Strategic Plan Update

Denver Human Services STRATEGIC PLAN UPDATE 2012

MISSION Partnering with our community to protect those in harm’s way and help all people in need

Denver Human Services (DHS, the Department) adopted this mission statement in 2007 with the first iteration of the strategic plan premised on the basic belief that every human being deserves a safe and stable existence in our community with resources to meet basic needs. VISION To provide a structure that enables those in need of assistance or protection to have a proven, timely path to safety and self-sufficiency, allowing us to focus on prevention and strengthening our community DEPARTMENT OVERVIEW DHS is a safety net organization and provides a variety of assistance to eligible Denver residents in financial need, as well as protection for those in danger of abuse and neglect. DHS’ major financial assistance programs include food assistance, energy assistance, child care, cash assistance, child support, rental assistance, burial assistance and eligibility determination for medical assistance. A wide-range of protection and prevention services are also provided to vulnerable children and adults through child and adult protective services. The department seeks to strengthen individuals, families and communities with the services provided. STRATEGIC PLAN PURPOSE This update of the original 2007 Strategic Plan is designed to:  Update and streamline the existing Strategic Plan, highlighting the most important activities and performance measures for each DHS Division  Add a service delivery focus to the Plan, emphasizing the Department’s core service goals, the primary and support programs and activities for achieving these goals, and how we will measure our progress  Align the organization and intention of the Department’s strategic plan with the city-wide performance management philosophy

Together, these changes will allow the Department to more clearly communicate both internally and externally its service priorities, initiatives and progress. ORGANIZATION OF THE PLAN UPDATE For each Service Goal:  Guiding Principles are described  An Overview of the service delivery area is provided  The Current Environment and Challenges are presented  The Department’s Response is given  Strategies are listed with: o Tactics describing the initiatives or actions to be taken or planned o Methods of Evaluation with specific performance measures

DHS Strategic Plan Update 2012 Page 1 of 31 DHS VALUES The DHS Values were created through a department-wide input process and reflect the feedback of staff at every level of the agency:  Accountable – We are responsible for our actions, meet clearly defined expectations and are willing to explain both  Community – We work together with our community to understand and respond to issues of people in need  Confidential – We are entrusted with private affairs of individuals, families and children  Customer-Centered – We focus on compassionate, non-judgmental customer service  Cutting Edge – We seek constant evolution of innovative and creative solutions that achieve results  Inclusive – We value all forms of diversity  Integrity – We are truthful and honest in all our actions  Respect – We value our customers, colleagues and community  Teamwork – We work together both internally and externally  Workforce – We recognize the value of our employees and invest in our workforce development and morale SERVICE DELIVERY GOALS The DHS Strategic Plan is designed to help the agency focus on core service delivery areas while integrating support services into each area. All of our programs are designed to support our mission under these two core service goals.

I. ASSISTANCE Ensure that people’s basic needs are met through the provision of timely, integrated financial assistance with comprehensive service that helps individuals and families meet self-sufficiency

II. PROTECTION & PREVENTION Protect vulnerable children and adults from abuse, neglect and exploitation while fostering healthy families and communities to their fullest potential ORGANIZATIONAL STRATEGIES The following Organizational Strategies are integrated into each of the Service Delivery Goals as a framework for how we will implement the DHS Strategic Plan with strategy-specific Tactics and Methods of Evaluation under each Strategy.

1. Cutting Edge Practice Implement best practice, performance-based, continuous improvement decision-making

2. Responsive Customer Service Pursue a customer-friendly, accessible service delivery system

3. Collaborative Community Partnerships Expand and strengthen local community and state partnerships

4. Responsible Financial Management Promote fiscal responsibility and accountability

5. Superior Workforce Development Attract and retain a high-performing, diverse and well-trained workforce

DHS Strategic Plan Update 2012 Page 2 of 31 DHS Strategic Plan Update 2012 SERVICE GOAL I: ASSISTANCE Ensure that people’s basic needs are met through the provision of timely, integrated financial assistance with comprehensive service that helps individuals and families be self-sufficient

Guiding Principle: At Denver Human Services, we believe all people deserve at least a minimum level of financial stability. It is our goal to ensure families and individuals have the basic resources necessary to meet financial, medical, nutritional and housing needs. Furthermore, DHS believes in using comprehensive services to help people build a path toward self-sufficiency.

Overview of Assistance Services: DHS administers several state and federal benefit programs for Denver individuals and families. Specific programs include:  Food Assistance/Supplemental Nutritional Assistance Program (SNAP)  Medicaid  Temporary Assistance to Needy Families (TANF)/Colorado Works  Long-Term Care  Old Age Pension  Aid to Needy Disabled  Child Care Assistance Program (CCAP)  Low-income Energy Assistance Program (LEAP)  Child Support Enforcement  Housing & Shelter Assistance  Eviction Assistance  Burial Assistance

Approximately 175,000 people received assistance from the combined DHS Assistance programs in 2011. Food Assistance and Medicaid are federal entitlement programs designed to make sure families have basic nutrition and medical needs met. TANF is also a federal program that provides cash assistance to families who meet a federal need standard. Program recipients are required to participate in the workforce aspect of the TANF/Colorado Works program, which helps families achieve self-sufficiency by providing education assistance, job training and job search services. Old Age Pension provides financial assistance to clients above age 55 and Long-Term Care provides in-home medical service to clients who are home bound. The Child Care Assistance Program assists both TANF and low-income families with subsidized child care, and the Low-income Energy Assistance Program is a seasonal program to help families who qualify with assistance paying their heating bills during the colder months of the year.

In addition to this public financial assistance, the Department collects child support for any child who no longer lives with both parents and where a court order for support exists. The division formalizes agreements, assists in locating parents, and establishes and enforces payments. The Department collects approximately $40 million each year. For low- income families, this support may recover or avoid costs of other public financial assistance. (Enforcing placement of children eligible to be on their parents insurance reduces unnecessary use of Medicaid.)

Finally, the Department provides general assistance in the form of housing, shelter referrals and motel vouchers for women and children through a network of partners. Additionally, eviction assistance is provided to prevent homelessness, as well as burial assistance for families unable to provide final services for loved ones. These programs are locally funded and not mandated by state and federal guidelines.

DHS Strategic Plan Update 2012 Page 3 of 31 Current Environment & Challenges: The downturn in the national and local economies that began in late 2007 has significantly increased the demand and eligibility of Denver residents for public financial assistance. The trends have continued into 2011, with food assistance and Medicaid experiencing the greatest increases in demand.

However, while demand has increased significantly, state and local funding and staffing levels have not kept pace due to budgetary constraints. From 2008 to 2010, the Department reduced overall staff by nearly 16% of the workforce in order to balance the Department’s budget. Further compounding the dilemma is that new state and federal legislation has been enacted to significantly expand eligibility. And finally, state and federal funding allocations to Denver have been reduced due to a combination of overall reduced allocations and new allocation formulas that redistribute funds to other counties which were previously allocated to Denver. These reductions in state and federal allocations to Denver are expected to continue if steps are not taken to reverse the trend.

Looking ahead, the overall picture continues to look difficult. Given the slowness of the economic recovery, demand for financial assistance likely will remain at elevated levels.

Similarly, the federal deficit and continued efforts to reduce it by reducing program benefits, along with state budget shortfalls and limited expected growth in Denver’s revenues over the next few years, mean that resources will likely continue to dwindle.

The economic downturn has hit individual families just as hard as it has hit governments at every level. Low-income assistance for child care and energy help are also seeing unprecedented request increases with a wait list implemented for child care assistance. Furthermore, the recession increases the need for custodial parents to seek child support for children while at the same time decreasing the non-custodial parents’ ability to pay.

Within this reduced resource and increased demand environment, the Department has struggled to deliver financial assistance on a timely, integrated, customer-friendly basis. Staff members have not been able to keep up with demand, resulting in clients experiencing delays in receiving benefits, back logs in payments for client care and clients not being able to find out the status of their benefits issuance. The Department determined that major changes were needed in how we receive and process financial assistance applications.

DHS Response: As the public benefit trends began to emerge, the Department realized that short-term budget cuts and asking staff to do more with less would not sufficiently answer the looming problems. The Department decided to fundamentally re- examine the way it did business and look for a new, more effective and efficient public financial assistance delivery system. Therefore, the Department’s Division of Performance Improvement & Accountability Division (PIA) provided a detailed analysis of the current assistance program delivery system with the goals of: improving compliance with state and federal processing guidelines; meeting audit standards; reducing worker-generated system errors; improving the timeliness and quality of service delivery; establishing a mechanism for accountability and performance management; and above all, providing crucial assistance to Denver’s residents in need.

The recommendations have served as the framework for implementing several business improvement practices to date, the bulk of which were implemented as part of the 2011 Family & Adult Assistance Division Recovery Effort. The most significant strategies and actions are described in the following sections, along with other Department high-priority initiatives to improve the delivery of financial assistance.

DHS Strategic Plan Update 2012 Page 4 of 31 Methods of Evaluation: High Priority Evaluation Metrics for Goal I: Assistance

Current Performance Measure: Progress: Last Standard Goal: Measure: Measure: Set by: TBD

DHS Strategic Plan Update 2012 Page 5 of 31 GOAL I: ASSISTANCE - STRATEGIES

Strategy 1: Cutting Edge Practice As part of its analysis of Department practices, the Division of Performance Improvement & Accountability (PIA) conducted a complete assessment of Family & Adult Assistance Division’s (FAAD) business operations, staffing classification and organizational structure. PIA researched practices throughout the country to identify solutions that might improve performance and service delivery. After testing the solutions with a pilot study at the East satellite office, a major redesign of the Department’s business practices for processing benefits was implemented. In response to a severe back log of benefit delays, the 2011 Recovery Effort introduced many of the researched best practices in an intensive effort to change practices and processes in the Department. The focus moving forward will be on institutionalizing long-term change and expanding improved processes to other assistance areas. While not all assistance programs were reviewed and addressed in the Recovery Effort, the Department intends to use this strategy to continue to improve delivery in other assistance programs going forward.

Tactics:  Redesign Processes to Create Efficiency – Historically, different benefits, such as food assistance and TANF, have had different intake processes and specific sets of workers who worked on a limited number of benefit programs for a limited number of cases assigned only to them. This model resulted in processing errors for customers who received multiple kinds of benefits, and uneven workloads for key customer services. The Recovery Effort will continue to improve processes, large and small, in order to eliminate waste and create efficiencies. o Continue Team-Based Case Management – The Family & Adult Assistance Division (FAAD) recently moved to a fundamentally new model for organizing and doing its work. Each piece of work that arrives at the division is now identified upon receipt, and is tracked through completion. Generalist caseworkers handle eligibility for more types of assistance programs. Caseworkers manage the program caseloads as a team, with any team worker able to provide a variety of services to any team customer. This evens out workload and avoids delays in processing that previously occurred when a caseworker was sick, went on vacation or was simply over-extended. The Division will maintain this new work model, and refine its execution to deliver additional improvements in service results. o Implement Mail-In Process for Seasonal Programs – The Low-income Energy Assistance Program (LEAP), which runs from November to March, will move to an all mail-in process for the 2011-2012 season. As a seasonal program, the goal is to use seasonal staff as efficiently as possible to provide timely benefits to families and manage the program with an anticipated 50% reduction in funding with as little interruption to processing as possible. The Department will assess the effectiveness of this change and determine whether it improved efficiencies in the program. o Pilot LEAN for Child Care – The Child Care Assistance Program (CCAP) is not integrated with the state benefits software. As a separate process, it is ripe for redesign. The Department plans to pilot a LEAN process in this program area to reduce duplication and improve timeliness and resource usage. o Assess Local Programs – Outdated systems and a lack of comprehensive baseline data among housing and shelter, general eviction assistance and burial assistance programs make it difficult to gather meaningful data and assess effectiveness and areas for improvement. Several of these areas will be addressed specifically within the separate revised strategic plan for Denver’s Road Home. Others will be addressed within the agency’s move toward LEAN systematic process improvement and the City’s Peak Performance model. o Institutionalize Process Improvement – The Child Support Enforcement Division has created an internal Process Improvement Team to regularly address areas of improvement. This standard must be replicated in other divisions and agency wide in order to move to a Continuous Improvement culture.  Upgrade Technology – The Department has used technology to enhance and complement process redesign initiatives. Little investment has been made in the past several years in making sure assistance service delivery is keeping up with technical advances. In order to keep pace with the need for changes in operations in the DHS Strategic Plan Update 2012 Page 6 of 31 Department, the Department must significantly expand its investments in technology solutions in support of those efforts. o Refine Work Management System (WMS) – PIA built a software application (WMS) to interface with the state benefit management system (CBMS). WMS assigns work based on data in CBMS and permits staff to see the status of pending work each day and set priorities accordingly. This system generates performance reports, assigns imaged documents and assists in client scheduling. WMS has been expanded across nearly all program areas (with the exception of CSE and CCAP, which are not on CBMS and Trails) and now must be expanded to all offices and other areas of the Department. DHS must continue to refine the system in response to changes in programs and business practices. o Expand Document Imaging – The Department has begun scanning applications and supporting documentation with the goal of moving toward paperless cases. A more robust imaging system was scheduled to launch at the end of 2011 to increase scanning volume. Imaged documents greatly increase the overall efficiency of business operations by providing a single point of access to information, allowing cases to be managed across physical locations. It will reduce the time workers spend searching for documents and reduce the chances of documents being misplaced. The need for server space must be addressed in order to make document imaging viable for the long-term and to be able to expand to other program areas. o Expand and Complete the Data Warehouse — The objective of the data warehouse system was to extract data from the five-state system for programs and financial management in order to manipulate and integrate data for reporting and analysis within the program and across program areas. The Department does not have access to data for child support or child care due to system inadequacy and confidentiality concerns. The Data Warehouse is the backbone of WMS, and WMS controls document access by case workers. Expansion will require the support of Technology Services in providing an environment for development and facilitating the data download from the state. o Integrate State System with DHS programs – The state has rolled out an online Program Eligibility and Application Kit (PEAK) that will include a recertification upgrade in 2012. DHS must put resources toward making sure WMS will handle the new process and staff can keep pace with the increased demand as more clients apply online. o Streamline New Child Care Process – Within childcare assistance, a new state system has both created efficiencies and delays for child care providers. In order to improve the timeline for providers to be paid, DHS is working with the state to switch issuance of parent swipe cards to the county level. o Modernize Child Support System – The issues that surround introducing, upgrading and integrating state computer systems have been challenging in other program areas. DHS Child Support serves on a state modernization committee to upgrade ACSES, the statewide system used for child support, with the goal of making this a smoother process for all counties. o Provide Sustainable Technical Support – Each upgrade, expansion or introduction of a new system requires the Department to provide resources for support, maintenance, technical support to staff and expansion to other areas.  Improve Accountability – The third portion of becoming an organization of best practice and continuous improvement is to ensure both people and process are held accountable for delivering service in a timely manner. o Implement Performance-Based Management Model – The Family & Adult Assistance Division moved to a performance-based management model as part of the 2011 Recovery Effort. This model outlined Division objectives for production, timeliness, quality, customer service and outreach. Core work goals were established, with WMS providing data on whether the production and timeliness goals are being achieved. WMS will be expanded to cover the quality objective and the City’s Peak Performance model will be expanded across all program areas. Daily communication, weekly progress updates based on the City’s Peak Performance model, quarterly reviews and annual Performance Enhancement Plans are all part of the strategy to manage performance and must be consistently applied.

DHS Strategic Plan Update 2012 Page 7 of 31 o Improve Production Standards – All Family & Adult Assistance program areas have instituted production standards for each employee and clearly defined expectations for workers, supervisors and managers. Production standards are based on data about the workloads that must be processed. Moving forward, production standards must be kept in line with surrounding counties, state expectations and above all, client demand. Additionally, other program areas will adopt standards. o Evaluate LEAP Process – The new mail-in process for the 2011-2012 season will be evaluated to determine whether it streamlined the process, improved compliance and increased customer satisfaction. Long-term improvements will hinge on the results of the evaluation. o Monitor Quality of Work Production – Program areas must provide benefit assistance only to persons that meet the eligibility requirements and with sufficient documentation to demonstrate eligibility.

DHS Strategic Plan Update 2012 Page 8 of 31 Methods of Evaluation: Evaluation Metrics for Goal I: Assistance – Strategy 1: Cutting Edge Practice

DHS Strategic Plan Update 2012 Page 9 of 31 Strategy 2: Responsive Customer Service The improvements described above address the processes for providing service, however, the ability of people to understand how to apply, the ease by which they apply, how they are able to receive updates on their application status and the overall experience of this process are equally important.

Tactics:  Increase Access to Updated Information – Client feedback in the past has suggested frustration in attempting to find out the status of benefits, information about expectations of both clients and the Department, and an overall feeling of being excluded from the process. o Integrate In-House Call Centers – The Department brought its Assistance call center in-house in 2010 and will bring its Child Support Call Center in-house in 2012. Previously, both had been managed by an outside contractor. With the new system, customer service agents have better access to case management teams and are fully integrated into the performance management processes. Finding additional ways to make the call centers and assistance program areas more cohesive and improve the quality of information given out from the call centers are top priorities for customer service. This includes cross-training agents on eligibility processing to improve first call resolution and decrease overall calls and thus, wait times. o Maintain Successful Customer Contact Team – A specialized team has been created within the mandated assistance section to address escalations – cases that exceed processing guidelines and other specific issues that require troubleshooting. The team allows for improved customer service without interrupting the workflow of processing teams. o Enhance Website Information – The DHS website on DenverGov has been redesigned to make it easier for customers to find basic information about processes. Additionally, the site includes a link to promote the state’s online application. The site will need further enhancements to include links to additional resources and further explanation of complex processing guidelines and timelines. o Train CCAP Parents and Providers – The child care program has developed a training program that includes quarterly trainings, weekly visits to providers, meetings with parents and online webinars in order to help make a smoother transition to the state’s new automated system for signing children in and out of care and paying providers for said care. A provider hotline will be implemented in 2012 to improve customer service. A customer service survey will be implemented to measure our effectiveness in these initiatives.  Improve Experience – Clients have experienced long waits, duplication in processes and difficult interpersonal encounters that have impacted the Department’s reputation in customer service. o Refine Lobby Efficiencies – The Castro lobby was re-configured to better direct clients to the appropriate location for their needs. A “blitz” system was set up to periodically call for all customers visiting for simple procedures to be served immediately, rather than waiting in unnecessary lines. Going forward, the Department will undertake initiatives to ensure that people only come to the lobby when it is absolutely necessary. Reducing unnecessary trips will be achieved by putting more information on the Department’s website, marketing and providing outreach to community partners and clients related to the online PEAK access option, implementing an improved user-friendly format to more proactively communicate with clients and making improvements in the call center. o Develop Practice Evolution – Within Child Support, there is a movement to remove program policies and business practices that alienate non-custodial parents from their children and are a disincentive to payment. Assessing other program areas for similar updates will be important for evolution of service. o Inspire Positive Interpersonal Exchanges – The need to improve interpersonal interaction both internally and externally will be a key factor in improving customer service. Examining models for management and customer service philosophy will be necessary to inspire a culture shift in the way staff treat customers and each other.

DHS Strategic Plan Update 2012 Page 10 of 31  Empower Self Service – Rather than forcing clients to wait for long periods of time to have overwhelmed staff perform basic tasks, clients must be able to take part in the processes that are needed in order for them to receive assistance. o Expand Self Service Stations – Self service stations allow clients to make copies, drop off applications and access the online application, and are staffed by coordinators who can answer questions and guide clients through the process, all of which are key pieces of improving the client education process. The Castro and East offices have opened self service stations and a Montbello office station is in the planning stages. o Promote Online Application – The state has implemented improvements to its computer system that allow clients to apply for most financial assistance online. While it will likely take some time for many clients to get comfortable with this new process, over time it holds great potential to significantly improve the ease by which people apply for benefits. Outreach efforts will include client education of eligibility process including PEAK.

DHS Strategic Plan Update 2012 Page 11 of 31 Methods of Evaluation: Evaluation Metrics for Goal I: Assistance – Strategy 2: Responsive Customer Service

DHS Strategic Plan Update 2012 Page 12 of 31 Strategy 3: Collaborative Community Partnerships The goals of the Department and the general community’s vision for a world-class City are synonymous. As such, the Department will be well integrated into the community it serves for a collaborative approach to assistance.

Tactics:  Strengthen Partnerships to Enhance Policy and Service Results – Our partnerships provide all parties an opportunity to evaluate current policy. Through a variety of roundtables, committees and other discussions, DHS is providing relevant feedback to partners that will help the agency provide better service to clients. o Integrate Improvement Processes with State Counterparts – In a state-supervised, county- administered system, all processes must be improved simultaneously within a symbiotic relationship. o Align Policy with System Changes – The Department must work collaboratively with the Colorado Department of Health Care Policy and Finance (HCPF) and Colorado Department of Human Services (CDHS) to align recertification dates within programs to reduce redundancy and increase efficiency. o Colorado Human Services Directors Associated (CHSDA) – DHS will continue its active membership with CHSDA that allows participation in forums providing the opportunity to share our expertise, areas of success and areas of improvement, including the Centers for Medicaid/Medicare Services. o Work with State on Mutually Beneficial Case Review – A partnership with the state will ensure case review requests are selected in a manner that is meaningful and still ensures all compliance mandates are being met.  Increase Client Access to Outside Services – DHS recognizes the importance the business and nonprofit communities play in bringing additional value to our current services. DHS will focus on identifying opportunities that better serve our clients. o Leverage Resources from Business Community – DHS will strengthen current business relationships and develop new partnerships that will help our clients manage finances to become self-sufficient. o Connect Clients to Local Service Providers – In order to provide additional community services to clients who do not qualify for our services, the Department will develop referral systems to connect clients to community providers. o Expedite Payment Process with Providers – Small business providers often struggle with cash flow and cannot wait for slow payments due to labor intensive manual processing systems. The Department will actively seek ways to expedite payments to our providers that still guarantee compliance with state policy.  Improve Public Outreach – DHS is committed to promoting services in the community in order to ensure every qualified individual receives the assistance they need, and doing so in a thoughtful manner that ensures program areas can handle growth. o Promote Program Access – The Department will build partnerships with libraries, community centers and other neighborhood organizations to train their staffs in our overall services and eligibility requirements for our programs. Recruitment of volunteers will enable DHS to extend its reach beyond its own staff to the outside community, better assisting clients with the application process by contacting them in their own neighborhoods. As part of the same process, referral materials can be distributed for non-Departmental resources that might be appropriate. o Create Positive Image – DHS will promote our services, such as child support and LEAP, to boost interest while creating a positive image of our services. An educational component of our public outreach will also empower clients to access resources, understand eligibility requirements, recognize available programs and proactively seek benefits for which they qualify.

DHS Strategic Plan Update 2012 Page 13 of 31 Methods of Evaluation: Evaluation Metrics for Goal I: Assistance – Strategy 3: Collaborative Community Partnership

DHS Strategic Plan Update 2012 Page 14 of 31 SERVICE GOAL II: PROTECTION & PREVENTION Protect vulnerable children and adults from abuse, neglect and exploitation while fostering healthy families to their fullest potential

Guiding Principle: The guiding principle behind this service goal is all persons have a right to live in safety without fear or threat of physical or mental harm. Abuse and neglect are intolerable for children, youth and adults alike. Further, this belief includes strengthening families to keep them whole, reduce instance of re-abuse and help families cope with internal and environmental stress in a positive way.

Overview of Protection & Prevention Services: Denver Human Services provides protection services to three main groups: children, youth and adults. DHS Child Welfare Services are divided by children under 12 and youth over 12 in order to meet each group’s unique needs. The focus for children is protection, with safety and permanency being the highest priorities. Among youth, making connections to the community and building a path to independence are key initiatives. In line with national guidelines, Child Welfare Services focuses on three areas: safety, permanency and well-being. Major program areas in Child Welfare Services include:  Intake for investigations  Ongoing for open cases beyond the investigative state  Independent Living for youth preparing to exit the foster care system  Resource Families for recruitment and support of kin, foster and adoptive families

Protective services are offered for adults at-risk of abuse, neglect and/or exploitation who are unable to perform or obtain the services necessary to maintain their health, safety and welfare. Adult Protection provides services in accordance with the basic principles of least restrictive interventions, confidentiality and self-determination.

Prevention Services are weaved in to the Protection Services described above, as well as incorporated into several community partnership programs including:  Denver’s Road Home  Veterans’ Services  Denver Office of Drug Strategy  GIVE Denver  Denver’s Community Adult Protection Team

These programs focus on partnerships with the community, prevention planning, building public awareness through education and serving the community beyond the standard human services programming.

Current Environment & Challenges: Within Child Welfare Services for both children and youth, the major challenge is walking the fine line between over intrusiveness and under responsiveness. The nationwide move toward benchmarks, standards and data-driven results helps us measure our performance and progress in a meaningful way. However, we cannot afford to sacrifice personal judgment, significant experience and individual case nuances to meet mandates or process expectations. Finding a delicate balance in this environment is a constantly evolving progression. In this eternal fragile atmosphere, it is a child welfare department’s imperative to understand our work is never done. Our practice must be fluid enough to accommodate emerging trends, respond to environmental needs and still maintain safety, permanency and well-being for children and youth who come into our care and for the families we serve.

DHS Strategic Plan Update 2012 Page 15 of 31 Within the state of Colorado, the Colorado Department of Human Services (CDHS) is working cooperatively with the county human services departments to develop the Child Welfare Excellence Colorado Practice Model. Denver is in the first cohort and is among the first counties to implement a Quality Practice Team in order to map, refine and improve process in key areas.

While this practice improvement work is taking place, we must also contend with the economic recession affecting our country. Internally, we are challenged with reduced allocations due to budget cuts at the state and federal levels. Externally, the stress of a difficult economy and increased incidence of poverty are both factors for families that may put children at risk. These same factors affect adults in violent circumstances, the use of drugs as coping mechanisms and the ability of veterans to be self-sufficient. Recognizing that the adult population will continue to increase in our city, it is important that we maintain collaborative efforts with our community with continued focus on increasing the safety net for elder abuse victims. These arduous surroundings put the Department’s protection and prevention services in high demand.

DHS Response: Several years ago, the Department underwent a third party review to assess policy and practice and make recommendations for improvement within the Child Welfare Division. Major improvements have been made in the areas of risk and safety with assessments for each being completed with each investigation. One key area of recommendation was to develop a strong philosophy and align policy with specific values. The DHS Child Welfare Values are defined as: o Safe Children o Strong Families o Strong Resource Families o Strong Effective Workforce o Supportive Communities These values allow the Department to align policy to complement, not contradict our ultimate goals. Child safety is always our first priority, however, that does not mean we abandon families. Reunification is our first goal when removals are necessary and placing with kin is preferred to unfamiliar foster care. Having these values in place helps us in the decision-making process at every step of a case.

Additionally, building a robust data reporting system enables us to analyze trends and respond accordingly. Current projects include addressing systemic issues in child welfare practices, including overrepresentation of minorities and the exclusion of fathers in the human services process.

The combination of values-driven work and data analysis also allows the department to focus on other areas of improvement in Protection & Prevention, such as drug strategy and foster care recruitment.

DHS Strategic Plan Update 2012 Page 16 of 31 Method of Evaluation: High Priority Evaluation Metrics for Goal II: Protection & Prevention

DHS Strategic Plan Update 2012 Page 17 of 31 Goal II: Protection & Prevention - Strategies

Strategy 1: Cutting Edge Practice The Department’s goal is to provide the best service possible to children, families and at-risk adults. In order to do this, DHS must incorporate the most current research into daily practice and continuously advance the Department.

Tactics:  Focus on Safety as Number One Priority – Above all, as a human services agency, our top priority must be to protect children and at-risk adults from abuse and neglect. Investigations must be centered around preventing further abuse. o Complete Investigations in a Timely Manner – Prompt investigations are critical for children and at-risk adults in unsafe conditions. As part of the intake process, staff will continue efforts to conduct thorough and timely investigations with detailed information entered into the Trails and/or CBMS statewide tracking systems. Staff will collaborate with law enforcement and community agencies to assist with prompt contact, resources and services for children, families and at-risk adults. o Elevate Hotline Service – In order to ensure appropriate initial responses, trained social workers, rather than hotline operators, are now handling hotline calls. o Redesign Emergency Response Team – The Emergency Response Team process will be redesigned to integrate responsibilities into the intake unit and rotate on-call responsibilities to more efficiently use staff resources. o Implement RED Team Model – The Read, Evaluate, Determine (RED) model is used in Colorado counties participating in Differential Response. Using this model helps divert intake cases from moving to ongoing when appropriate by assessing cases for the best response based on safety rather than speculating on future risk. o Adhere to Spirit of Colorado Children’s Code – DHS closely follows the Colorado Children’s Code, however, we have the ability to investigate outside the code and should do so only when circumstances require through a thoughtful process based on the child’s need. o End Cycles of Abuse – Parent treatment plans with reunification goals are a priority for the Department, however, termination of parental rights may be necessary in order to keep children safe and to stop recurring cycles of abuse generationally. o Provide After-Hours Service – DHS will continue to make available an on-call supervisor/manager for after-hours emergency referrals and related consultations.  Work Toward Permanency from First Contact – Every child deserves the stability of a forever family. Permanent homes are essential for children to thrive in the long term. o Keep Families Intact When Possible – Initial assessments are designed to determine if a child can remain safely in their home. Unless a removal is necessary, the Department aims to keep families together while providing support services. o Make Reunification Our First Goal – When removals are necessary, the treatment plan should focus primarily on paths toward reunification. Caseworkers must convey to parents this is their goal and offer services that support this end. o Locate Optimum Kin Placements – Placing with kin, located through good, accurate search functions produces better long-term outcomes for children. Kinship families will be supported through licensing and/or subsidized guardianship as an alternative to adoption when reunification is not possible. o Reduce Number of Youth in Other Permanent Planned Living Arrangements (OPPLA) – Youth for whom we are not planning for reunification or adoption are placed into OPPLA with the goal of building connections for independent living once youth “age out” of the Department’s care. Though these community connections are important, the goal is to reduce the number of youth who need this option by making strong permanent family and family-like connections.

DHS Strategic Plan Update 2012 Page 18 of 31 o Keep Adoption Possibilities in Mind – Using the concept of concurrent planning from the beginning of case involvement, children will be placed in relative adoption or in foster-to-adopt placements rather than a standard foster home. o Utilize Roundtables – DHS participates in the Casey-supported permanency roundtable process. Youth are encouraged to partake in a search for possible connections to family and friends from their past.  Advance Well-Being Efforts – o Screen for Mental Health Issues Early – Children in protective services are often at high risk for mental health concerns. All children will be evaluated for early intervention. o Use Core Management Services Efficiently – Utilization management of core services must analyze outcomes to determine the right process at the right time. Navigator services will be used for good assessments in connection to the right services. The Department is reducing congregate care and high levels of care and supporting more appropriate levels of care for children and youth in the foster care system.  Increase the Safety Net for Elder Abuse Victims—Strengthening our interagency and community collaboration through Denver’s Community Adult Protection team, Coordinated Community Response team, Denver Health and Hospitals, continued educational efforts to professionals and the general public by Denver’s Adult Protection staff, and participation in senior venues that include Salute to Seniors, World Elder Abuse Awareness Day, senior resource fairs, etc.

DHS Strategic Plan Update 2012 Page 19 of 31 Methods of Evaluation: Evaluation Metrics for Goal II: Protection & Prevention – Strategy 1: Cutting Edge Practice

DHS Strategic Plan Update 2012 Page 20 of 31 Strategy 2: Responsive Customer Service While the process of protective intervention may not be welcome in families, the experience need not be negative. By focusing on supporting clients, being responsive to their needs and treating all parties with respect, the experience can be improved for families who require services.

Tactics:  Establish a Customer Service Philosophy – The most basic form of customer service is simply in how we treat clients and partners on a daily basis. When dealing with difficult subject matter, it is that much more important. o Strengthen Fundamental Family Interaction – Our primary clients are the children and parents, youth and adults who come to us for protection. This experience can be more positive if we approach them as partners. Basic customer service etiquette must be a focus, including timely response, expertise in de- escalating frustrated parents and special attention to listening. o Include Partners in Decision-Making – Transparency during all interactions, inclusion in task force and work groups when service and budget cuts are being considered, and an overall respect for partnerships are all part of good customer service. o Focus on Hotline Service – The decision to make a report for suspected abuse or neglect is often difficult and the first interaction with the agency during a call to the hotline sets the tone for that person’s experience. An encouraging, supportive and concerned response is imperative for making sure people continue to report. o Support Resource Families – Foster and kinship families are an indispensable resource for the Department. A major initiative to support foster parents, including Listening Tours, must be sustained throughout the section.  Implement Policies & Procedures That Support Customers – It is essential that beyond how we treat people, all of our policies and procedures must be designed to support families. Process improvement should be centered around the needs of our clients. o Pay Providers in a Timely Manner – Foster parents and kinship caregivers often struggle with the financial impact of additions to their families. Additionally, community partners who provide services rely on prompt payment for cash flow. Providing payments on time provides critical financial well-being to families and small businesses. o Incorporate Fathers Into Every Step of the Child Welfare Process – In a system that has historically excluded fathers, efforts must be made to include them in every step of the process, including as alternate caregivers, in placement decision-making, as part of treatment plans and with overall support for fathers to be an integral part of their children’s lives. o Reduce Time Required for Foster Parent Certification – The task of becoming a foster parent is often lengthy and complex. In order to encourage those interested in caring for children, we must simplify the process and reduce the amount of time it takes to get foster parents fully certified. o Commit to Team Decision-Making – DHS is committed to family engagement and the Team Decision- Making (TDM) model allows us to collaborate with the family and community stakeholders (including assistance staff) to help make placement decisions. This is vital for a family to have the opportunity to be heard.

DHS Strategic Plan Update 2012 Page 21 of 31 Methods of Evaluation: Evaluation Metrics for Goal II: Protection & Prevention – Strategy 2: Responsive Customer Service

DHS Strategic Plan Update 2012 Page 22 of 31 Strategy 3: Collaborative Community Partnerships In a world-class city, the responsibility to protect those in harm’s way and prevent harmful situations cannot be placed solely on one entity, but instead must be shared among all members of the community. We recognize that we need the help, guidance and support of our community to effectively meet the needs of our most vulnerable residents.

Tactics:  Collaborate with Partners on Behalf of Clients’ Well-Being – Many other entities serve similar clients and have similar missions to that of DHS. By pooling resources and research, we can provide clients with more inclusive service. o Fully Implement the Crossover Youth Model – The Crossover Youth model is a joint project with Georgetown University to reduce the incidents of juvenile delinquency among youth who cross over to different systems. This is accomplished by working with partners in Mental Health, Probation and the Denver Police Department on the front end with the goal to reduce re-arrest rates. o Advance Educational Outcomes – Child Welfare works closely with Denver Public Schools on a project to coordinate students’ educational success through an education liaison. We must systematically analyze trends and find ways to improve this process for students. o Continue Foster Care Clinic – In a medical partnership with Denver Health, DHS has a Foster Care Clinic that provides medical services to all children in foster care within the 470 corridor. This partnership must be nurtured and all foster parents and kinship caregivers given access to this valuable resource. o Pool Resources to End Violence – Denver’s Adult Protection staff is working in partnership with the Denver Police Department, Denver District Attorney’s Office, SafeHouse Denver and Senior Resource Center to administer the grant received by the City from the U.S. Department of Justice, Office of Violence Against Women. The goal of this grant is to enhance training and services to end violence and abuse of women later in life. o Participate in Policy Update Projects – The State of Colorado’s Adult and Aging Division is working in collaboration with county representatives to modify the state adult protection regulations, and Denver is an active partner.  Emphasize Community-Based Prevention – In order to prevent vulnerable residents from needing open cases with the Department, community organizations can provide needed support and direction to keep families whole. o Utilize Community-Based Resource Teams for Effective Recruitment – Within foster family recruitment, there has been a move to use community resources for focused outreach. These teams must be empowered to recruit within minority groups with clear expectations, proven tactics and data- supported results. o Engage Community Partners in Opportunities for Partnership – The Department hosts regular Community Engagement Meetings for nonprofit partners to share information and resources. This initiative can be expanded by allowing partners to access space and becoming a vehicle for donations. o Enhance Relationships within the Faith Community – Partnerships with churches have resulted in mentoring families out of homelessness, finding adoptive placements and other positive outcomes for clients. Formalizing processes with the faith community will be an important part of future partnerships. o Assist Community Collaborative Partnership Centers – These community partners work with us on scheduling child welfare visits and providing resources to families before they have cases opened. Additionally, they intervene with poverty issues to prevent them from becoming child protection issues.  Increase Awareness and Education Through Outreach – The old adage, “knowing is half the battle” is a common theme in the Department’s efforts to educate the public on various protection and prevention techniques. o Implement Binge Drinking Outreach Campaign – The Denver Office of Drug Strategy has received a major grant to help prevent Latino Youth from binge drinking. The comprehensive campaign will focus on middle school youth, middle school parents and high school youth and will require close partnership with Denver Public Schools. DHS Strategic Plan Update 2012 Page 23 of 31 o Promote Child Abuse Prevention – The Department seeks to educate parents and community members on how we can reduce child abuse in Denver by focusing on specific tactics, including creating networks of support, having professionals available for consult and educating parents on child development and coping skills. Each requires partnerships with appropriate organizations to advance these goals. o Strengthen GIVE Denver Efforts – GIVE Denver is the Department’s program to assist clients beyond our standard programming through the use of donations and by connecting them to community-based organizations that meet their specific needs. These partnerships must be strengthened in order to fully support clients. o Publically Recruit Foster Families – The Stand Up For Me campaign is a grant-funded media campaign and grassroots effort geared toward recruiting new foster and adoptive families in order to have foster families available for placement when in a child’s best interest.

DHS Strategic Plan Update 2012 Page 24 of 31 Methods of Evaluation: Evaluation Metrics for Goal I: Protection & Prevention – Strategy 3: Collaborative Community Partnership

DHS Strategic Plan Update 2012 Page 25 of 31 SERVICE GOALS I & II: COMBINED DEPARTMENT-WIDE INITIATIVES

Strategy 4: Responsible Financial Management Many of the initiatives described above in the Cutting Edge Practice Strategy are expected to reduce error rates in the processing of financial assistance applications, which in turn reduces overpayments. Additionally, bureaucracy on the support side effects service delivery on the program side and must be addressed as well.

Tactics:  Maintain Balanced Budget and Adequate Fund Balance – These basic budgeting practices must be adhered to during every budget cycle. o Manage Multiple Budget Cycles – Because the Department is largely funded by state and federal dollars, the Business Management Division must closely watch the budgets at both levels, in addition to the City budget cycle that follows the calendar year, in order to keep a balanced budget for each. o Replenish Fund Balance – The Department needs to build the necessary fund balance to ensure Department integrity in crisis and make plans to replenish reserves when use is necessary.  Increase Revenues and Allocations – Finding ways to generate additional revenue and effect decision-making on allocation formulas are key components of helping to make sure the Department is stable enough to meet client needs. o Influence Allocation Committees – Recent changes in statewide allocation formulas have resulted in reduced allocations in Denver, where we serve a disproportionately higher number of clients. DHS is working with both the TANF and CCAP allocation committees to include percentage of persons in poverty to the formulas. o Seek Alternative Funding Opportunities – The Department will continue efforts to work with foundations, partners, the state and federal governments to take advantage of strategic grant opportunities. Effective grant management, including implementing grant monitoring within the business management division, will be necessary to ensure grants are used effectively and align with our mission. o Purchase Unspent Allocation Funding – Identify counties who have unspent TANF, CCAP and Child Welfare allocations and purchase available funds using the DHS undesignated fund balance to cover required match in order to maximize fund balance spending. o Generate Maximum Revenue – Several opportunities exist for revenue generation, including charging fees for rep payee service, which is in line with other counties; maximizing incentives in child support and child welfare; and utilizing alternative support, such as social security income for eligible child welfare clients. These options must be fully explored and thoughtfully implemented.  Implement Cost-Saving Measures – The Department has reduced costs and staff dramatically over the past several years. We must continue to find ways to use dollars more effectively with minimal strain on staff. o Decrease Audit Risks – The nature of audits requires DHS to be compliance driven while still customer focused. In order to decrease audit risks, the Department must prioritize state reporting automation, conduct thorough analysis of investigations and collections, and identify efficiencies to increase staff productivity. o Leverage contracts – The Department’s buying power must be leveraged with vendors to request added value, and we must pool resources internally among divisions, with other City agencies and other partners. o Generate Process Improvement Efficiencies – The Department will seek to achieve efficiencies through process improvements, including multi-year contracts instead of annual, team-based contracting services, contract monitoring, maximizing human resources, rearranging staff, task management, reducing paper waste, grant contingency funding and keeping spending up to speed.

DHS Strategic Plan Update 2012 Page 26 of 31  Reduce High Cost Services – Reductions in service to clients should be a last resort with the goal being to minimize the impact to clients who are already struggling. However, other changes in service that result in better outcomes and lower cost should be the highest priority. o Reduce the Use of High Cost, Low Success Rate Practices – The Department has been very successful in reducing costs by reducing the use of expensive residential treatment centers, which do not offer good outcomes for children. Other areas of high cost with low success rates must also be assessed and reduced. o Include Stakeholders in Service Reduction Process – Any necessary reductions to client benefits or services should be made only after an inclusive vetting process that includes client input.

DHS Strategic Plan Update 2012 Page 27 of 31 Methods of Evaluation: Evaluation Metrics for Goals I & II: Combined – Strategy 4: Responsible Financial Management

DHS Strategic Plan Update 2012 Page 28 of 31 Strategy 5: Superior Workforce Development Attract and retain a high-performing, diverse and well-trained workforce Department-wide

Human Resource management is fundamental in an agency where services revolve around people. In order to provide world class service in both Assistance and Protection & Prevention, the Department must invest in and support our staff through the tactics described below.

Tactics:  Build Models for Succession – By planning ahead for continuous attrition, the Department can ensure we always have a well-trained staff ready to take the lead and participate in continuous improvement. o Create Progressive Series – A new Case Management Coordinator series in the mandated Assistance area has been developed to recognize high levels of expertise and set compensation accordingly. This opportunity provides staff a way to take on additional responsibilities, be compensated appropriately and have a set job progression. Classification series should be considered in other areas where upgrades are desired without impacting budget. o Plan for Growth – Create a plan for growth within each classification to ensure staff members are prepared and trained for additional job opportunities, allowing the agency to promote from within on a regular basis. o Provide Leadership Training – Breed high-caliber staff and supervisors and encourage future professional opportunities among staff through leadership training focused on interpersonal and professional skills, creating a positive working environment where all are encouraged to use leadership skills regardless of titles.  Focus on Hiring Skills – When positions become available, it is important to find a candidate that is a good match for the skills, attitude, philosophy and work ethic desired. This comprehensive approach must begin within the hiring process. o Identify Talent – Supervisors, managers or anyone making hiring decisions will be trained to identify talent that will support the mission and goals of the Department and whose values are in line with the agency’s needs. o Work Cooperatively with Career Service Authority – Because Shared Services is responsible for a portion of recruitment and hiring, it is important to work together to make sure this philosophy is considered for each new position. Additionally, it is important to be sure all parties are clear on the role of the supervisors verses the role of Human Resources Shared Services.  Improve Internal Communication – The need for open, honest and informative communication with the Department is crucial to increasing employee morale and keeping the agency moving together in the same direction. o Disseminate Information Effectively – Enhance the effectiveness of information dissemination using the current tools available, such as the intranet, weekly newsletter and other outlets. The enhancement of communications will provide relevant updates on agency efforts, information on agency progress and a personal component to increase staff morale. o Encourage Participation In and Creation Of Events – Coordinate events that foster a positive work environment throughout the year by providing opportunities for positive interaction among staff, the community and clients. Work related celebrations, team building exercises and seasonal activities will all be included. o Strengthen Recognition Programs – Recognition programs must allow all levels of staff to nominate and be nominated for awards that support our core values. Public recognition of staff accomplishments will provide incentive for both an appreciative atmosphere and performing above and beyond the norm.  Develop Management Philosophy – A clearly established, well communicated, thoroughly implemented management philosophy is vital to effectively supervise all employees of the agency at every level.

DHS Strategic Plan Update 2012 Page 29 of 31 o Build Trust – Building trust among staff, supervisors and executive management is necessary to foster a transparent environment where staff is confident that leadership is taking the agency in a positive direction. o Establish Staff-Supportive Environment – Foster an environment where staff feels they are supported when dealing with clients, difficult processes and heavy case loads. Many are overwhelmed and the extra support will make a difference in attitude, productivity and client interaction.  Promote Training Opportunities – Training is essential to developing and maintaining a highly-skilled, qualified workforce. o Seek External Growth Options – Encourage staff to participate in strategic training opportunities that provide personal and professional growth as well as enhance the Department. This includes researching options, sharing resources, offering time for training and, in appropriate instances, paying for training. o Ensure Program-Specific Training- Ensure all staff have the skills necessary to succeed in their current job. In addition, create an implementation plan to train staff on new processes for both short and long term consistency. o Encourage Research Possibilities – Encourage participation in research studies and provide opportunities for expert staff to write articles on human services topics that will elevate DHS as a cutting edge agency in Colorado and nationwide.  Foster Inclusivity – The strategies and tactics in the Strategic Plan should be made available for all staff to be a part of the process for taking Denver Human Services in this direction. o Introduce LEAN Process Improvement Methods – Using the LEAN method of employee lead improvement processes, DHS will implement the use of LEAN tactics to guide the process improvements described above. o Initiate Feedback Loops – In order to create an atmosphere of open and honest dialogue, the Department will reintroduce suggestions boxes, host open dialogue hours and share comments with staff.

DHS Strategic Plan Update 2012 Page 30 of 31 Methods of Evaluation: Evaluation Metrics for Goals I & II: Combined – Strategy 5: Superior Workforce Development

DHS Strategic Plan Update 2012 Page 31 of 31