0
IBM Cognos: Instrumental in Helping to Identify More
Federal Revenue Sources for Clark County
Session Number BGV-2323A
Eboni Washington, Clark County NevadaLori Higdon, Clark County Nevada
1
Agenda• Family Services Overview
• Changing Climate
• External Business Drivers
• Technology Drivers
• Challenges
• IBM Analytics
• Illustrations
• Q & A
2
• Our Mission Statement: “to protect children by building and supporting nurturing, stable families in collaboration with community providers”.
• Services Provided:
– Child Abuse Hotline
– Child Abuse and Neglect Investigations
– Foster Care Services
– Adoption Services
– Children’s Advocacy Center
Department of Family Services
3
Family Services Overview
“Vision Statement”
Child WelfareServices
AdministrativeServices
-- Hotline Hotline -- Child Protective ServicesChild Protective Services-- Foster Care/In Home ServicesFoster Care/In Home Services-- Clinical ServicesClinical Services-- Placement/Receiving TeamsPlacement/Receiving Teams-- Medical Case ManagementMedical Case Management-- Shelter Program ServicesShelter Program Services
-- Quality Assurance/ImprovementQuality Assurance/Improvement-- Fiscal ServicesFiscal Services-- Foster Parent RecruitmentFoster Parent Recruitment-- Foster Parent LicensingFoster Parent Licensing-- EligibilityEligibility-- Business CentersBusiness Centers
4
Facts and Figures
• The Department of Family Services employs 750 Full-Time and 125 Part-Time staff and the operating budget for fiscal year 09/10 was $107.4 million
• In CY 2009:
Over 20,000 calls received werereceived by the Hotline unit
Over 20,000 calls received wereOver 20,000 calls received werereceived by the Hotline unitreceived by the Hotline unit
7,000 referrals were assigned 7,000 referrals were assigned for investigationfor investigation
Over 1,800 of investigations were Over 1,800 of investigations were substantiated for child abuse/neglectsubstantiated for child abuse/neglect
8,368 referrals were 8,368 referrals were received by the Hotline unitreceived by the Hotline unit
5
Facts and Figures • In CY 2009:
Over 2500 children were removed Over 2500 children were removed from their homesfrom their homes
TwoTwo--thirds of removed children thirds of removed children are placed directly withare placed directly with
relatives or foster familiesrelatives or foster families
6
Changing Climate- BACKGROUND
• State of Nevada Assembly Bill 1 (2001) mandated that Child Welfare services in Nevada be integrated.
• Leading up to 2005, there was a series of events that prompted major systemic and administrative changes.
• In 2006, new senior management developed the “Safe Futures” plan for overhauling the troubled Child Welfare system.
• In 2008, analysts began developing a series of performance management reports that assist with monitoring compliance with policies and procedures.
7
External Business Drivers
• A Federal Program Improvement Plan was issued which threatened loss of federal dollars to Nevada to support child welfare services
• The Administration for Children and Families cited numerous deficiencies in Clark County’s progress toward achieving National standards for safety and permanency
• National Center for Youth Law has filed a suit in Federal District Court alleging Clark County is failing its responsibility to protect children
• Youth Law Center engaged the County in negotiations in lieu of filing a lawsuit
8
Business Challenges
• Management Skill Set– No alignment of measures to strategic plan– Lack of understanding how to interpret and analyze data– Very little use of data to initiate program improvement
• Organizational Climate– Phenomenal growth within the Department as a result of
the Child Welfare integration of State and County entities – Organizational climate for learning and improvement not
established throughout the Department– New Senior Management and a subsequent influx of new
staff to accommodate new initiatives
9
New Management and Data Needs
• The number of investigations per worker
• The number of investigations open beyond 45 days
• The number of children seen by their caseworkers every 30 days
• The number of new foster homes
• The number and length of Child Haven placements
• Reunification of families within 1 year
• Length of time from removal to adoption
10
Targeted Case Management (TCM)
• Service paid by the Federal Medicaid program
• Generated over $9 million in federal reimbursement funds.
– Additional revenues were used to help off set State and County budget cuts.
11
Technology Drivers
• IT staff unable to meet Department reporting needs:– Numerous ad hoc reporting requests to support various litigation
– Lack of sufficient operational reports in Statewide system
– Inability to measure organization and cost-effectiveness due to primitive reporting capabilities
• Fixing the current system is a cumbersome process:– Modifications are completed by the State and require a jurisdictional
change management process
– Reporting requirements not always the same for each jurisdiction
12
Technology Challenges
• Data challenges faced prior to implementation– Transactional system with limited reporting capabilities– Information silos (Source system, Access databases and Excel
spreadsheets) – Limited information about case management data/information
required significant programming time– “Rogue” systems attempting to be implemented in violation of
Federal Statewide Automated Child Welfare Information System (SACWIS) regulations
– Hand-counting conflicts– Immediate need for specific and real-time data
13
Cognos at Family Services
• Implemented in 2005• Using Cognos across all areas of business• Over 100 users accessing outputs for
decision making• 24x7 operation; daily updates• Over 75 reports available monthly• Generating more than 8 cubes• Dashboards customized to different
business areas
14
Family Services
Carson CityUNITY
Database
Clark County ReportingDatabase
Family Services, Courts, DA, & External Agencies
1.5 FTEDevelopers
Cognos Environment
Data MartsCubes
Scorecards
ETL
Requests forInformation
ReportsAnalytics
IndicatorsDataEvery
5 Minutes
Enters Data
Data Warehouse
15
Backups exported7:00 p.m.-7:30 p.m.
Reboot App Servers4:30 a.m.
End Table RowCount AuditReports generated6:30 a.m.
Audit Report generated for DB10:20 p.m.
Information Integrator shut down10:20 p.m.
Staging DB rebooted 11:00 p.m.
ETL Process started against Staging11:30 p.m.
DB backed up1:00 p.m.
VMWare Server backups2:00 a.m.
Maintenance Window4:00 a.m. – 6:00 a.m.
Stop Cognos Service on Servers4:00 a.m.
Switch DWHouse Load into DWHouse
ETL Processes Complete against DW House Load
lllllllllllllllllllllllllllllllllllllll
Extract, Transform, and Load (ETL) Production Timeline
16
Project TimelinePhase 1Phase 120052005--20062006
Phase 2Phase 220062006--20072007
Post Post ImplementationImplementation
Staffing .5 PM2.5 BA1.5 PA.5 DBAConsultants
.5 PM2.5 BA1.5 PA.5 DBA Consultants
(IT Resources)1 BA1 PA.25 DBAConsultants
Scope ScorecardsOLAP CubesReports
Data MartsDashboardsReports
Data MartsDashboardsReports
Training Data Manager FrameworkTransformerQuery/Report
TTTQuery/ReportAdvanced Report
Advanced Report
17
Three-Year Costs
Software 10%
Training 11%Personnel 51%
Consulting 28%
Hardware >1%
Personnel $1,542,845
Consulting $839,404Training $334,899
Software $319,462
Hardware $7,327
18
Business Value• Increased productivity, 55%
reduction in report development time
Pre ImplementationPre Implementation
100% of reports developed by IT staff 100% of reports developed by IT staff
14.3 hrs. average development time per report14.3 hrs. average development time per reportPost ImplementationPost Implementation
Over 90% of reports developed by DFS Over 90% of reports developed by DFS management analysts management analysts
6.5 hrs. average development time per report6.5 hrs. average development time per report
19
Business Value
• Improved access and case management
Post ImplementationPost ImplementationReady access to information for decision Ready access to information for decision making by staff helps to determine best course making by staff helps to determine best course of action on casesof action on cases
Post ImplementationPost ImplementationCentral data store helps supervisors and Central data store helps supervisors and managers quickly track and ensure policies managers quickly track and ensure policies and procedures are followedand procedures are followed
• Improved compliance
Pre ImplementationPre ImplementationReports available before Cognos had to be imported Reports available before Cognos had to be imported into Excel to create graphical representations.into Excel to create graphical representations.
No threshold alerting capabilitiesNo threshold alerting capabilities
Post ImplementationPost ImplementationData is more readily available for the media, County Data is more readily available for the media, County Commissioners and Executive Management in Commissioners and Executive Management in desired formatsdesired formats
20
Nucleus Research Financial Analysis Report
ABOUT NUCLEUS RESEARCHNucleus is an independent research firm providing advisory services that include in-depth analysis, tools, and analyst access to help companies make technology investment decisions that deliver the greatest return to the corporate bottom line.
SUMMARY RESULTS
Payback period 9 months
Average Annual Benefit $4,393,259
© 2010 Nucleus Research, Inc. Reproduction in whole or part without written permission is prohibited. Nucleus Research is the leading provider of bottom line-focused technology research and advice.
NucleusResearch.com
21
Child Contacts Metric
Sample ofDaily Metric
Sample ofDaily MetricSample of
Daily Metric
22
Placement Dashboard
New
s Ite
ms
Report Links
23
Management Report Dashboard
Report Links
24
CHILD HAVEN POPULATION2006-2010 YTD
Child HavenPopulation
trending down.
Child HavenPopulation
trending down.
0
50
100
150
200
250
300
350
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2006 2007 2008 2009 2010
25
LENGTH OF STAY IN CARECHILD HAVEN
Downward
Trend
02468
1012141618
2006 2007 2008 2009 2010YTD
Average Median
26
CPS Response Time Report On-Time Response Percentage
0%20%40%60%80%
100%
2006 2007 2008 2009
Incr
ease
27
Overdue Investigations
0%
10%
20%
30%
40%
2006 2007 2008 2009
Dow
nwar
d Tr
end
28
Removals/Investigations (2010)
0
100
200
300
400
500
600
700
800
Jan Feb Mar Apr May Jun Jul
Removal Count Investigation Count
29
Other Successes
• Implementation of Performance Based Management
– Business processes are improved with fact-based decision making.
30
Summary
• Single Source of Truth• Flexible, dynamic environment that provides user friendly Web-
based, Zero-footprint interface• Cost Effective reporting solution for non-IT staff• Reduction in reporting turn-around• Evaluate and compare trends in caseloads across the spectrum
of services
3131
Thank You! Your Feedback is Important to Us• Access your personal session survey list and complete via SmartSite
– Your smart phone or web browser at: iodsmartsite.com
– Any SmartSite kiosk onsite
– Each completed session survey increases your chance to win an Apple iPod Touch with daily drawing sponsored by Alliance Tech
32
Eboni WashingtonFamily ServicesClark County, NevadaOffice: [email protected]
Lori HigdonInformation TechnologyClark County, NevadaOffice: [email protected]
Contact Information
Booth Located:Business Analytics Section #020
lllllllllllllllllllllllllllllll
33
