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Enhanced Parental Involvement Collaboration EPIC

Overview. Performance ChallengesSan Francisco's Enhanced Parental Involvement Collaborative (EPIC)Project ResultsLessons Learned. Performance Challenges. High Presumed Income/Default OrdersLittle to no interaction with NCPs on Default/Presumed Income casesGrowing arrears debt for both welfare and non-welfare casesIncreased locate activities by staffLittle money getting to families.

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Enhanced Parental Involvement Collaboration EPIC

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    1. Enhanced Parental Involvement Collaboration (EPIC) San Francisco Department of Child Support Services Karen M. Roye, Director

    2. Overview Performance Challenges San Francisco’s Enhanced Parental Involvement Collaborative (EPIC) Project Results Lessons Learned

    3. Performance Challenges High Presumed Income/Default Orders Little to no interaction with NCPs on Default/Presumed Income cases Growing arrears debt for both welfare and non-welfare cases Increased locate activities by staff Little money getting to families

    4. EPIC - Project Goals Streamline establishment of orders procedures Reduce the number of non-collectable judgments and high arrears orders due to unreasonable and unrealistic establishment of orders Provide better customer service allowing Non-custodial Parent (NCP) participation

    5. Description The EPIC Model provides an alternative to traditional establishment of support orders by addressing educational, cultural, financial and institutional barriers encountered by Non-custodial Parents (NCP) and includes the NCP in the establishment process.

    6. Comparative Analysis Existing Process Is linear in concept and implementation (see flowchart) with each step requiring a followed progression Once each progression is completed the matter is rarely revisited Strengths The existing model is proficient Weaknesses Requires the NCP to engage in a legal process after 30 days notice Is based on an assumption that the NCP has a basic understanding of the legal process

    7. Comparative Analysis, Cont. EPIC Process As the EPIC alternative measures are implemented the process is simplified. Strengths Includes more outreach strategies Includes the NCP in the establishment processes NCPs are given opportunities to develop relationships with the child support professional Less default Judgments Weaknesses None identified

    8. Traditional Establishment Model

    9. Establishment Model – EPIC Model

    10. Alternative Measures of EPIC Alternative I: EPIC “COME AND GET IT” LETTER 3.6% Response to EPIC 0% Response to Standard Alternative II: Pre-Service Outreach 78% Response to EPIC No corresponding standard measure Alternative III: Service of Summons & Complaint with Friendly Flyer 1.2% Response to EPIC 32.3% Response to standard measure

    11. Alternative Measures Alternative IV: Post-Service Outreach 14.6% Response to EPIC 3.4% Response to Standard Alternative V: Status Conference 1.25% Response to EPIC No corresponding standard measure Alternative VI: Post Default Letter 0% Response to EPIC 0% Response to standard measure

    12. Effectiveness of Alternative and Standard Measures

    13. Project Results Service of Process – 899 Personal Service - 523 EPIC Cases (52%) – In house service Non-EPIC Cases (48%) – process server Sub-Service of Process - 366 EPIC Cases (21%) – In house service Non-EPIC Cases (79%) – process server Default Rate EPIC Cases (10%) Non-EPIC Cases (65%)

    14. Team Resources Staff 4 Child Support Professionals with working supervisor and support clerk, trained by Court Family Law Facilitator, who was integral in every aspect of EPIC startup Location - EPIC Team housed separately from other Operations staff Support & Outside Services - EPIC staff interviews their own clients and sends their own services to a service provider

    15. Other Highlights Interviews- The average length of interviews of EPIC participants is 45 minutes to an hour because of the direct contact involving personal service of process followed by resulting Stipulations and Answers Non-EPIC interviews average 25 to 30 minutes often with pressure to staff to get to the point of the interview as quickly as possible, dismissing the interviewee and moving on to the next customer EPIC procedures includes working closely with the San Francisco Sheriff Department’s Prisoner Legal Services (PLS) Program to assist NCPs incarcerated in local county facilities with their child support issues. This includes the PLS Attorney to provide the EPIC staff with the names of recently incarcerated individuals. The names are cross referenced with the EPIC database. The PLS Attorney will work closely with EPIC staff to establish paternity and a support order

    16. Other Highlights NCPs choosing not to contact EPIC are given the opportunity to appear on the San Francisco Unified Family Courts Default Status Calendar

    17. Lessons Learned …next steps implementation of the alternative that works - communication, communication, communication Communication with the court and with the NCPs Communication with staff and agencies regarding changing the organizational structure from functional to cradle-to-grave providing dedicated caseloads

    18. Lessons Learned …communication continued Use of the telephone whenever possible to speak to customers and not just send another letter as a means of doing something Communication that allows joining forces with the Sheriff’s Department, Public Defender and District Attorney, and Adult Probation to facilitate movement of non-confidential information between shared customers

    19. In Closing consider… Staffing Needs Training Local Government Requirements Flexibility Performance Communicate any changes to OCSE (They are your partners)

    20. Related Documents For additional information contact Maria Kam, Administrative Assistant San Francisco Department of Child Support Services 415-356-2959 or visit website at sfgov.org Submit questions to: Karen M. Roye, Director 415-356-2919

    21. Service of Process Comparison

    22. Historic Default Rate in SF

    23. Federal Performance Measures % of Open Cases with Support Orders

    24. Federal Performance Measures % of Current Support Collected

    25. Federal Performance Measures % of Cases with Arrears Collected

    26. Current Support Distributed On the Project Cases

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