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Elevate DCF

Vision
Transform agency from crisis response to person-centered prevention



Kids Are Safer

Every child has a right to a safe and supportive childhood. This objective takes critical safety metrics and will translate then into actionable strategies for the frontline to help improve outcomes for Florida families.

OCW

  • Decrease of 5.0 children per 100,000 bed days experiencing CA/N during in-home services by 6/30/21 (35.2 to 30.2)
  • Decrease of 1 children per 100,000 bed days experiencing CA/N during out-of-home services by 6/30/21. (6.9 to 5.9)
  • Decrease percent of children experiencing repeat maltreatment within 6 months of case closure by 0.3% by 6/30/21. (3.5% to 3.2%)
  • Decrease percent of children experiencing repeat maltreatment by 0.1% within 12 months of case closure by 6/30/21 (7.2% to 7.1%).
  • Decrease in percent of children re-entering out of home care within 12 months of permanency by 0.4% by 6/30/21 (10.1% to 9.7%).

Hardwire Prevention Into Organization

This objective seeks to transform the department’s programs and procedures to intervene before an individual or family enters a crisis state. The strategies will transform the department and partners from providing primarily crisis-based, mandated services and supports to connecting clients and the public to supports in the community. The implementation of care coordination across the department is a critical strategy in this effort.

OCW

  • Redesign the Child Welfare front door to increase pre-crisis contacts.
  • Hotline will complete an assessment to determine percentage of calls that could be referred to ESS Care Coordination by 7/30/20. Initial estimate: The Hotline anticipates they could potentially refer approximately 14,000 calls to Care Coordination annually.
  • OCW will coordinate Phase 1 of the Care Portal and Aunt Bertha platforms by 8/10/20. A formal project plan will be developed by 7/31/20.
  • OCW will establish the First Impressions Center to provide assistance to 10,000 callers by 6/30/21.

SAMH

  • Implement Care Portal/Aunt Bertha for SAMH clients
    • 9/30/20 – Complete Education with MEs and providers, continue building faith based network
    • 11/30/20 – Begin in Northwest Region to bring ME on line with Care Portal
    • 6/30/21 – Add 1 ME per month, allowing time for trouble shooting and ongoing education of providers.  Also allows Care Portal time to build network.
  • Increase Care Coordination Capacity in SAMH
    • Improve inclusion of state hospitals in the treatment continuum for both civil and forensic clients
    • Improve the culture:  State Hospitals are treatment programs and not placements.  Individuals receive treatment and return to their communities.
    • Create a Forensic Continuum of Care to provide opportunities for individuals prior to commitment to the state hospitals .
    • Establish Care Coordination teams to improve the assessment and delivery of services across the continuum of care for both civil and forensic clients.
  • Increase SAMH Community Treatment Capacity
    • Increase Care Coordination for upstream diversion
    • Improve community treatment capacity for diversion and step-down
    • Develop community opportunities for specialty populations

APS

  • Train API, Human Services Counselor, and Operations supervisory staff on Care Portal / Aunt Bertha.
  • Fully deploy Care Portal/Aunt Bertha through APS frontline staff by June 30, 2021
  • Reduce re-abuse by 10% by June 30, 2021

ESS

  • Relaunch Care Coordination to Hardwire Prevention
    • Establish a Care Coordination Model
      • Aunt Bertha/Care Portal
        • Work with OCW and IT to build out future technology tools that enable partners to more seamlessly meet customers’ needs.
        • Integrate technology with critical, statewide partners to share information, data and better track Florida’s customers through multiple programs and resources.
    • Eliminate Fiscal Cliffs & Generational Poverty
      • Strategic Partnerships and Initiatives Unit will build collaborative relationships with external stakeholders
      • Establish policy infrastructure to build an off-ramp from public benefits
    • Automate Processing
    • Pivot Resources
  • QO
    • Relaunch 4DX to Reduce Families in Crisis
      • Measure of Success: Increase % of WIG teams with ratified team WIG and lead(s) aligned with a Families in Crisis war or battle from 0 to 100% by the first week of August (8/7/20)
      • HQ supports provided:
        • Facilitate programmatic kick-off meetings with Asst Sec Champions and Ops leadership
        • Publish relaunch guides for team leads, new 4DXOS training docs
        • Support for remote team meetings and virtual scoreboard hosting on Microsoft Teams
        • Hold weekly briefing through relaunch with local champions and coaches; leadership

Deliver on Promises to Front Line

Early in the new administration, leadership saw opportunities to improve staff well-being and retention and sought strategies from the front-lines. Strategies in this objective include efficiency projects across the entire child welfare system, a long-term IT approach with buy-in from entire organization, and a mobile app.

OCW

  • OCW will collaborate with Central Region to implement E-Sign contract and evaluate E-Sign contract by 6/30/20. Working on anticipated hours saved.
  • OCW will complete FFA Streamline project and expansion by 8/1/20. Working on anticipated hours saved and analysis.
  • QO Results on FFA Streamline: Case Review team development (need details)
  • OCW will work in coordination with IT to deploy the CPI mobile app by 7/30/2020 for phase 1; Phase 2 by Dec. 2020 and Phase 3 by June 2021 for full intake and investigations (dependent on funding).
  • Tablets and Accessories ordered to provide to front line to support Mobility Project – due 7/30/20 to have all identified users outfitted.

SAMH

  • Complete version 14 test phase (January 1, 2021 – June 30, 2021) with full implementation by June 30, 2021
  • Improve DATA Collection: Improve data upload for more accurate and complete data sets
  • Improve DATA reporting capabilities: Improve visualization and reporting capabilities

ESS

  • Develop long-term ESS IT strategy to support the front-line team
    • Establish a culture of innovation, collaboration and gratitude.
    • Develop a process to recruit, hire and retain the Ideal Team Player.
    • Hungry, humble and smart
    • Create opportunity for employees to raise and test ideas to resolve problems, find efficiencies and enhance the customers’ experience.
    • Strategically enhance system and/or build new solutions that integrate and respond to the current and future technology needs and business infrastructure.

APS

  • Fully implement 50 Senior API positions by end of FY20-21.

Implement DCF Accountability Act

Clients, funders, and stakeholders deserve a department that provides effective services and systems that are held accountable. Top strategies include the development of the first Quality Office, accountability scorecards, enhanced partner accountability and collaboration, and a focus on CPI education and wellness.

OCW

  • Collaborate with internal and external partners to increase accountability.
    • OCW will collaborate with ASO and Quality Office to complete CBC contract amendments by 9/30/20.
    • OCW will collaborate with ASO and Quality Office to complete SO grant agreement amendments by 9/30/20.
    • OCW will collaborate with ASO and Quality Office to implement career ladder project by 6/30/21.  
    • OCW will collaborate with ASO and Quality Office to implement and review Circuit 6 and 13 pilots by 7/30/21.

Quality

  • Implementation of all aspects from 0 to 100% by 6/30/2021

Improve Financial Health of DCF Programs

As stewards of state funds, the department must be as efficient and responsible as possible. Strategies within this objective will resource programs appropriately (e.g., formula driven approach), place onus on providers to stay on budget, optimize federal spending, create opportunities to partner with providers to increase revenue, and use the procurement process to improve financial performance.

OCW

  • Evaluate current contracts, grant opportunities, and maximize federal funding.
    • OCW in coordination with Robert Anderson, Regions, Financial Department and QA will develop updated Financial Viability Plans and establish regular meetings with Regions by 7/31/20.
    • OCW will create opportunities to partner with providers to increase revenue by identifying prevention grants and provide TA to increase grant opportunities for providers/CBCs from 0 to 10 by 6/30/21.
    • OCW in coordination with Robert, Regions, QA will use procurement process to improve financial performance by incorporating prevention opportunities in procurements from 0 to 5 by 6/30/21.
    • Maximize federal spend:
      • FFTA Plan will be complete to support FFPSA EBP and other supports by 8/1/20.
      • Level 1: 15.7% to 40% by 9/30/20. 
      • Eligibility: Increase eligibility rate from 64.4% to 67% by 12/31/20.
      • Leveraging Medicaid: Create a project plan by 7/30/20. 

SAMH

  • Improve the financial health of SAMH programs
    • AHCA / DCF Revenue Maximization
    • DOE / DCF assessment and intervention service array
    • OCW/SAMH improved treatment service delivery
    • Finalizing plans to reduce over-spending on Medicaid clients and Medicaid covered services.
    • Collaboration with community partners to improve revenue maximization
      • AHCA
      • DOE
      • OCW

ESS

  • Create opportunities in ESS to partner with providers to improve the financial health of DCF programs
    • Commit to fiscal responsibility in the procurement of all contracts and vendor services.
    • Establish process to ensure contracts and procurements are routed efficiently and effectively.
    • Establish and implement a procedural process to evaluate the return on investment for all contracts.
    • Use procurement process to improve financial performance of contracted programs.
    • Negotiate revenue generating contracts.

APS

  • Maximize financial health in APS
    • Explore potential funding streams through grants offered by the Administration for Community Living (ACL) – possibly in coordination with DOEA – as well as through the Crime Victim’s Fund / 1984 Victims of Crime Act  (VOCA).  
    • Emphasize remediation and bolster Medicaid percentage through RMS via increased focus on staff training at the Region level.

Admin

  • Performance Driven Contracts
  • Detailed Monitoring of Provider Spending
  • Working Group to Maximize Federal Funding
  • Procurement Strategies Emphasizing Accountability