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Enhanced Parental Involvement Collaboration (EPIC). San Francisco Department of Child Support Services Karen M. Roye, Director. Overview. Performance Challenges San Francisco’s Enhanced Parental Involvement Collaborative (EPIC) Project Results Lessons Learned Performance Outcomes.

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Enhanced parental involvement collaboration epic

Enhanced Parental Involvement Collaboration(EPIC)

San Francisco Department of Child Support Services

Karen M. Roye, Director


Overview
Overview

  • Performance Challenges

  • San Francisco’s Enhanced Parental Involvement Collaborative (EPIC)

  • Project Results

  • Lessons Learned

  • Performance Outcomes


Performance challenges
Performance Challenges

  • High rate of Default Judgments and Presumed Income Orders

  • Little to no interaction with NCPs on Default and Presumed Income cases

  • Growing arrears debt for both welfare and non-welfare cases

  • Increased locate activities by staff


Epic project goals
EPIC - Project Goals

  • Streamline establishment of orders procedures

  • Reduce default judgments that result in high arrears orders due to unreasonable and unrealistic establishment of orders

  • Provide better customer service allowing Non-custodial Parent (NCP) participation


Description
Description

The EPIC Model provides an alternative to traditional establishment of support orders by addressing educational, cultural, financial and institutional barriers encountered by Non-custodial Parents (NCP) and includes the NCP in the establishment process.


Comparative analysis
Comparative Analysis

  • Existing Process

    • Is linear in concept and implementation (see flowchart) with each step requiring a followed progression

    • Once each progression is completed the matter is rarely revisited

  • Strengths

    • The existing model is proficient

  • Weaknesses

    • Little or no interaction with NCP

    • Requires the NCP to engage in a legal process after 30 days notice

    • Assumes the NCP has a basic understanding of the legal process


Comparative analysis cont
Comparative Analysis, Cont.

EPIC Process

As the EPIC alternative measures are implemented the process is simplified.

  • Strengths

    • Includes more outreach strategies

    • Includes the NCP in the establishment processes

    • NCPs are given opportunities to develop relationships with the child support professional

    • Less default Judgments

  • Weaknesses

    • None identified


Traditional establishment model
Traditional Establishment Model

Intake

Locate

Summons and

Complaint

Filed

Standard

“Come and Get It”

Letter

Stipulation

Service

Is Successful

Default

Judgment

Service

of

Process

Court Judgment

Service is

Unsuccessful

Reassess

Locate

Information



Establishment Model – EPIC

Intake

Locate

Summons and

Complaint

Filed

Simplified

“Come and Get It”

Letter

Stipulation

Service

Is Successful

Court Judgment

Service of

Process

Answer

Post Default

Contact Letter

Default

Judgment

Default Status

Court Hearing

Reassess

Locate

Information

Service is

Unsuccessful


Alternative measures of epic where did ncp respond
Alternative Measures of EPIC:Where Did NCP Respond?

  • Alternative I: EPIC “COME AND GET IT” LETTER

  • Standard Letter’s text was simplified

    • 3.6% Response to EPIC

    • 0% Response to Standard

  • Alternative II: Pre-Service Outreach (Phone)

    • 78% Response to EPIC

    • No corresponding standard measure


Alternative measures
Alternative Measures

  • Alternative III: Service of Summons & Complaint with Friendly Flyer

    • 1.2% Response to EPIC

    • 32.3% Response to standard measure

  • Alternative IV: Post-Service Outreach

    • 14.6% Response to EPIC

    • 3.4% Response to Standard


Alternative measures1
Alternative Measures

Two Final Steps to Avoid Default:

  • Alternative V: Status Conference (“Default Calendar”)

    • 1.25% Response to EPIC

    • No corresponding standard measure

  • Alternative VI: Post Default Letter

    • 0% Response to EPIC

    • 0% Response to standard measure


Epic team resources project
EPIC Team Resources (Project)

Staff

  • 2 Child Support Professionals with working supervisor and support clerk, trained by Court Family Law Facilitator, who was integral in every aspect of EPIC startup

    Location

  • EPIC Team separated from other Operational teams

    Support & Outside Services

  • EPIC staff interviews their own clients and sends their own services to a service provider


Other highlights
Other Highlights

  • Interviews- The average length of interviews of EPIC participants is 45 minutes to an hour because of the direct contact involving personal service of process, explaining the process to the NCP, gathering income information, followed by resulting Stipulations and Answers

  • Non-EPIC interviews average 25 to 30 minutes often with pressure to staff to get to the point of the interview as quickly as possible, dismissing the interviewee and moving on to the next customer


Other highlights1
Other Highlights

NCPs choosing not to contact EPIC after service are given the opportunity to appear on the San Francisco Unified Family Courts Default Status Calendar


Lessons learned i mplement the alternative that works communication communication communication
Lessons LearnedImplement the alternative that works - communication, communication, communication

  • With the NCPs

  • With the court

  • With staff regarding organizational changes (separate EPIC Team, Dedicated Caseloads)


Lessons learned communication continued
Lessons Learned…communication continued

  • Use the telephone whenever possible to reach out to customers and to engage their participation


In closing consider
In Closing consider…

  • Staffing Needs

  • Training

  • Customer Service

  • Flexibility

  • Performance



Project Results as of March, 2006

  • Total Service of Process – 899

    • Personal Service - 523

      • EPIC Cases (52%) – In house service

      • Non-EPIC Cases (48%) – process server

  • Sub-Service of Process - 366

    • EPIC Cases (21%)

    • Non-EPIC Cases (79%)

  • Default Rate

    • EPIC Cases (10%)

    • Non-EPIC Cases (65%)



“Total” EPIC Approach, 07-06

EPIC Project 12-04 to 11-05

Historic Default Rate in SF (FFYs)

* As of August 2007


Federal Performance Measures% of Open Cases with Support Orders


Federal Performance Measures% of Current Support Collected

Original Study Cases, through June 2007


Federal Performance Measures% of Cases with Arrears Collected

Original Study Cases, through June 2007


Related Documents

  • For additional information contact Maria Kam, Administrative Assistant San Francisco Department of Child Support Services 415-356-2959 or visit website at sfgov.org

  • Submit questions to:

    • Karen M. Roye, Director 415-356-2919


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