Post on 11-Jan-2015
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Supervising Vision
Making Government Deliver On It’s Promises
B.J. Walker, Former Commissioner
Georgia Department Human Services
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Supervising Vision: First, Believe-Then Do Something
Different
Intentional model of change designed to deliver big results by:
Fighting fires - Tackling the most important issues first
Building capacity for sustainable change
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Setting Up For Different Work
Figuring out what we believe and what we value
Fear is not a valueValues take the gray out of your decision making
“Our job is to assess risks - not remove children” “You don’t have to open a CPS case to help a family” “Every decision to remove a child is a decision to do
harm. State custody should always be our last resort”
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No Honorable Way Out
Take excuses off the table that became “acceptable” reasons for not doing the right work
Create a demand for change by making clear what is unacceptable, no matter how reasonable
“No one raindrop feels responsible for the flood”
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Making Your Efforts Count = Execution
An elephant can’t be eaten whole. Every big initiative runs the risk of dying under it’s own weight
Choose one or two high leverage actions that “matter” and take “smart bites” of the elephant
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What are the high leverage bites Georgia had to take?
Timely completion of investigations
Safe reduction of children in out-of-home care
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TIMELY COMPLETION OF INVESTIGATIONS
Investigations Pending over 90 Days
Over the years the number of investigations pending over 90 days has dramatically decreased from over 3,700 to 0.
Counts represent a point in time measurement for each June
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Open Investigations During a Month
Over the years the number of investigations pending has dropped by over 12,000 cases.
2010 data for May.Counts represent a point in time measurement for each June
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Timely Completion of Investigations(2004 – 2010*)
Note: Information for 2010 reflects investigations completed from July 1, 2009 through March 2010.
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Rates of Substantiation
The percent of investigations being substantiated has increased by 14% as our staff have become more skilled at determining which families require an investigation and which families benefit more from diversion/family support services.
2010 data are through March.
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Family Support (Diversions):A Better and Safer Response
Note:. 2010 reflects activity through March 2010.
Began Family Suppor
t practic
e in July of 2004
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Safe Reduction of Children in Out-of-Home
Care
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Georgia: 42% Reduction in Out-of-Home Care
Note: data throughout slides from AFCARS (via NDACAN and Fostering Court Improvement)Source: Casey Family Programs
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
0
1
2
3
4
5
6
7
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In Care 13,965 13,175 12,236 9,984 8,144 7,871
Rate in care 5.9 5.6 4.8 3.9 3.1
National Rate in Care 7 6.9 6.8 6.2
FY05 FY06 FY07 FY08 FY09 FY10*
*FY10 is through April 2010.
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Safety has not been Compromised
Source: Casey Family Programs
9,2698,374
7,633
5,7905,057 5,374
1,617
1,390
1,423
845
626 326
0
2,000
4,000
6,000
8,000
10,000
12,000
FY05 FY06 FY07 FY08 FY09 FY10
First Entry (net Change -45.4%) Re-entry (Net change -61.3%)
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
8.0%
9.0%
FY05 FY06 FY07 FY08 FY09 FY10Est
Georgia National Average National Standard
Percent of Children Experiencing Repeat Maltreatment(within 6 months)
Entries by First Entry and Re-entry
2010 data are through May
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New Frontier
Permanency
Profile of entries to exits shows we have work to do
Positive exits to permanency are harder to maintain
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Exits consistently exceed entries but have diminished
Source: Casey Family Programs
-905-177 -749 -549
-1,775-2,139
-4,000
-2,000
0
2,000
4,000
6,000
8,000
10,000
12,000
FY05 FY06 FY07 FY08 FY09 FY10
Entries Exits Exits to Positive Permanency Net difference between entries and exits
FY10 through March 2010
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Foster Care Entries, Exits & Re-entry Rates
(2004 – 2010*)
Note: Information for 2010 reflects activity from July 2009 through March 2010.
National Standard = 8.60% or less
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Georgia’s Model of Change “takes a bite” out of
Permanency
The new “front door” – Family preservation cases transitioning to out of home cases
Safety round tables focused on increasing risk assessments and increasing parental capacity
Child and Family Services Review (CFSR) Taking smart bites by focusing on visits with child and
parents which expedite permanency and reinforce safety
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How Supervising Vision Works Day-to-Day
“G” meetings - value-based, outcome-focused dialogue with multiple levels of staff
Practice and policy driven from the ground up = embedded values operationalized by frontline staff
Cadence of accountability (Covey’s 4 Disciplines of Execution)
Entrusting multiple levels of leadership and management (transparency, inclusion, and courage to innovate)
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At the End of the Day...
Our job is to protect children from harm, but harm wears a thousand dresses
Even when our staff do not have a tool or policy, rule or regulation, they must have the ability to articulate and act on the vision
The job of leadership is to supervise that vision