Discussion Points • Family Services Overview • Changing Climate • External Business Drivers • Technology Drivers • Challenges • IBM Analytics • Illustrations
Department of Family Services• 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
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.
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
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
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
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
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
Extract, Transform, and Load (ETL) Production Timeline End Table Row Backups exported Count Audit 7:00 p.m.-7:30 p.m. Reports generated 6:30 a.m. Reboot App Servers Audit Report generated for DB Switch DWHouse Load into DWHouse 4:30 a.m. 10:20 p.m. Information Stop Cognos Service on Servers Integrator 4:00 a.m. shut down 10:20 p.m. Maintenance Window Staging DB rebooted 4:00 a.m. – 6:00 a.m. 11:00 p.m.ETL Processes ETL Process started against StagingComplete against DW VMWare Server backups 11:30 p.m.House Load 2:00 a.m. DB backed up 1:00 p.m.
Project Timeline Staffing .5 PM .5 PM (IT Resources) 2.5 BA 2.5 BA 1 BA 1.5 PA 1.5 PA 1 PA .5 DBA .5 DBA .25 DBA PerformanceG2 PerformanceG2 PerformanceG2 Scope Scorecards Data Marts Data Marts OLAP Cubes Dashboards Dashboards Reports Reports Reports Training Data Manager TTT Advanced Report Framework Query/Report Transformer Advanced Report Query/Report
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.
Child Contacts Metric Sample of Sample of Daily Metric Daily Metric
Other Successes • Implementation of Performance Based Management – Business processes are improved with fact-based decision making.
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