Strategic Plan Report

Strategic Plan Progress Report

July 1, 2011 - June 30, 2015

Cumberland County

Board of Social Services

Betsy Bradshaw Susan Reeder
Chair Vice Chair

Dr. Sidney Brooks, Sr. Ed Melvin Maria Velazquez-Constas

From the Director Mission, Vision and Goals

I am excited to share with you the The Cumberland County Department of Social Services’ Strategic
2011-2015 Strategic Plan Progress Plan aligns itself with Cumberland County’s mission, vision and
Report for the Cumberland County goals as we provide services to our citizens with
Department of Social Services.
Professionalism
Since the introduction of our Strategic Respect
Plan in 2011, we have pioneered Integrity with Accountability
through critical, challenging, and Diversity
uncertain times for social services Excellent Customer Service
in North Carolina. We have met, and
continue to meet these challenges by Our Mission
keeping a keen eye on our Charter for
Change and our Continued Quality The Cumberland County Department of Social Services stands
Improvement Initiative. We have united to strengthen individuals and families and to protect
found it necessary to revise and children and vulnerable adults. We collaborate with our
relocate some of the objectives as community partners to provide programs & services which
our Strategic Plan has evolved. engage our customers in improving their quality of life.

This report is a cross-sectional Our Vision
synthesis of enhancements,
improvements, and implementations For Our Customers: We envision our customers as partners,
based on research, opinions, and motivated & empowered to improve the quality of their lives.
recommendations from staff
throughout the agency, as well as For Ourselves: We envision our Department as a catalyst for
community partners and stakeholders. improving the quality of life through teamwork, partnership,
forward thinking & cutting edge service delivery.
As we present this progress report to
you, we are acutely aware that true Our Strategic Goals
success is always a work in progress;
therefore, we remain committed to 1. Continued engagement to strengthen relationships with
continuing improved practices to customers and community partners.
enhance our service delivery, and
actualizing our mission to improve the 2. Defining, measuring and improving our department’s
quality of life for the citizens we serve. effectiveness.

Special thanks to each of the 3. Optimizing service delivery through innovation,
participants for their valuable automation and technology.
contributions. Our progress is truly
a testament to the combined efforts 4. Sustaining a committed workforce in an ever changing
and dedication of all staff, and world.
external stakeholders.
Our Core Values
Sincerely,
Diversity • Optimism • Integrity • Teamwork
Brenda Reid Jackson Accountability • Service • Innovation • Flexibility
Director

Award Winning Program Goal 1

Continued Engagement to Strengthen Relationships
With Customers & Community Partners

To provide better access and be more accessible to Cumberland
County residents

March to Work Job Fair with Senior Health Fair
Internet Job Café CCDSS sponsored event
CCDSS sponsored job fairs which that provides information,
attracted an average of 90 vendors health screenings, and
and 2,200 participants annually. entertainment for our
Internet cafes were made available senior population.
at the event for customers to
conduct job searches and complete

applications.

Employees serve on numerous organizational boards and committees within the state and local
community: Partnership for Children of Cumberland County, Workforce Development, Salvation
Army, Legal Aid Advisory Board, Adult and Economic Services Committees, NC Guardianship
Association, Domestic Violence Task Force, Connections of Cumberland County, Carolina
Collaborative Community Care, Truancy Mediation Council, Teen Connections, Fayetteville/
Cumberland County Continuum of Care, and the Child Advocacy Center.

Increased outreach by conducting Community Information Sessions to educate the public about the
impact of changes in the following programs: Crisis Intervention Program (CIP), Low Income Energy
Assistance Program (LIEAP), Food and Nutrition Services (FNS), Affordable Care Act (ACA), and Able-
Bodied Adults Without Dependents (ABAWD).

Ongoing participation in numerous community activities: Real World, Hunger and Homeless
Stand Down, Domestic Violence Symposium, and the Remember My Name Domestic Violence Vigil.

Agency reorganization to centralize, streamline and increase quality of services and efficiency
of processes.

Rumble on Ramsey Food Drive Canned food drive which promotes friendly competition among
the different departmental sections within CCDSS.

Foster Care Toy Distribution Collaboration with Fort Bragg and community volunteers to collect
and distribute toys to our foster children each December.

To create new service delivery opportunities

Customer Resource Center Established a fully staffed center which offered customer
assistance with online applications and related interviews for Food & Nutrition Services and
Family & Children’s Medicaid.

Call Center Expanded the Call Center where technicians answer questions and make simple case
changes for Subsidized Child Care Assistance (SCCA), Temporary Assistance for Needy Families
(TANF), Food and Nutrition Services (FNS), and Family & Children’s Medicaid programs.

Host and facilitate independent living group activities (LINKS) that focus on development
and good citizenship for youth aging out of foster care.

Expanded customer information drop-off options.

4 Identified more family visitation space for families with children in protective custody.

Goal 1
Continued Engagement to Strengthen Relationships

With Customers & Community Partners

To enhance our teamwork to facilitate improved customer outcomes

Guardianship Coalition
The Guardianship Coalition is a collaboration between CCDSS and community partners that
identifies opportunities to better serve the disabled and mentally ill adult population by avoiding
duplication of services and stretching our limited resources to achieve the most benefit for our
customers.

Child First
CCDSS partners with law enforcement and the Child Advocacy Center to participate in ChildFirst
training. This nationally-recognized forensic interviewing training model provides professionals,
who work with children that are victims of abuse, with information about the impact of child
development and culture in forensic interviews, and the role of the multi-disciplinary team
approach.

Project No Rest
Project No Rest is an initiative in which CCDSS partners with local law enforcement to combat
human trafficking.

CCDSS hosts Permanency Roundtable with Casey Family Programs to develop innovative
models and increase collaborative efforts to achieve permanency for children in foster care.

Partner with Red Cross to operate emergency disaster shelters.

To increase our training/staff development capacity to better support
new learning

Partners in Prevention
CCDSS partnered with the Child Advocacy Center to provide Darkness to Light’s flagship program,
Stewards of Children®. This award-winning training provides the opportunity for participants to
learn about child sexual abuse from professionals in the field, from survivors of child sexual abuse,
and through interactive activities focused on recognizing and reacting responsibly to the signs
of child sexual abuse. The Stewards of Children training was completed by 604 of the 636 CCDSS
employees.

Forensic Interview Training
ChildFirst is a nationally-recognized, forensic interviewing training model designed for
professionals that work with children who are victims of abuse. This training provides information
about the impact of child development and culture in forensic interviews, and the role of the multi-
disciplinary team approach. Forty-five CCDSS staff members completed ChildFirst training
between July 1, 2011 and June 30, 2015.

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Goal 2
Defining, Measuring and Improving

Our Department’s Effectiveness

To obtain a clear picture of staffing, outcomes, and efficiency

Consulted with multiple counties and evaluated their systems of measuring outcomes
and efficiencies.
Initiated development of agency benchmarks and accountability measures.
Hired a Human Services Planner Evaluator to assess agency processes and performance
in an effort to increase efficiency and improve service delivery.
Utilized North Carolina Families Accessing Services through Technology (NC Fast) reports
to track timeliness, accuracy and workloads.

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Goal 2
Defining, Measuring and Improving

Our Department’s Effectiveness

To identify programmatic needs

NEOGOV
CCDSS acquired the NEOGOV performance management data system
which automates the agency’s hiring and performance evaluation
process. The system generates performance reports which
enable management to identify trends, assess specific aspects of
employee performance, and ascertain areas of concern.

Child and Family Service Review (CFSR) Pilot
CCDSS was one of ten social services departments selected by the
North Carolina Division of Social Services to participate in the Federal
Children’s Services reviews at the local level. The CFSR is designed to
improve child welfare system outcomes for children who are victims
of abuse and neglect.

Reaching Excellence & Accountability in Practice (REAP)
Cumberland is one of nine counties participating in the REAP model;
REAP is a partnership with community and agency stakeholders to
assess strengths and challenges in service provision to children and families. Its purpose is
to develop an outcome-focused plan, using data and on-going self-assessment to strengthen
the provision of Child Welfare Services.

REVAMP
REVAMP is the agency-designed filing and partial case management system for child welfare
records that has been customized to meet the needs of assessment, in-home, and foster care
services. This tool enables Children’s Services workers to document customer/family information,
assign referrals, and track foster care licenses.

Document Imaging
CCDSS led efforts to identify the need for a department-wide document imaging system. It was
determined there were similar needs within other departments. A partnership was formed with the
county and the child support department to initiate a county-wide document imaging system.

Process Evaluation and Improvement
The agency conducted a Food and Nutrition
Services and Medicaid (FNS/MA) staffing analysis
which helped verify that additional staff was
needed to enable the agency to meet State and
Federal processing deadlines. Additionally,
a study of the Economic Services reception areas
was conducted which resulted in the streamlining
of processes to increase efficiency and quality
of services.

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Goal 3
Optimizing Service Delivery Through
Innovation, Automation and Technology

To maximize automation on a priority schedule

Increased speed and efficiency through implementation of
160 desktop scanners and 210 dual monitors.

Repositioned high capacity scanners to high volume areas.

Virtualization of servers enabled the agency to restore data from a
backup and eliminate the need to purchase additional hardware.

Data center migration allowed for a better battery backup system.

To be aware of new programs that would enhance service delivery

A customer resource center was created which had computer stations
available for customers to complete online FNS/MA applications. Staff
was on hand to offer technical assistance and screen for potential
eligibility in additional programs.

Spice Works, the agency’s web-based help
desk system, was updated.

Implementation of 225 tablets increased
worker mobility.

Broadband cards were distributed for tablets
of Children’s Services Social Workers to enable
them to access the internet and web-based tools
while working outside of the agency.

The call center was expanded to include 15 Technicians, 2 Spanish
interpreters, a Lead Worker, and a Supervisor. Technicians answer
general questions, make simple case changes, and redirect calls to
appropriate workers.

Get customer & employee feedback & buy-in

Compiled employee opinions and feedback concerning technology usage. Suggestions
regarding a paperless imaging system and improved mobility were incorporated into the
agency technology plan.

Town Halls held during Director’s All Staff Information Sessions included new worker/promotion
recognition and opportunities for employees to have open dialogue with the Director and
Management Team.

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Goal 3
Optimizing Service Delivery Through
Innovation, Automation and Technology

Progressive movement towards current leaders & future thinkers

Information Services staff received training that enabled them to assist CCDSS employees with
the implementation of new automation initiatives and NCFAST.
Laptops were made available for work-from-home during holidays/inclement weather days to
enable the agency to meet Federal MA/FNS deadlines.
Web-based training, e-learning, and webinars were developed and initiated for:

Pre-Service Training: Mandated, general, foundational training for new Children’s Services
social workers.

Social Work Development Training: Ongoing, supplemental, job-specific training for
Foster Care and Child Protective Services social workers.

NC FAST Webinars: Provide
training regarding new policies
and procedures within the North
Carolina Families Accessing Services
through Technology system.

Civil Rights Compliance Training: Informs employees of the responsibility to share
information with all customers about program availability, rights and responsibilities,
nondiscrimination policy, and procedures for filing complaints.

Social Security Administration (SSA) Security Training: Mandated training for all staff
that access OLV (online verification) and SSA information which provides a detailed
explanation of the responsibilities, restrictions, and security requirements for employees
who utilize SSA data.

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Award Winning Program Goal 4

Sustaining a Committed Workforce

in an Ever-Changing World

To hire, develop and promote employees who support the mission,
vision, values & core standards

NEOGOV Insight & Perform human resources software was implemented to connect with a
larger pool of qualified applicants, provide a more effective evaluation tool, and easily access job
expectations/reports.

Leaders completed Critical Thinking, Conflict Resolution, and Ethics Training.

Monthly Leaders Meetings provide training for supervisors and leaders throughout the agency.

Employees completed 1,736 county trainings (2011-2015).

Employee Fitness Center and Walking Trails were implemented.

Director’s All Staff Information Sessions are conducted to keep staff informed of agency, local
government, and legislative issues related to social services.

Employees dedicated to self-advancement

Scaling the Summit Training is offered to improve the management and leadership skills of
supervisory staff.

The agency offers internships for students from Fayetteville State University, University of North
Carolina Pembroke, Methodist University, and Fayetteville Technical Community College who are
completing Associate, Bachelor, or Master level degrees in various social work and human services
areas of study. Interns are encouraged to seek employment within our agency.

Supervisors emphasize training during monthly evaluations to increase employee motivation
and awareness.

Employees are encouraged to participate in professional organizations.

Our local chapter of the North Carolina Social Services Association (NCSSA) won multiple
Best Practice Awards to include Membership Retention, Innovative Fundraising (Chili Cook-Off),
Community Service, Staff and Leadership Development and Chapter of the Year.

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Goal 4
Sustaining a Committed Workforce

in an Ever-Changing World

Employees committed to long-term service

All Staff Information Sessions educate employees about agency-wide and long-term issues.

Multigenerational training was conducted for all supervisors.

A court improvement initiative advocated for work space at the courthouse for CCDSS employees
which allowed them to work during idle times while waiting for court proceedings. This has helped
decrease burnout of social work staff.

Upgraded technology has enhanced employee productivity outside of the agency by allowing
access to the internet and web-based tools while working off-site.

Security was increased by hiring two security guards in addition to the on-site deputy. Parking lot
and building patrols have been increased, and various safety awareness events have been
conducted by local law enforcement.

Embrace workplace creativity

Employee creativity was evident during the annual County Government Week activities which
included the Staff Appreciation Luncheons, Talent Shows, Game Days, and Ice Cream Socials.

Job Swap: “Is the Grass Greener on the Other Side?” is an award-winning, internal, fundraising
event that provides an opportunity for staff to trade job roles. Job swap allows employees
to experience working in a variety of sections/levels of responsibility within the agency. Voting
is held during County Government Week. Employees are encouraged to vote for themselves or
co-workers to be assigned a specific job. The winners swap jobs a few weeks later and a luncheon
is held to allow participants to share what they have learned from their experiences.

The Strategic Planning Committee strives to further the progression and implementation of the
four goals of the agency’s strategic plan. The committee consists of four groups which each have
a Chair, Co-Chair, Recorder, twelve members, and a senior leadership sponsor. The committee is
supported by the Management Team and the Human Services Planner Evaluator.

The Wellness Committee created wellness
initiatives by implementing the Employee Fitness
Center and Walking Trails through internal
fundraising and partnership with Play It Again
Sports.

Employee recognition/team building during All
Staff Info Sessions included new worker/promotion
recognition, and opportunities for employees to
discuss issues with the Director and Management
Team.

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CCDSS Quick Facts 2011 - 2015

86% Increase in the number of Food and Nutrition
services cases

68% Increase in the number of Medicaid cases

3,570 Average monthly number of children who
received Subsidized Child Care Assistance

17,060 Number of Child Protective Services referrals
screened in

685 Average annual number of children in
CCDSS Protective Custody
44 Number of foster youth who graduated
from high school

109 Number of children who were adopted
from July 1, 2011 – June 30, 2015

9,030 Number of job seekers who attended
job fairs sponsored by CCDSS

1,368 Number of Adult Protective Services
referrals screened in

75,768 Average annual number of Medical
Transportation Trips

In Memoriam The Cumberland County Department of Social Services would like to honor
Mr. Kevin Devine who passed away on May 3, 2014.
Mr. Kevin Devine
Mr. Devine lived in Greensboro since 1974 and served the citizens of Guilford
County in the Department of Social Services for almost 30 years before going to work
for the Division of Social Services for the NC Department of Health and Human
Services. He formed the consulting company, Performance Matters, and served as a
Certified Executive Coach to various counties, public agencies, private, nonprofit, and
small businesses throughout North Carolina.

Mr. Devine’s consultative services were an integral part of the development
and implementation of this Strategic Plan. His focus, knowledge, skill and humor
helped guide our Senior Management Team and Strategic Planning Committee as
we developed and put our Strategic Plan into action. We would like to express our
gratitude for his contributions to our agency and will strive to honor his memory
with our continued efforts to seek innovative methods of providing the best possible
services for our customers and community.