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Reorganization of the Department of Children and Families Report to The Reorganization of the Department of Children and Families Report to the Legislature January 1, 2008 Charlie Crist Bob Butterworth Governor Secretary Introduction During its 2007 Session, the Florida Legislature passed Committee Substitute for Senate Bill 1394, which authorized the Department of Children and Families to begin the process of reorganization, including; • Authorizing the Department to plan for the realignment of districts in conformance with judicial circuits; • Requiring the Department to integrate substance abuse and mental health programs into its structure and priorities; • Authorizing the Department to establish community partnerships and advisory groups. Additionally, Committee Substitute for Senate Bill 1394 states in part: “The department shall prepare a detailed report concerning its reorganizational modifications, including a plan for realignment of districts, which identifies all key actions taken or planned to be taken. The report shall review the department’s progress in establishing regions and integrating substance abuse and mental health into the overall structure of the department. This report shall be submitted to the Legislature by January 1, 2008, concurrently with the Sunset Review Report.” Overview In its reorganization, the Department has pushed decision-making to the lowest appropriate level. Circuit Administrators have more authority over the entire array of Department services than in previous years. Prior to this reorganization, local administrators had authority over child welfare, ACCESS, and Adult Services. They now have direct authority over substance abuse and mental health services, homelessness, domestic violence and refugee programs. This allows Circuit Administrators the ability to focus resources as needed for direct services in their communities. The Department accomplished this reorganization within existing resources. Background In early 2007, Secretary Robert A. Butterworth established an Organizational Review Work Group facilitated by Dr. Jim Sewell to examine the organizational structure of the Department. The focus of the group, which included individuals from within and outside the Department, was to assure that the structure fosters the 2 effective delivery of services to our customers and is best suited for the action- orientation of the current administration. The Work Group examined those parts of the Department most directly involved in the delivery of services and in providing quality assurance and improvement of such services. Its discussions centered on the most effective means to assure an organizational culture which: • Aligns Departmental operations with the implementation of Secretary Butterworth’s Guiding Principles (Leadership, Integrity, Accountability, Transparency, Community Partnerships, and an Orientation to Action); • Assures on-going communication and interaction within the Department and with our partners, stakeholders, and customers; • Provides for streamlined decision-making processes with policy and guidance occurring at the highest levels and decision-making at the lowest appropriate levels; • Assures accountability throughout the Department. Secretary Butterworth charged the group with developing headquarters and statewide organizational models, which would clearly: • Provide decision-making at the lowest appropriate level; • Encourage decisive action on the part of our personnel; • Provide effective delivery of services in the field; • Assure seamless and transparent delivery of services; • Assure the best interaction, coordination and alignment with important stakeholders, funding organizations and partners; • Eliminate organizational silos; • Ensure accountability throughout the organizational structure; • Provide oversight responsibilities at the Central Office; • Assure the most logical reporting structure. 3 Establishment of Regions and Realignment of Districts Previously, the Department was organized into thirteen Districts and one Region. The Work Group recommended the Department adopt a regional structure for its field operations and locate regional headquarters in Tallahassee, Jacksonville, Orlando, Ft. Lauderdale, and Tampa. Especially because of the Department’s on-going and regular interaction with the State’s court system, services are now organized in areas consistent with the geographic boundaries of judicial circuits. In January 2008, the Secretary established the Southern Region which is headquartered in Miami. See table below and Appendix 1. Region Headquarters Judicial Circuits Northwest Tallahassee 1, 2, 14 Northeast Jacksonville 3, 4, 7, 8 Central Orlando 5, 9, 10, 18, 19 Suncoast Tampa 6, 12, 13, 20 Southeast Ft. Lauderdale 15, 17 Southern* Miami 11, 16 * established in January 2008 To assure consistency and efficiency of operations throughout the State, the Department has also adopted a standardized template for the provision of administrative services and support at the Regional and circuit level. See Appendices 2 and 3. Integration of Substance Abuse and Mental Health The Department has recognized that the integration of Substance Abuse and Mental Health (SAMH) into the Department’s overall approach to the delivery of services will further align substance abuse and mental health services with the specific needs of the community, provide an action orientation, enable the community to set priorities for prevention and self-sufficiency, and to enhance recovery and resiliency. To move forward with the integration of Substance Abuse and Mental Health into overall regional program structure and statewide priorities, the Department has: • Appointed Colonel Bill Janes as the Assistant Secretary for Substance Abuse and Mental Health. In addition, Colonel Janes remains as the Director of the Governor’s Office of Drug Control; • Aligned the Substance Abuse and Mental Health Programs with the Department’s overall approach to circuit-based service delivery. This is in compliance with Committee Substitute 1394; • Revised the organizational structure of the Substance Abuse and Mental Health programs within the Department. Substance Abuse and Mental Health Program activities in each circuit are being led by a Substance Abuse / 4 Mental Health Program Supervisor who reports to the Circuit Administrator. The original Substance Abuse and Mental Health management structure in the SunCoast Region has remained in place with the Program Supervisor reporting to the SunCoast Regional Director; • Improved decision-making between the Substance Abuse and Mental Health programs, and circuit and regional staff; • Taken action to more closely align Substance Abuse and Mental Health programs statewide. The Substance Abuse and Mental Health Contract and Data Units in the central office have been combined, and the Assistant Secretary for Substance Abuse and Mental Health has appointed a workgroup to identify mechanisms to further enhance program integration for the individuals we serve; • Continued to provide oversight for the State Mental Health Treatment Facilities' staff. These facility administrators report to the Assistance Secretary for Substance Abuse and Mental Health with assistance from the Mental Health Chief of Facilities and the Director of Mental Health. Organizational Modifications (See Appendix 4) Assistant Secretary for Operations • Modified the table of organization for the Office of the Assistant Secretary for Operations to reflect the changes in field services delivery. This includes the addition of the new Regional Directors, the Director of Operational Support, Director of Criminal Justice Services, Director of the Florida Abuse Hotline, and the Director of Children’s Legal Services. • In an effort to assure efficiency and consistency of operations, the Director of Operational Support now oversees all three of the ACCESS Call Centers. Previously, each center reported to the Region or circuit in which it was geographically located. • Adopted a regional model for Quality Assurance/Quality improvement, which particularly focuses on service delivery. All quality assurance functions in the field now report to the Regions. The Secretary has approved the organizational placement of Family Safety quality assurance personnel in the field within the regional reporting structure. This ensures Region and Circuit involvement in reviewing and improving Community Based Care (CBC) Quality Management Plans, provides for consistent reporting by CBCs to Regions, and engages Regions in oversight of performance and in review of results. The approach supports and encourages sharing of expertise, cross- training, stronger common expectations and transparency in service delivery across Regions, Circuits and CBCs. 5 • Established the Office of Criminal Justice Services to develop ongoing collaborative working relationships with: federal, state, and local law enforcement; Department of Juvenile Justice; Department of Corrections; state attorney offices; public defender offices; school districts; and within the Department, CBC providers and other entities as it relates to reporting and locating missing children and interacting with agencies within the criminal justice system. • Children’s Legal Services: - Child Welfare Legal Services (CWLS) has been reorganized as an autonomous unit, operating under the direction of a Statewide Director, and has been renamed Children’s Legal Services. - A State Managing Attorney for Quality Assurance has been selected to monitor quality assurance in the delivery of legal services. - Roles, responsibilities and relationships
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