Presenters: Keith Horton and Sharon Hill Presentation to: Georgia Children's Advocacy Network

Date: 9 January 2014

Georgia Department of Human Services

DHS

DHS Vision and Culture Change

Integrated Eligibility System

IES:

• Work with GTA to stabilize the electronic systems. The four systems are interdependent on each other to determine eligibility for Medicaid, Food Stamps and TANF.

• Consolidate Eligibility Call Center and move to a stable platform. Currently, multiple call centers answering calls for eligibility. Consolidate into one center where case workers are cross trained to answer all questions and make changes to all eligibility programs to include child care. Move from HICs platform to a stable and user friendly platform-working with GTA on this move.

• Prepare for increase volume. Developing training and ramp up strategy for influx of customers calling to determine Medicaid eligibility as a result of the Affordable Health Care Act on 1 October.

• Development of IES system. Monitoring progress of development of system designed for the new rules and necessary interfaces with the DCH systems.

Attacking Fraud, Waste and Abuse

Attacking Fraud, Waste and Abuse:

• Implement Able Body Program for Food Stamps. This program in coordination with USDA and within the provisions of federal policy allows states to require work activities for those who are classified able bodied.

• Re-contract with PAC. Met with PAC and we have agreed to re-enter a contract that will assist DHS with the determination of prosecution for those who commit benefit fraud.

• Collaboration with GBI. Increased training opportunities for DHS investigators and child welfare staff from GBI. Establish regular meetings with GBI to share information.

• Support legislative change of prosecution for fraud. PAC suggested moving the civil penalty for fraud to the criminal code and increases the threshold for benefit fraud prosecution at $1500 as a felony. Additionally, restricting the files of those who have committed a felony if they participate in a pre trial intervention program.

Develop and strengthen collaborations that provide self sufficiency & independence

Self Sufficiency , Independence and Accountability:

• Expand Problem Solving Court. Child Support collaboration between the Court and Administrative Office of Courts to hold parents accountable for their children; currently 16 operational. •Collaboration with DOC, Pardons and Parole and Governors Office of Re-entry. Met with DOC to discuss cost sharing model for current re-entry program. Received renewed commitment from Pardons and Parole to continue offering consideration from those who graduate from DHS re-entry program.

• Collaborating with Pardons and Parole to send ex offenders through Enhanced Transition Job Grant for subsidized employment.• Pardons and Parole cooperation with DCSS become a condition of the terms of probation

• Establishment of Community Outreach Council. Agency Council that will leverage current resources and will look for ways to partner with other state agencies as well as non public entities.

• Faith Based or Ministerial Alliance

Develop and strengthen collaborations that provide self sufficiency & independence

Self Sufficiency , Independence and Accountability:

• Culture change with benefits program. Met with policy writers and program directors to focus on using the benefits issuance as a way of assessing how to help or lead a customer to resources to help them become independent or self sufficient.

• Provide more educational and job opportunities for foster children. Focus on identifying foster homes, actively track the children to ensure education needs are met. Work with state DOE and local school districts to assist foster children.

Exit Kenny A

Kenny A:

• Address work culture of Fulton and Dekalb offices. Change internal hiring processes for all employees. Send supervisors and managers to leadership classes. Hold all accountable for attitude and work!

• Mentorship program for employees. Train mentors from outside counties and have them mentor employees for a week to two week period and then become a resource after mentorship.

• Infusion of new blood. Recruit high performers around the state to serve a stint in the Fulton and Dekalb offices.

• Add a child welfare expert to team. Assign a child welfare expert to drive the processes and make recommendations on resources and process change.

• Sustained Accountability. Meet with the Kenny A and DFCS leadership on a bi monthly basis to evaluate process, progress and remove roadblocks.

DFCS Strategies to Strengthen Child Welfare Practice

Intensive Training for Staff• Partnering with Child Advocacy Centers to develop and administer an intensive training on how to interview children to gain the best information to make decisions regarding their safety; all DFCS case managers who conduct investigations and work with Family Support Cases will be required to attend •Partnering with Georgia Public Safety Training to develop training on most effective methods of interviewing adults in order to improve decisions we make regarding their ability to appropriately ensure the safety of their children; all DFCS case managers who conduct investigations and work with Family Support Cases will be required to attend

Internal Safety Panels•Creating statewide teams of subject matter experts within DFCS to provide support and consultation on cases during the investigation and Family Support phase

External Review Team•Developing an external review process to assess current DFCS practice to identify opportunities for practice improvement

DFCS Strategies to Strengthen Child Welfare Practice

Medical Consultation on Cases•Providing consultation & support for counties on cases of child deaths and serious injury, frequently including medical experts from Children’s Health Care of Atlanta (CHOA)

Review of Previous Screen-out Decisions•Conducting review of reports screened out during the past year to ensure most appropriate decision made / follow up on reports that were screened out

Leadership Training•Providing ongoing leadership training at all levels; more over-the-shoulder support and mentoring for supervisory staff

Heightened Focus on Community Engagement and Accountability•Ensuring county and regional leadership staff are engaging with external stakeholders regularly; implementing processes to build greater accountability in all phases of our operations