agreement) o Complete implementation of program restructuring plan o Engage BPM to monitor performance outcomes following restructuring o Gather staff feedback regarding post-implementation processes o Advocate for NCFAST continued enhancements and reliability o Evaluate mobile application utilization o Implement program-specific NCDHHS certification training for all Human Services Specialists

FY22 o Process cases according to federal and state policy (including the recently adopted stateinitiated Memorandum of Agreement) o Monitor performance outcomes following restructuring and adjust processes as appropriate

Performance DSS2083 Measure(s)
DSS2084

Average Processing Time: Medicaid Aid to the Disabled (MAD) Applications Percentage Processed Timely: Medicaid Aid to the Disabled (MAD) Applications

DSS2085

Average Processing Time: Other Medicaid Applications

DSS2086

Percentage Processed Timely: Other Medicaid Applications

Strategy DSS.1.2.B - Restructure programs and services affected by the state’s transition to Medicaid Managed Care

Actions

FY20 o Assess how Managed Care transition will impact service delivery o Establish department’s service delivery goals for Medicaid Transportation and Behavioral Health services

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STRATEGIC BUSINESS PLAN:
Social Services
o Lobby and partner with NCDHHS to include Mecklenburg County in the “Health Opportunities” pilot o Develop a Managed Care communication and outreach plan to keep customers informed FY21 o Determine what modifications are needed for Medicaid Transportation and Behavioral Health services to meet the department’s service goals for Managed Care FY22 o Implement modifications needed to meet Medicaid Transportation and Behavioral Health service goals *** Performance Measures and Costs will be added as assessments and plans are finalized.
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STRATEGIC BUSINESS PLAN:
Social Services

Goal DSS.1 - Stabilization
Strengthen and stabilize families through timely and efficient delivery of programs and services
Objective DSS.1.3 - Address the safety and well-being of the aging/disabled population

Strategy DSS.1.3.A - Adapt programs and services to meet the demands of an aging/disabled population

Actions

FY20 o Investigate allegations of abuse, neglect, and exploitation according to federal and state policy (including the recently adopted state-initiated Memorandum of Agreement) o Evaluate Adult Protective Services (APS) caseload size to determine capacity to meet the current and future needs of the service population o Finalize requirements and design of the consolidated case management system in consultation with IT o Assess capacity to meet the increased demand for Guardianship Services including those needs presented by younger adults with disabilities

FY21 o Investigate allegations of abuse, neglect, and exploitation according to federal and state policy (including the recently adopted state-initiated Memorandum of Agreement) o Implement consolidated case management system o Update Guardianship Services plan based on findings of FY20 assessment o Evaluate APS caseload size to determine capacity to meet the current and future needs of the service population*

*Upon evaluation will determine need for additional resources.

FY22 o Investigate allegations of abuse, neglect, and exploitation according to federal and state policy (including the recently adopted state-initiated Memorandum of Agreement) o Implement revised Guardianship Services plan o Evaluate Adult Protective Services caseload size to determine capacity to meet the current and future needs of the service population*

*Upon evaluation will update APS caseloads as appropriate.

*** The department will replaced DSS3002 with individual timeliness indicators for abuse & neglect and exploitation referrals once the state has developed and shared the methodology to calculate those outcomes. These measures are required by the state's Memorandum of Understanding.

Performance DSS1004 Measure(s)
DSS2087
DSS2088
DSS3002

Percentage of Adult Protective Services clients who are not repeat victims of maltreatment Caseload Ratio: Adult Protective Services
Caseload Ratio: Guardianship
Percentage of Adult Services referrals initiated timely

Strategy DSS.1.3.B - Increase access to services that will help residents maintain independence and age in place

Actions

FY20 o Develop a plan to reduce the Adult Daycare and In-Home Aide waitlists* o Develop a plan to reduce the home-delivered meal waitlist o Implement Adult Daycare and In-Home Aide waitlist reduction plans

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o Implement home-delivered meal waitlist reduction plan o Evaluate opportunities to expand and/or relocate congregate meal sites o Identify best practices that promote aging in place and maintaining independence
* The waitlist reduction plan will incorporate the findings and recommendations of the previously completed Community Outreach Division’s Deep Dive Analysis. Performance indicators will be proposed once methodology is finalized.
FY21 o Monitor all waitlists o Develop a plan that incorporates best practices that promote aging in place and maintaining independence o Develop a plan to open and/or relocate congregate meal sites to meet service demand
FY22 o Evaluate impact of waitlist reduction plan and adjust accordingly o Implement best practices that promote aging in place and maintaining independence o Open and/or relocate congregate meal sites to meet service demand

Performance DSS2092 Measure(s)
DSS4010
DSS4011

Percent of Senior Citizen Nutrition Program Target Population Served Number of customers served through homebound meal delivery program Number of customers served through congregate meal program

Strategy DSS.1.3.C - Establish a community-wide strategy to address the existing and future needs of Mecklenburg’s aging population

Actions

FY20 o Finalize county-wide gap analysis of resources to inform the Age-Friendly planning* o Reestablish community engagement activities to garner the input and expertise needed to develop the Age-Friendly action plan o Establish strategic partnerships with community stakeholders that have influence in AgeFriendly domains

*DSS has engaged national AARP consultants to assist with developing the Age-Friendly Community plan. The AARP Age-Friendly Communities program cycle can be found attached in the "Notes" section. The gap analysis was started in FY19.

FY21 o Develop a 3-year county-wide action plan based on the findings of the gap analysis and stakeholder input o Obtain county manager’s approval for the 3-year action plan o Submit action plan to the AARP for review and endorsement o Develop performance measures to monitor and evaluate Age-Friendly plan as required to achieve goals.

FY22 o Implement Age-Friendly community plan

*** Performance Measures and Costs will be added as assessments and plans are finalized.

Performance DSS2093 Measure(s)

Establish Age-Friendly Community Plan

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STRATEGIC BUSINESS PLAN:
Social Services

Goal DSS.1 - Stabilization
Strengthen and stabilize families through timely and efficient delivery of programs and services

Objective DSS.1.4 - Ensure the safety, permanency, and well-being of children
This objective represents a continuation of work initiated in partnership with the Annie E. Casey Foundation during the FY17-19 strategic plan period. FY21-22 action steps will be updated when information from ongoing analyses is sufficient to inform planning decisions.

Strategy DSS.1.4.A - Expand capacity to extract, analyze, and report child welfare data

Actions

FY20* o Utilize SafeMeasures data in leadership team meetings o Develop performance dashboards that align with the state Memorandum of Understanding Agreement o Institutionalize application of dashboard metrics in day-to-day operations

* FY21-22 actions to be determined at a later date.

*** A new performance indicator, Foster Care Face-to-Face Visit Rate will be added once the state has finalized and shared the methodology with DSS. The indicator is an accountability measure established in the state Memorandum of Agreement.

Performance DSS1005 Measure(s)
DSS1016
DSS1017

Percentage of Child Protective Services clients who are not repeat victims of maltreatment
% of investigations and family assessment case decisions made within mandated timeframe
% of investigations and family assessments initiated within mandated timeframe

DSS1018

% of youth who achieve permanency through reunification within 12 months

Strategy DSS.1.4.B - Increase the efficiency and effectiveness of the Intake & Investigations (I&I) process

Actions

FY20 o Process cases according to federal and state policy (including the recently adopted stateinitiated Memorandum of Agreement) o Evaluate Intake & Investigations caseload size to determine if additional positions are required to ensure safety of children o Evaluate effectiveness of 2nd shift in relationship to staff work experience and investigation timeliness *

* The 2nd work shift was established in December 2018. FY21-22 actions will be updated upon completion of the evaluation.

Performance DSS1016 Measure(s)
DSS1017

% of investigations and family assessment case decisions made within mandated timeframe
% of investigations and family assessments initiated within mandated timeframe

Strategy DSS.1.4.C - Continue to support implementation and sustainability of the child welfare practice model

Actions

FY20 o Develop Comprehensive Assessment Overview content for MeckEDU and in-person training delivery* o Provide Comprehensive Assessment Overview training to supervisors and line staff o Provide quarterly core practice interventions training to line staff o Embed practice model interventions through bi-monthly trainer-supervisor consultations and

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STRATEGIC BUSINESS PLAN:
Social Services

utilization of practice coaches
* Curricula for core practice interventions and competencies were developed in FY19. This action represents the next step in developing staff proficiency to conduct comprehensive assessments. FY21-22 actions to be determined at a later date.
*** New performance indicators will be added once the state has finalized and shared the methodology with DSS. The indicators will be an accountability measure established in the state Memorandum of Agreement.

Strategy DSS.1.4.D - Implement processes and procedures that ensure timely permanency for all children and youth

Actions

FY20 o Identify division policies and practices that might create barriers to permanency for older youth o Assess reliance on group care/shelter placements versus placements in a family setting o Perform a decision-point analysis for children and youth in care longer than 12 months to identify process improvement opportunities that will lead to achieving the state Memorandum of Agreement performance standard o Identify opportunities to improve kinship policies and practices across the department o Develop and implement plan to compensate kinship care providers o Identify strategies to increase network capacity for therapeutic foster care services

FY21 o Develop a department-wide Kinship Care Work Plan o Assess kinship care provider compensation plan o Implement strategies to increase network capacity for therapeutic foster care services

FY22 o Implement department-wide Kinship Care Work Plan o Assess implementation of new strategies to increase network capacity for therapeutic foster care services

*** New performance indicators will be added once the state has finalized and shared the methodology with DSS. The indicators will be an accountability measure established in the state Memorandum of Agreement.

Performance DSS1013 Measure(s)
DSS1018
DSS2038

% Absence of maltreatment in foster care % of youth who achieve permanency through reunification within 12 months Percent of children adopted within 24 months

Strategy DSS.1.4.E - Reduce overrepresentation and disparate outcomes for children of color

Actions

FY20 o Attend and host meetings with law enforcement, school and medical systems stakeholders to discuss reporting practices o Develop strategies to engage and include impacted communities in the work o Develop instructional materials to raise employee awareness about racial and ethnic equity o Deliver racial and ethnic equity training to staff o Develop a racial disparity performance indicator

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STRATEGIC BUSINESS PLAN:
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Strategy DSS.1.4.F - Expand child welfare service continuum to include preventive services interventions

Actions

FY20 o Research best practices that address preventive services intervention needs

FY21 o Review internal programs to identify preventive services intervention needs o Identify the best practices to incorporate into the division that address preventive services intervention needs

FY22 o Determine appropriate levels of preventive services (primary, secondary, tertiary) o Develop a plan to incorporate best practices in preventive services interventions o Implement best practices that address preventive services intervention needs o Initiate evaluation of intervention efficacy

Performance DSS1005 Measure(s)

Percentage of Child Protective Services clients who are not repeat victims of maltreatment

Strategy DSS.1.4.G - Enhance the Continuous Quality Improvement review process to ensure practice objectives are effectively implemented

Actions

FY21 o Assess current quality review processes o Review national best practices in child welfare quality review o Identify best practices that will address quality review needs

FY22 o Develop a plan to incorporate best practices in the quality review process o Implement the revised quality review process plan

*** Performance indicators and standards will be established following the Quality Review process assessment.

Strategy DSS.1.4.H - Integrate NC FAST into Child Welfare Services

Actions

FY20 o Begin new processes in NC FAST: Intake, Assessment, new In-Home, new Permanency Planning and Licensure o Begin conversion and document attachment of existing Permanency Planning and Adoption cases o Begin using LINKS (support for young adults program) and Interstate Compact/National Electronic Interstate Compact Enterprise functionality

FY21 o Complete conversion and document attachment activities for existing Permanency Planning and Adoption cases o Begin quality sampling of converted content (Permanency Planning and Adoption Cases) o Finalize quality sampling of converted content (Permanency Planning and Adoption Cases)

*** Performance Indicators: NCFAST Integration Completed? Y/N; Completed Document Conversion? Y/N

Performance DSS2094 Measure(s)

Percent of Youth & Family Services processes integrated into NC FAST

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Goal DSS.1 - Stabilization
Strengthen and stabilize families through timely and efficient delivery of programs and services
Objective DSS.1.5 - Provide coordinated organizational support and service delivery across all department programs

Strategy DSS.1.5.A - Form the Operations, Strategy, and Innovation division

Actions

The variety and complexity of the department’s organizational support functions requires that assessments and plan development/implementation be distributed across the strategic planning period.

FY20 o Establish the division's organizational structure o Hire division director and establish key leadership positions o Develop performance dashboards that align with the state Memorandum of Understanding Agreement o Develop a plan to interface with all enterprise-wide services to maximize efficiencies o Prepare for service delivery through the Community Resource Center model o Create an evaluation plan to assess the department’s organizational support needs including budget, data analytics, facilities, professional development, compliance, strategic planning, and training o Begin assessment of the department’s organizational support needs

FY21 o Continue assessing the department’s organizational support needs o Develop plans to improve and deliver organizational support services and initiatives based on completed assessments

FY22 o Implement completed organizational support plans

*** Performance Measures and Costs to be determined following the formation of the division.

Performance DSS2095 Measure(s)

Customer Satisfaction Rate (Operations, Strategy & Innovation)

Strategy DSS.1.5.B - Coordinate with divisions to expand nursing consultations to adult and economic services customers

Actions

The divisions impacted by this strategy include Clinical & Contractual Services, Economic Services, Services for Adults

FY20 o Survey Economic Service Division (ESD) and Service For Adults (SFA) staff about nursing role and assistance needed o Standardize nurse case management job descriptions and align nursing activities across the department o Develop consultation forms appropriate to the populations and disseminate o Create tracking system to monitor consults o Ensure nurses regularly participate in ESD and SFA case conferences/complex client reviews o Incorporate ongoing nursing representation in Cross-Divisional Clinical Meeting

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PracticesAgreementBusiness PlanServicesPlan