Presentation to Senate Committee on Children and Families

1
Presentation to Senate Committee on Children
and Families

• Presented by
• Secretary Lucy D. Hadi
• December 6, 2005

2
Presentation Topics

• Contracting Update Status Report on
  Implementing s. 402.7305, F.S.
• Overview of DCF Planning and Performance
  Management System

3
Contracting Update Status Report on
Implementing s. 402.7305, F.S.
4
Requirement for Competition Among Universities

• Statutory Requirement
• Requires bidding among public postsecondary
  institutions
• Public postsecondary institutions must use
  competitive procedures in selecting
  subcontractors

• DCF Implementation
• Revised procedures for contracting with
  Universities released on August 5th
• Includes requirement to use Request For
  Information
• Includes requirement for University to use
  competitive procedures, if subcontracted

5
Multi-year Contracts

• Statutory Requirement
• Contract on multiyear basis provide
  justification in contract for less than
  multi-year period.

• DCF Implementation
• 57 of contracts are multi year
• Procedure revised to require justification
  statement in Special Provisions section of
  contract

6
Contract Manager Appointment and Role

• Statutory Requirement
• Establish contract manager appointment
• Contract Manager shall
• Maintain official Contract File for 6 years
  following termination
• Review and approve all invoices
• Maintain a schedule of payments and periodically
  reconcile with FLAIR
• Periodically visit service delivery site (speak
  with Clients and Staff)
• Meet with Provider Representative monthly

• DCF Implementation
• Procedure to require assignment by SMS/SES
  released on July 26
• Site visits and monthly provider meetings are new
  procedures implemented on July 26
• Initial file reviews show 98.4 compliance with
  site visits and monthly visits (37 of files
  reviewed)

7
Contract Monitoring Units

• Statutory Requirement
• Monitoring unit reports to SMS/SES
• Requires Monitoring Unit to be staffed with
  Career Service Employees
• At least one member of monitoring unit possesses
  specific knowledge and experience in the program
  areas

• DCF Implementation
• Contract Oversight Unit assigned to QA/QM office
  that reports directly to Secretary
• SES Leadership
• Independent of Operations and Programs
• Team membership will ensure expertise availability

8
Contract Monitoring Procedures

• Statutory Requirement
• Establish Monitoring Procedure to include
• Risk assessment
• Formal monitoring plan development
• Desk reviews when on-site monitoring is not
  scheduled
• Publication of report within 30 days

• DCF Implementation
• Risk Assessments and Monitoring Schedules are
  completed which require desk or on-site reviews
• Monitoring plans are developed specific to
  provider
• 3 Tier QA/QI for CBCs

9
Overview of DCF Planning and Performance
Management System
10
Performance Planning
Program and Resource (PaRT) Teams
Customer-Focused Strategic Plan
One-year Business Plan
Department Partner Performance
11
Strategic Planning Process
Department Mission Protect the Vulnerable,
Promote Strong and Economically Self-Sufficient
Families, and Advance Personal and Family
Recovery and Resiliency.
Long Range Program Plan 5 year mandated plan to
support LBR and document programmatic direction.
This is where the department reports on and
requests changes to measures.
Strategic Plan Broad 3 year objectives, success
indicators and strategies that addresses the
people we serve and the results they expect
Legislative Budget Request 1 year request to
support the development of the next general
appropriation act.
Business Plan Specific 1 year State level that
addresses action steps connected to strategies.
General Appropriation Act May Budget and
performance expectations.

• Deployment Plans
• Local action plans that implement the Business
  Plan and Strategic Plan requirements and includes
  local priorities and initiatives. Cycle the
  following steps throughout the year.
• Adjust practice or plans
• Report results
• Analyze results
• Plan for improvement
• Implement improvement
• Assess impact

12
Planning Process
Customer Populations Served

• Children or adults who have been abused,
  neglected, exploited or are at risk of abuse,
  neglect or exploitation, and their families.
• Adult Protective Investigations - Adult Services
• Child Welfare
• Children Protective Investigations - Hotline
• Child Care Regulation

Strategic Plan Broad 3 year objectives, success
indicators and strategies that addresses the
people we serve and the results we want for them
at the state level.
Business Plan Specific 1 year State level that
addresses action steps connected to strategies.

• Individuals and families at risk of or challenged
  by substance abuse and/or mental illness.
• Substance Abuse Mental Health

• Families and individuals in distressed / fragile
  health or circumstances.
• Economic Self Sufficiency - ACCESS
• Refugee Services
• Domestic Violence
• Homelessness Program

• Organized by Population
• Developed using customer and stakeholder input
• Measurable Success Indicators
• Statewide focus on performance improvement
  through PaRTs
• Concept of spin off deployment plans
• Aligns District, Program Office and Support Area
  Initiatives

• The Florida Taxpayer as a significant stakeholder
  who requires evidence of efficiency and
  effectiveness
• Administrative Services
• District Administration
• Information Systems
• Office of Secretary

13
Performance Management Process
Developed around the departments customer groups
the Performance and Resource Teams (PaRTs) are
assigned a set of success and budget indicators/
performance measures to achieve.

• Sterling values that drive the PaRTs Teams
• Customer-driven excellence
• Organizational and personal learning
• Valuing employees and partners
• Focus on the future
• Management by fact
• Social responsibility
• Focus on results and creating value
• Systems perspective

• Teams identify performance and resource gaps,
  provide corrective action strategies and monitor
  implementation. Teams include members from
  districts, zones, central office, providers, and
  institutions. Teams will publish reports at
  least quarterly that include
• a status report with corrective action plans as
  necessary
• monthly expenditure projection analysis with
  proposed budget actions
• team strategies and actions and
• major issues for Executive Performance and
  Resource Management Team decision or direction.