FOCUSING FRONT LINE STAFF ON PERFORMANCE GOALS

1. FOCUSING FRONT LINE STAFF ON PERFORMANCE GOALS ERICSA 50th Annual Training Conference & Exposition ▪ May 19 – 23 ▪ Hilton Orlando Lake Buena Vista, Florida ERICSA 50 CELEBRATES YEARS OF SERVING FAMILIES: THE MAGIC IS STILL ALIVE ERICSA ERICSA ERICSA ERICSA ERICSA

2. Scott Cade, Moderator Regional VP Operations Xerox State & Local Solutions Introduction

3. The value you’ll get today

4. Our speakers A workplace change consultant sharing research: • Rhonda Tamulonis, Auctor Corporation Two CSE program veterans sharing their experiences: • Ethan McKinney, St. Joseph County, Indiana • Melissa Rossow, Ramsey County, Minnesota

5. Who are you? Please stand if you are: Please raise your hand if your goals include: 157 performance measures Other client service measures Non-client services workplace metrics • Front line staff(you work cases) • Front line supervisor(your staff work cases) • Other manager/trainer • Tasked with performance goals attained through the work of staff

6. Why are you here? What are your goals? What challenges are you experiencing? What do you hope to take away from this workshop?

7. Rhonda Tamulonis Director, Performance and Learning Services Auctor Corporation Creating a Performance Driven Culture

8. You face myriad performance goals

9. A Performance Drive “Culture”?

10. Top down influence drives front line staff to focus on performance Achieving organizational goals depends on individual performance Individual performance has four components;“Focus” comes from Understanding (Why?)and Motivation (WIIFM?) Performance= Ability+ Understanding+ Motivation+ Resources Solution: Create a Performance Driven Culture

11. Create a performance driven culture with different specific strategiesat three organizational levels • Front line staff • Front line managers and supervisors • Executive leadership

12. Deliver, don’t delegate, the message Strategies for Executive Leadership Tap into grapevine frequently Link the goal to overall strategy

13. Be actively involved, not passively supportive Strategies for Supervisors Put coaching time and reinforcement behavior on calendar Accompany team to all training

14. Assume a high degree of skepticism Strategies for Front Line Staff Tap into untapped talent Do not underestimate effort to change behavior

15. Two final thoughts: Accountability Remember Mom’s Advice • Holding everyone accountable is common sense but not common practice. • Accountability is about setting expectations • Visibility drives accountability “What you do speaks so loud,I can’t hear what you say.”

16. Contact Information Rhonda TamulonisDirector, Performance & Learning Services Auctor Corporation 9225 Priority Way West Drive Indianapolis, IN 46240 www.auctor.com 317-569-7488tamulonisr@auctor.com

17. Ethan McKinney Director, Child Support Division St. Joseph County, Indiana The Indiana Experience

18. St. Joseph County, IN • Located in North Central Indiana on the Michigan Border. • Approximately 16,000 open cases. • Judicial State: Court must enter orders.

19. Educate your Elected Official • Elected official responsible for all divisions of his or her office. Child support likely only one facet. • Focus on why Child Support is so crucial. • Number of cases likely impacts more constituents than any other issue. • Ties to family reduce recidivism. • Children who are supported less likely engage in crime. • Incentive Money to supplement the budgetary money! • Better success on the performance measures = more incentive money! • Improved benefit to local community.

20. Improving the Performance Measures benefits the families you serve! • Improved Paternity Establishment Ratio = More children know both parents. • Improved Support Order Ratio = More parents responsible for supporting their children. • Improved Current Support Collections = More money in the household for families to live on. • Improved Cases Paying on Arrears = More money in household, recoups money custodial parent already spent to raise the child.

21. Improving the Performance Measures increases your Incentive Payments! • The better you do on Performance Measures the more Incentive Money you will receive. • This money can be used to “supplement” your budget. • This incentive money will help you continue to improve your program. • Plan to spend your increased money to further increase performance.

22. Identify Where you Stand • We started by a review of where we were on the performance measures. • We needed to improve in every performance measure. • Recognize where you can improve the quickest and most efficiently.

23. Track Your Performance • Review your improvement weekly, monthly, quarterly and yearly. • Weekly review to determine if resources need to be allocated to a different area. • Monthly and Quarterly to track improvements. • Decide if projects are working or not.

24. Things to Look For • Number of Cases • Amount due in current support. • If you charge weekly, be aware of 5 week months. • More or less cases owe arrears than last year. • Don’t just look at amount collected, but compare it also with amount due. You may collect less but if the amount due is also less this needs to be considered.

25. Areas for Improvement • We started with Establishment because we can control those stats. • We realized our Enforcement stats stalled due to the increased amount of orders. Once we leveled out Establishment, Enforcement started to gain. • Now we focus on Enforcement.

26. State Child Support Tracking • Review your State’s tracking system. • Can you run specialized reports? • Who can run them? • How specific can you be? • Don’t want to run an “all cases in arrears” report. That is too massive to be useful. • Do want to run specific focused reports.

27. Don’t be too Broad • Don’t Run: • Cases not paying Full Current Support • Cases with no payment on arrears. • These are too broad and may be overwhelming. • Instead Run these: • FIDM Report, NCP/CP w/ Same Address, INIT Report, RESP Report, Incarceration Report.

28. Reports to Improve Establishment • BOW Indicator Report (Born Out of Wedlock) • New Case/Case Type Change Report • Helps keep referrals in check. • Set appointments. • Work new cases. • Close any incorrect referrals. • New IV-D Cases • To catch any Divorce cases that “flipped” to open IV-D so you can work those cases.

29. Reports to Improve Establishment • No Support Order Report • Started with 5500 cases on this report. Supervisor worked the report. 4 caseworkers split the caseload. • Took 1 year to work the whole report once: Update BOW indicator, set court dates, set stipulation appointments. • Down to only 700 cases this year.

30. Reports to Improve Enforcement • Not paying in full, but paid in last 30 days. • Review why this is. • Send Employment Verification to get wage info. • Order too high based on income – Modify. • Does NCP have too many orders too high for income – Modify. • Enough hours/pay but Employer submitting wrong amount – Contact employer. • Tip Income position, contact NCP for cash payments from tips.

31. Enforcement Reports • Cases that have arrears that haven’t made a payment in over 1 fiscal year. • Non-Payment Letter • Collection Calls • Administrative Enforcement • Administrative Hearings • Judicial Enforcement (per State Law) • Repeat until compliance

32. Enforcement Reports • Party on case with a Date of Death • Take appropriate actions. • Kids nearing age of emancipation. • Multiple kids: modify. • Arrears only Cases • To obtain payments on arrears. • Cases with Zero Dollar CSUP but with arrears. • Incarcerated or Co-habitating address arrears.

33. Interstate Reports • Indiana is Initiating State but CP is no longer in Indiana. • Check if another state may be working the case, review for closure or redirection. • Indiana is responding but AP no longer in Indiana. • Notify initiating State so they can locate AP and request we close our case.

34. Incarcerated Project • Jail Outreach Education • Program in the County Jail to educate and meet with inmates. • Prison Modification • Proactively Modify incarcerated support orders based on your State statutes. • Streamline how you conduct the process.

35. Prison Modification Process • Process • Review if Sentence is 6 months or greater. • File Motion to Modify due to Incarceration and proposed order. • Opposing party has 20 days to object or else the Court enters the Order. Follow your trial rules. • If no objection Motion granted without hearing.

36. Prison Modification Results • Very few Objections filed by Custodial Parents. • Typically $0.00 per week while incarcerated. • IWO to prison for minimal amount for arrears. • Arrears are not increasing due to order while in prison. • Arrears being paid down from State Pay.

37. Support Order Education • Designate a staff member to educate parties on support orders. • Meet with Parties to new support orders to inform how and where to pay. Provide all addresses and payment options! • Notify to contact us if they lose a job, lose income. • Provide Job leads, job programs, Goodwill, etc. • Meet with NCPs who were recently released from custody.

38. Support Order Education • Educate on all the ways to pay support. • Our participants may see any barrier as a reason not to pay. • Remove barriers by showing them all the ways they can pay. • In person at clerk’s offices: give addresses and hours. • By mail through our State Collection Unit, give address and information to put on Check. • Online or by phone – give all information on how to do so.

39. Early Intervention • Run a report of all cases with new orders that haven’t paid in the first month, 2 months. • Contact those cases: Non-Payment Letters, Telephone. • Administrative Enforcement Tools • Administrative Hearings • Judicial Enforcement

40. Modification Stipulations • We created in office Modification Stipulations. • Request for Modification Review set much quicker due to in office process. • Only the cases that require Court go to Court. • Stipulate to Modification, Deviations to $0.00 CSUP due to Co-Habitation or alternatively plan for support. • Fulfills our mandatory “review and adjust” more efficiently.

41. SSI/SSD Cases • Streamline a process for SSI or SSD Modifications. • SSI modifications we file just like our Prison Modifications to modify to $0.00 and then Close. • Motion and proposed order, no hearing unless objection. • SSD Modifications either with Stipulation in office or Court hearing, put petitions on file pending determination to preserve retroactive dates.

42. Proof • Paternity Establishment • 2005: 83% • 2012: 117.19% • We were able to jump from 85.5% in 2006 to 95.3% in 2007 by aggressively targeting this. • Order Establishment • 2005: 72% • 2012: 95.15%

43. Proof • Current Support Collections • 2005: 46% • 2012: 59.6% • Cases Paying On Arrears • 2005: 51% • 2012: 69.42% • It is a gradual process over years of commitment but focus on the performance measures and they will improve.

44. Contact Information Ethan McKinney Director St. Joseph County, IN Child Support Division 227 W Jefferson Blvd South Bend, IN 46601 emckinney@stjoepros.org 574-235-5023

45. Melissa Rossow Assistant Director, Attorney’s Office Ramsey County, Minnesota The Minnesota Experience

46. Ramsey County & Minnesota • Minnesota and Ramseydemographics • Ramsey County demographics • Minnesota IV-D caseload • Ramsey County IV-D caseload

47. Ramsey County & Minnesota Ramsey County Challenges Statewide Challenges Child support program deemed unconstitutional in 1999 New child support guidelines with significant changes in 2007 Archaic case management system, still at least 5 years out until a new system Budget cuts (more with less) Workers stuck in the old way of doing business • Highest out-of-wedlock birthrate in Minnesota • Highest English as a 2nd Language population in Minnesota • Higher poverty rate than both State and National averages • Budget cuts (more with less) • Workers stuck in the old way of doing business

48. More About Ramsey County • Ramsey County has the most challenging demographics in Minnesota • Ramsey County historically performs the worst in the Federal Performance Measures in Minnesota • Why am I here?

49. Ramsey County Performance Improvement Projects • 4 Major Performance Improvement Projects • 2008 Child Support Strategic Plan • 2010 Business Model • 2012 Enforcement Project • 2012 Child Support Strategic Plan • All Staff were invited to participate in the planning – Over 75% participated

50. 2008 Strategic Plan • Vision Statement • Ramsey County Child Support: • Working to meet the needs of children • A knowledgeable approach to child support that combines efficiency, diversity, innovation, and high performance • We never stop working for children