This document provides an agenda and overview of the CPS Operational Review being conducted by The Stephen Group. It introduces the project team members and their relevant experience. It outlines the objectives of the assessment, which are to identify current CPS processes, describe challenges, identify improvement areas, and make recommendations. It notes the areas of focus include organization, personnel, quality, technology, budget, and processes for investigations, family-based safety services, and conservatorship. It provides an overview of the assessment approach, which involves interviews, ride-alongs, surveys, and a review of performance data. The goal is to design improved processes to achieve better safety, well-being and permanency outcomes. An update is given on the

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CPS Operational Review
DFPS Stakeholder Forum
4/23/14

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Agenda
• Introductory Remarks - DFPS Commissioner John Specia
• CPS Perspective – Lisa Black, Assistant Commissioner, CPS
Division
• CPS Operational Review - John Stephen, Managing Partner,
The Stephen Group
• Introduction of TSG team, experience and background
• Objectives of the assessment
• Assessment Focus and Overall project approach
• Timelines/report recommendations/Implementation plan
• Status of project to date
• Stakeholder/Public Comment

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Your Project Team
• John Stephen – Project lead, former Commissioner of NH’s Department of
Health and Human Services; Assistant Commissioner of the Department of Safety;
and Assistant Attorney General. Led similar projects in a number of states
• Will Oliver – Expertise in business process re-engineering - improved child
protection and other benefits work process and sourcing strategy for six states
including Florida and Indiana
• John Cooper – CEO of a child welfare not for profit and former Assistant
Secretary of Operations for Florida CPS. Led the Florida CPS reengineering project
• David DeStefano – Consultant for public/private partnerships, performance
based contracting, program evaluation, SACWIS, and revenue maximization
• Jeff Schilz – Former policy advisor and budget director to Governor Mark Sanford,
SC, focusing on HHS, Social Services, and Department of Juvenile Justice
• Richard Kellogg – Served as Commissioner, Deputy Director, and Director of
Integrated Services for the states of Virginia, Tennessee, New Hampshire and
Washington – Medicaid, MH/DD/SAS, LTS, Comprehensive IVE, SE, and JJ Services

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Your Project Team (cont.)
• Martha Tuthill– Senior Consultant for Florida CPS Transformation project,
assisting team with vendor management, systems support and organizational
improvements, former Accenture partner
• Art Schnure – 17 years experience working on state government IT systems with
significant experience in child welfare/TANF, leading Rhode Island HHS Health Systems
Innovation
• Greg Moore – Served as a former state public affairs, legislative and policy
director for divisions of children youth and families and juvenile justice

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TSG Experience
• Florida Department of Children and Families –CPS Transformation
Phases 1, 2, and 3 and Florida Abuse Hotline Command Center
• Indiana Family and Social Service Administration – Process
improvement and sourcing
• Pennsylvania Department of Human Services – Improve child
welfare documentation, eligibility, and federal claiming
• New Hampshire Department of Health and Human Services –
Reorganization of Division of Children Youth and Families;
Permanency Legislation/Adoption Initiatives
• South Carolina Department of Social Services – Budgeting and
process improvement
• TSG most recent projects: Mississippi (IAPD and business case for
SACWIS integration with Medicaid); Maine (best practice analysis;
Florida (Benefit Recovery Assessment and Implementation)

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Objectives of the Assessment
• Identify the current process – “As Is”
• Build upon the best of CPS
• Describe the effect of “as is” challenge on clients, employees,
stakeholders
• Identify areas where CPS can improve
• Determine what should be
• Offer recommendations as to how CPS can be managed and
operated more effectively and efficiently in “to be” strategy
• Establish business case for change
• Together, create what will be

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Our assessment has focused on:
Organization Budget Technology
Personnel
Development
Quality
Management
Stakeholder,
Media
Communication,
External
Performance
Measurement &
Management
Contracts
Change
Readiness
Process:
INV/FBSS/CVS
Decision Making
Policy/Practice

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Assessment Starts with Identifying
Regional and State Office Process
• Select, notify and arrange logistics with state and local offices
• Create Structured Interview Guides and conduct interviews
with State leadership and Regional direct care
staff/supervisors and RDs
• Document process in focus groups – input from local staff
• Conduct “desk audits” to validate process and observe system
use
• Conduct “day in the life of” ride alongs with field personnel
• Review and discuss performance metrics
• Develop findings from the various discussions
• Develop an overall assessment of DFPS CPS processes and
internal best practices

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The Goal: To Design What “Should
Be”
• Build process to achieve better safety, well being and
permanency outcomes, not merely more efficient process
• Partner with local office CPS teams to collaborate on
bottoms-up process understanding and improvement ideas
• Thinking strategically about how to improve process:
integrating the leading thinking about transactions, sourcing,
systems and communication, and metrics
• Build on first-hand knowledge of the relative strengths of best
practices in other state CPS systems
• Data analysis – tie process to performance, personnel and
volume data
• Sourcing strategy, not merely alternatives
• Build momentum for change during the assessment process

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Work Breakdown Structure: Status
Facilitated
Process
Assessment
Ride
Alongs
Desk
Audits
Frontline
Survey
Local
Data
Performance
Management
Decision
Making
Policy
Review
Best Practice/
Process
Improvement
Technology
Assessment
IV E
Assessment
Organization/
Staffing/
Vendor Mgt
To Be Design
Presentation
Stakeholder
Input
Refinement
Implementati
on Plan
Presentation
Final Report
Interviews
“As Is”

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To date, we have reviewed the process in 11
regions, as well as State Office process

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We have also…
• Spoken with over 250 people, including State Office staff,
stakeholders, judiciary, law enforcement
• Studied thousands of files and reports
• Reviewed 800 MB of data
• Put together a State-wide original survey drawing 1,832
responses
• Reviewed 12 months of exit interviews with 664 detailed
comments
• Conducted an IT user survey in the Regions
• And more……..

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STAKEHOLDER/PUBLIC COMMENT