Success With Stratification - CSDACA · PDF fileArrears Only Cases with two or more payments in ... Success with Stratification. ... Practice Indicator #6:

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%



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%


Arrears


+ $38,750


$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


% Arrears Cases with Payment



- 1.9%

52.0%

53.0%

54.0%

55.0%

56.0%

57.0%

58.0% 57.7%

55.8%


Total Dollars Distributed



+ $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


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

[email protected]

Daniel Gutierrez (831) 769-8767

[email protected]

Ken Sewell (805) 437-8105

[email protected]

Please be sure to complete the session evaluation.

mailto:[email protected]



Documents

Success With Stratification - CSDACA · PDF fileArrears Only Cases with two or more payments in ... Success with Stratification. ... Practice Indicator #6: