Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Bgv 2323 A Revenue Sources For Clark Countyv4


Published on

Clark County presents analytics solution at IBM IOD 2010.

  • Be the first to comment

  • Be the first to like this

Bgv 2323 A Revenue Sources For Clark Countyv4

  1. 1. 0 IBM Cognos: Instrumental in Helping to Identify More Federal Revenue Sources for Clark County Session Number BGV-2323A Eboni Washington, Clark County Nevada Lori Higdon, Clark County Nevada
  2. 2. 1 Agenda • Family Services Overview • Changing Climate • External Business Drivers • Technology Drivers • Challenges • IBM Analytics • Illustrations • Q & A
  3. 3. 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
  4. 4. 3 Family Services Overview “Vision Statement” Child Welfare Services Administrative Services -- HotlineHotline -- 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
  5. 5. 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 were received by the Hotline unit Over 20,000 calls received wereOver 20,000 calls received were received by the Hotline unitreceived by the Hotline unit 7,000 referrals were assigned7,000 referrals were assigned for investigationfor investigation Over 1,800 of investigations wereOver 1,800 of investigations were substantiated for child abuse/neglectsubstantiated for child abuse/neglect 8,368 referrals were8,368 referrals were received by the Hotline unitreceived by the Hotline unit
  6. 6. 5 Facts and Figures • In CY 2009: Over 2500 children were removedOver 2500 children were removed from their homesfrom their homes TwoTwo--thirds of removed childrenthirds of removed children are placed directly withare placed directly with relatives or foster familiesrelatives or foster families
  7. 7. 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.
  8. 8. 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
  9. 9. 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
  10. 10. 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
  11. 11. 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.
  12. 12. 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
  13. 13. 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
  14. 14. 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
  15. 15. 14 Family Services Carson City UNITY Database Clark County Reporting Database Family Services, Courts, DA, & External Agencies 1.5 FTE Developers Cognos Environment Data Marts Cubes Scorecards ETL Requests for Information Reports Analytics IndicatorsData Every 5 Minutes Enters Data Data Warehouse
  16. 16. 15 Backups exported 7:00 p.m.-7:30 p.m. Reboot App Servers 4:30 a.m. End Table Row Count Audit Reports generated 6:30 a.m. Audit Report generated for DB 10:20 p.m. Information Integrator shut down 10:20 p.m. Staging DB rebooted 11:00 p.m. ETL Process started against Staging 11:30 p.m. DB backed up 1:00 p.m. VMWare Server backups 2:00 a.m. Maintenance Window 4:00 a.m. – 6:00 a.m. Stop Cognos Service on Servers 4:00 a.m. Switch DWHouse Load into DWHouse ETL Processes Complete against DW House Load llllllll llllllll llllllll llllllll lllllll Extract, Transform, and Load (ETL) Production Timeline
  17. 17. 16 Project Timeline Phase 1Phase 1 20052005--20062006 Phase 2Phase 2 20062006--20072007 PostPost ImplementationImplementation Staffing .5 PM 2.5 BA 1.5 PA .5 DBA Consultants .5 PM 2.5 BA 1.5 PA .5 DBA Consultants (IT Resources) 1 BA 1 PA .25 DBA Consultants Scope Scorecards OLAP Cubes Reports Data Marts Dashboards Reports Data Marts Dashboards Reports Training Data Manager Framework Transformer Query/Report TTT Query/Report Advanced Report Advanced Report
  18. 18. 17 Three-Year Costs Software 10% Training 11% Personnel 51% Consulting 28% Hardware >1% Personnel $1,542,845 Consulting $839,404 Training $334,899 Software $319,462 Hardware $7,327
  19. 19. 18 Business Value • Increased productivity, 55% reduction in report development time Pre ImplementationPre Implementation 100% of reports developed by IT staff100% of reports developed by IT staff 14.3 hrs. average development time per report14.3 hrs. average development time per report Post ImplementationPost Implementation Over 90% of reports developed by DFSOver 90% of reports developed by DFS management analystsmanagement analysts 6.5 hrs. average development time per report6.5 hrs. average development time per report
  20. 20. 19 Business Value • Improved access and case management Post ImplementationPost Implementation Ready access to information for decisionReady access to information for decision making by staff helps to determine best coursemaking by staff helps to determine best course of action on casesof action on cases Post ImplementationPost Implementation Central data store helps supervisors andCentral data store helps supervisors and managers quickly track and ensure policiesmanagers quickly track and ensure policies and procedures are followedand procedures are followed • Improved compliance Pre ImplementationPre Implementation Reports available before Cognos had to be importedReports 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 Implementation Data is more readily available for the media, CountyData is more readily available for the media, County Commissioners and Executive Management inCommissioners and Executive Management in desired formatsdesired formats
  21. 21. 20 Nucleus Research Financial Analysis Report ABOUT NUCLEUS RESEARCH Nucleus 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.
  22. 22. 21 Child Contacts Metric Sample of Daily Metric Sample of Daily Metric Sample of Daily Metric
  23. 23. 22 Placement Dashboard NewsItems Report Links
  24. 24. 23 Management Report Dashboard Report Links
  25. 25. 24 CHILD HAVEN POPULATION 2006-2010 YTD Child Haven Population trending down. Child Haven Population 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
  26. 26. 25 LENGTH OF STAY IN CARE CHILD HAVEN Downward Trend 0 2 4 6 8 10 12 14 16 18 2006 2007 2008 2009 2010 YTD Average Median
  27. 27. 26 CPS Response Time Report On-Time Response Percentage 0% 20% 40% 60% 80% 100% 2006 2007 2008 2009 Increase
  28. 28. 27 Overdue Investigations 0% 10% 20% 30% 40% 2006 2007 2008 2009 DownwardTrend
  29. 29. 28 Removals/Investigations (2010) 0 100 200 300 400 500 600 700 800 Jan Feb Mar Apr May Jun Jul Removal Count Investigation Count
  30. 30. 29 Other Successes • Implementation of Performance Based Management – Business processes are improved with fact-based decision making.
  31. 31. 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
  32. 32. 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: – Any SmartSite kiosk onsite – Each completed session survey increases your chance to win an Apple iPod Touch with daily drawing sponsored by Alliance Tech
  33. 33. 32 Eboni Washington Family Services Clark County, Nevada Office: 702-455-5983 Lori Higdon Information Technology Clark County, Nevada Office: 702-455-6899 Contact Information Booth Located: Business Analytics Section #020 lllllll lllllll lllllll lllllll lll
  34. 34. 33