Upload
hoangdan
View
217
Download
1
Embed Size (px)
Citation preview
Success With Stratification
Caseload Comparison
Contra Costa: 28,969 casesMonterey: 16,141 casesVentura: 21,260 cases
Stratification by PaymentsThe Contra Costa County Experience
Kellie SweeneyChild Support Manager
Why Stratification?
To improve collections with a focused approach
Our issues include:Staff shortagesLarge caseloadsLimited budgetArrears Collections
Where to begin?
Director says look into ABCD plan ( Willing and able, etc.)
Staff travel to other counties to see stratification in action
Automation how can it help?
Performance Measures or Practice Indicators?
Contra Costa County
Project start date April 1, 2015
Objective: The primary objective of the Stratified Collection Caseloads is to collect money.
Project goal was to increase collections by 6% within the Federal Fiscal Year
Staffing
Which staff will make the project successful?
Selection from staff currently assigned to enforcement
Knowledgeable, Positive and Creative staff
Mixture of strong collectors and strong supporters
Project started with eight staff
Caseloads
Maintenance Caseload10,187 ENF 1
2,858
ENF 21,544Long Term
Delinquency9,258 (LTD)
LTD includes cases with Zero Orders, Reserved Orders, and MNO cases.
Initial Caseload Size
4/1/2015 Cases Number of workers
Number of cases per worker
Maintenance 10,187 12 849
ENF 1 2,858 4 715
ENF 2 1,544 4 386Long Term* Delinquency 9,258 5 1,852
Caseload Criteria
Maintenance Caseload: Current Only Cases or Current with Arrears Cases; paying 75.01% or more towards current support in the latest quarter of the current federal fiscal year. Arrears Only Cases with two or more payments in the latest quarter of the current federal fiscal year.
ENF 1: Current with Arrears Cases (FFY 10/1/14 – 9/30/15) Current paying at .01% to 75% in the current FFY or Arrears Only Cases with one payment in the current federal fiscal year.
Caseload Criteria
ENF 2: Current with Arrears Cases (FFY 10/1/13 –9/30/14) Only Cases with one payment in the prior federal fiscal year.
Long Term Delinquency: Current with Arrears Cases and Arrears Only Cases; no payment since 9/30/13 or earlier. Includes cases with Zero Orders, Reserved Orders, and MNO cases.
Department-Wide focus
Division 1- Drop-ins - Dave Rasmussen A-DOR
Division 2- LRT2 - Stefanie Blanchette DOS-KRU
Division 3- OPT TM2- Lisa Jones* KRV-RES
Division 4-TSP - Kellie Sweeney RET-ZZZ
* Also responsible for maintenance & long term delinquency caseloads.
How did we measure success?
1. Meeting all 5 Federal Performance Measures.
2. Director’s Excellence Award average increase of 4% more in total distributed collections.
3. Moving from #16 to #8 in our State-wide ranking
Results
ENF 2 No Payments in the FFY.Collected 866 payment on arrears cases from 4/15-9/15
3rd Qtr. Results Total Caseload size 1489Current Dist. Increase 12.23%Total Current Collected $96,949.58Total Arrears Collected $250,549.20633 arrears payment: an increase of 8.4 %
4th Qtr. Results: Total Caseload size 948Current Dist. Increase 2.6%Total Current Collected $28,111.36Total Arrears Collected $55,673.35
233 arrears payments: an increase of 5.2%
Results
Long Term Delinquency (LTD): No payment since 9/30/14.Collected 854 payment on arrears cases from 4/15-9/15
3rd Qtr. Results: Total Caseload size 3455Total Current Collected $153,077.71Total Arrears Collected $ 219,625.45614 arrears payment: an increase of 4.31%
4th Qtr. Results: Total Caseload size 3149Total Current Collected $106,846.18Total Arrears Collected $139,822.05240 arrears payments: an increase of 4.56%
$$$$$$$$$$
How much do you think we collected on cases that hadn’t paid in FFY 14/15 in 6 months?
Total Current Distributed $384,984.83 Total Arrears Distributed $665,670.06
Lessons Learned
New insights Area of Opportunity
ENF2 significantly outperformed ENF1 in current and arrears collection
improvement.
Quarterly Refresh has an impact on the Maintenance percentages by putting
cases that have not paid for the entire FFY.
Challenging to manage stratified caseloads within 4 divisions.
Need a holding zone for new cases due to no performance history.
Participants really liked the personal touch of the ENF1 and ENF2 caseload
The focus on money instead of process is having a global impact on our
department.
Staff Comment:
ENF 1/ENF 2 ToolsDrop ins – able to build rapport and set expectations
Child Support Warning Notices and contact request letters –produces response from NP’s that don’t answer or block our phone calls
SLMS submittal/suspension – able to get NP’s to contact us that otherwise would never have contacted DCSS
Custodial Parents (especially CP moms) – provide a lot of useful information that our locate partners are unable to obtain. Dependents also valuable resource to CPs.
Staff Comment
Taking credit card payments over the phone – puts NP’s on spot to commit to payment they “promise” to make.
PMT/CMT – Allows you to divert your attention to cases that fall through the cracks as well as close cases that no longer need to remain open.Good Customer Service - A lot of NP’s respond positively when they aren’t being demeaned. They realize that even when we implore them to make payments; we actually offer services to help them.
Punctual – following up when you say you will.
“Just ask” – if you don’t ask for what you want, you’ll never get it.Sean Napier (Hired 2/18/14)
Success with StratificationDaniel Gutierrez
Supervising Child Support OfficerMonterey County DCSS
Pilot Project
Pilot project based on best practices from other Counties: Ventura and Napa
Enforcement caseload 12,488 1 of 4 enforcement caseloads (3,408) Pilot ran 10/2015 through 3/2016 (6 months)
Why the Change?
Goals and Objectives Staff concerns regarding organization of caseload Constant change in focus Searching for new ways to be more effective Assign case type according to Child Support
Professionals’ strengths
How we made the change
Staff meetings to discuss pilot projectGoals and objectives were discussed Accountability and progress measurement Case assignment was determined by the staff
members’ demonstrative skills
Segment Types
We decided on the following five segment types:1) Zero Orders and New Orders (w/re-opens) and Incarceration cases2) Current support paying >75% or arrears paying monthly3) Current support paying <75% or arrears paying but not monthly4) Current support and arrears not paying5) Arrears only cases no payment this FFY and medical only cases
Current Support
secondary row:10/2014 to 2/2015
primary row:10/2015 to 2/2016
+ $78,214
$2,000,000
$2,100,000
$2,200,000
$2,300,000
$2,400,000
$2,500,000
$2,600,000
$2,700,000
$2,800,000
$2,605,262
$2,683,476
Team 1 Team 2 Team 3 Team 4
Current Support Collected FPM%
secondary row:10/2014 to 2/2015
primary row:10/2015 to 2/2016
58.0%
59.0%
60.0%
61.0%
62.0%
63.0%
64.0%
65.0%
66.0%
67.0%
68.0%
66.3%
66.7%
Team 1 Team 2 Team 3 Team 4
Arrears
primary row:10/2015 to 2/2016
+ $38,750
secondary row:10/2014 to 2/2015
$1,050,000
$1,100,000
$1,150,000
$1,200,000
$1,250,000
$1,300,000
$1,350,000
$1,271,178
$1,309,928
Team 1 Team 2 Team 3 Team 4
% Arrears Cases with Payment
secondary row:10/2014 to 2/2015
primary row:10/2015 to 2/2016
- 1.9%
52.0%
53.0%
54.0%
55.0%
56.0%
57.0%
58.0% 57.7%
55.8%
Team 1 Team 2 Team 3 Team 4
Total Dollars Distributed
secondary row:10/2014 to 2/2015
primary row:10/2015 to 2/2016
+ $116,964
$3,200,000
$3,300,000
$3,400,000
$3,500,000
$3,600,000
$3,700,000
$3,800,000
$3,900,000
$4,000,000
$4,100,000
$3,876,440
$3,993,404
Team 1 Team 2 Team 3 Team 4
Q1 Update
Increased current support collections Increased arrears collections Increased overall distributed collectionsOpportunity for improvement in % of arrears cases
with a collection Staff is on board
Our Future
Examine project for overall effectiveness Potential roll-out to entire enforcement caseload Review for application to Establishment functionDecide whether to continue pilot and implement
office wide
Success with Stratification
Ken SewellDeputy Director
Ventura County DCSS
Segmentation Overview Topics: Ventura
Why segmentation? How did we initially devise a plan? How did we prepare our staff? How did/are we monitoring performance? What are the biggest hurdles? How are we doing?
Why?
Full Spectrum Caseloads Were Doing Well!
Business Intelligence and Data Analytics• These tools are more common and more accessible than
ever before• How we measure success, has changed with Practice
Indicators (PI)• Current statistical caseload data allows for more focus and
more efficient use of resources• Other states are seeing improved collections• Employees are able to view and track their own progress
and performance• We knew we could do even better!
Segmentation 101
Start with a Plan!
Executive Team meetings Strategic Planning Educate staff on Practice Indicators Discussions with L.A. County
• Segmentation types• Approximate caseload sizes• Percentage bands• CSE teams/breakdowns
Teams and Segments
Establishment Bilingual (paying, occasional, non-pay, etc.) Intergovernmental (UIFSA) Enforcement
• Zero Orders• Arrears Only• Paying• Occasional Paying• Non-Paying• Post Order• Specialized (enforcement)
Percentage Bands
What are they used for?• Determining where a case fits in the caseload• Setting a goal to move the case forward (PI-6)• Monitoring daily, weekly, monthly• For predicting outcomes and scaling resources
Percentage Bands
Practice Indicator #6: Percentage of current support paid by percentage band
A = 0% B= .01-25% C= 25.01-50% D= 50.01-75% E= 75.01-90% F= 90.01% or more
Preparation
Prepare Your Staff! Meet, explain and request feedback
• Caseload maintenance vs. case management• Team strategies: Zero Orders, Stips, 1st payment on a
Post Order case, etc.• Reduction of AN001 tasks• CMT follow up dates• Explain data analytics and provide videos and articles• Working reports specifically created for segments• SharePoint “Team Sites”• Assign staff based on strengths & resources
SharePoint Team Sites
Implementation and Monitoring
Team meetings – Reports – Training • Weekly meetings• Reports reviewed constantly and revised• Team SMEs provide training to team members• Supervisors and managers share wins with staff• Changes to caseloads and staff assignments expected
during this monitoring period• Caseload redistribution after 6 mos. • Case Feedback Forms: More focus on consistent
payments - less focus on minor case details
Segmentation Reports
Reports for manager, supervisor, team and team members• Notice of Motion for Mod (days to file)• CMT Collections Reports• Establishment Overview• Zero Arrears PI6 Overview• Current Support PI6 Overview
SQL Reports
SQL Reports
SQL Reports
Red = No arrears payment 6 mos.Grey = 1-3 arrears payments 6 mos.Light Green = 4-5 arrears payments 6 mos.Dark Green = Arrears payment made every month
Segmentation Implementation Hurdles
Lack of experience developing and maintaining this type of caseload configuration
No access to current reporting data Hypotheticals Trial and error Physical Moves (employees, PCs, phones, etc.) Changing our mindset (what about FPMs?)
How Are We Doing?
Year to Year Comparison:
Collections on Current
• Oct 2014 = 68% Oct 2015 = 68.96%• Nov 2014 = 65.4% Nov 2015 = 67.4%• Dec 2014 = 67.5% Dec 2015 = 69.67%• Jan 2015 = 67.3% Jan 2016 = 68.95%• Feb 2015 = 67.1% Feb 2016 = 69.28%
Percentage Band Comparison
Month 0%0.01% to 25.00%
25.01% to 50.00%
50.01% to 75.00%
75.01% to 90.00%
90.01% or more
7/31/2015 0.04% -0.88% -0.50% 0.32% 1.00% 0.02%
8/31/2015 0.19% -0.89% -0.41% 0.26% 0.85% 0.00%
9/30/2015 0.07% -0.80% -0.48% 0.36% 0.75% 0.10%
10/31/2015 -0.44% 0.28% 0.36% -0.09% 0.30% -0.40%
11/30/2015 -1.38% 0.56% -0.21% -0.48% -1.37% 2.88%
12/31/2015 -0.89% 0.43% -0.58% -0.61% -2.50% 4.15%
1/31/2016 -0.65% -0.14% -0.15% -0.38% -0.81% 2.14%
2/29/2016 -0.87% 0.24% -0.44% -0.98% -0.86% 2.91%
More Collections and Practice Indicators
Collections• As of 3-1-16, Ventura’s total collections were $438,620.00
higher than the same time last year
Practice Indicators• PI25: Average # days from case opening with existing
order to 1st payment goal = 50 days. As of 3-1-16 we are at 43!
• PI27: Collections by IWO goal = increase 2%. As of 3-1-16 we have already increased this by 5.89%!
Questions?
Any Questions?
Kellie Sweeney (925) 313-4440
Daniel Gutierrez (831) 769-8767
Ken Sewell (805) 437-8105
Please be sure to complete the session evaluation.