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1989-05-30 Special Meeting I I I 51'3 " MINUTES OF SPECIAL MEETING, MAY 30, 1989 ASSEMBLY The New Hanover County Board of Commissioners met in Special Session on Tuesday, May 30, 1989, at 2:00 o'clock P.M. in the General Assembly Room of the New Hanover County Courthouse, 24 North Third Street, Wilmington, North Carolina. Members present were: Commissioners Jonathan Barfield, Sr.; W. Albert Corbett, Jr.; E. L. Mathews, Jr.; Vice-Chairman Nolan O'Neal; Chairman Fred Retchin; County Manager, G. Felix Cooper; Assistant County Manager, Mary Gornto; and Clerk to the Board, Lucie F. Harrell. Chairman Retchin called the Special Meeting to order stating the purpose of the meeting is to hear a presentation by Maximus on the operations, personnel, and programs of the New Hanover County Department of Social Services. He stated before hearing the presentation, the Cape Fear Council of Governments has requested adoption of a resolution endorsing a request for release of state funds. ADOPTION OF RESOLUTION REQUESTING THE STATE OF NORTH CAROLINA TO RELEASE FUNDS TO THE CAPE FEAR COUNCIL OF GOVERNMENTS Motion: Commissioner Corbett MOVED, SECONDED by Vice-Chairman O'Neal to adopt a resolution requesting the State to release New Hanover County's share of funds in the amount of $19,794.45 to the Region "0" Council of Governments at the earliest possible date in accordance with the provisions of Chapter 830 of the 1987 Session Laws (HB 1515). Upon vote, the MOTION CARRIED UNANIMOUSLY. A copy of the resolution is contained in Exhibit Book XVII, Page 14. COUNTY COMMISSIONERS MEETING OF JULY 3, 1989, RESCHEDULED TO JULY 10, 1989 Consensus: After discussion of Public Hearings being scheduled before the 4th of July holiday and the change of the June 19 meeting to June 26, 1989, it was the consensus of the Board to reschedule the July 3, 1989, meeting of the County Commissioners to July 10, 1989, at 7:30 o'clock P.M. PRESENTATION OF DEPARTMENT OF SOCIAL SERVICES MANAGEMENT STUDY BY MAXIMUS Dr. Bill B. Benton, Project Director and President of the Human Services Management Di vision of Maximus, expressed appreciation to the Department of Social Services and County Staff for the outstanding cooperation received during the performance of the DSS Management Study. He stated the purpose of the report was to conduct a study of operations, personnel and programs of the New Hanover County Department of Social Services with focus on the following items: --Organizational structure and management systems --Service delivery and workflow --Opportunities for increasing federal funding --Staffing Dr. Benton presented the following outline: 1. Organization Structure 2. Caseload Growth of Children's Services 3. After-Hours "Beeper" Workload 4. Adult Services Case load 5. Income Maintenance Organizational Structure 6. Income Maintenance Case load 7. DSS Expenditures Fiscal Year 1988-89 8. DSS Revenues excluding County Appropriations 9. Matching Rates of DSS Fund Sources .~ 5'1M~ES OF SPECIAL MEETING, MAY 30, 1989 (CONTINUED) Dr. Benton commented on administrative overhead stating the Department of Social Services is not top heavy. He introduced Ms. Phyllis Elliott, Project Manager and Vice-President of the Human Services Management Division of Maximus, to explain and summarize the human services needs of the County for the next five years. Ms. Elliott commented on the Public Forum stating citizens identified the following social services needs and suggested the following recommendations: 1. Children n HUMAN SERVICES NEEDS IDENTIFIED AT PUBLIC FORUM --Child abuse and neglect. --Foster Care and the need for additional homes. --Early intervention with a need to coordinate early childhood education and counseling activities from age 0-5. 2. Elderly --Alternatives to nursing homes. --Prevention of abuse and neglect of the elderly. --Transportation for the elderly. --Medical care for the elderly. 3. Training and Education --Social services staff training such as stress management and specialized training in child abuse and neglect. --Recipient training. --Community education. - --Need for county-wide system to facilitate access to services and employment. n 4. Transportation 5. Housing --Emergency housing for low income and the homeless. 6. Staffing --Specialized Child Protective Services Workers. --New Staff procedures that would stream procedures around eligibility or clarifying federally mandated programs so they can be more easily delivered. --Staff morale due to understaffing and overburdened caseloads. 7. Medical --Financial aid. --Medicaid funding. RECOMMENDATIONS RECEIVED AT PUBLIC FORUM 1. Training --Intensive specialized training in Child Protective Services. --More in-house emphasis on Stress Management. --Increased Foster Parent training particularly in cross-cultural ethnic groups. f' ! \ , -' 2. Staffing --Hire more staff particularly in the clerical area. --Increase Staff enthusiasm. ~ , , it ' . .~,. . . 5/..6 -., MINUTES OF SPECIAL MEETING, MAY 30, 1989 (CONTINUED) --Develop a teamwork environment within the community by utilizing informal and formal networking within the services community to spread the work load. --Institute productivity initiatives developing methods to work "smarter" rather than "harder". 3. Improved Communication --Inter/Intra-Agency Communications. --Interaction between Caseworker and Foster Parents. --Other services agencies and government agencies. 4. Community Involvement -7DSS should aggressively approach public information and education about DSS activities and how the Community can assist DSS in responding to needs. 5. Services Planning --Preparation of 5-Year Human Services Community Plan (Excellent model prepared by Pueblo, Colorado). --Planning for long-term care for children who have special needs and should not be placed in foster care homes. --Reduce paperwork, if possible. --Proactive rather than reactive--looking at prevention programs instead of reacting to the needs. --Centralized database that can be utilized by community services agencies. --Needs assessment. Ms. Elliott opportuni ties for Services: presented improvement the following strengths wi thin the Department of and Social REVIEW AREA - ORGANIZATIONAL STRUCTURE AND MANAGEMENT SYSTEMS Strengths --Agency-wide understanding of roles and responsibilities. --Clear lines of communication. --Broad support for current agency structure. --Strong staff identification with goals of agency and agency management. Opportunities for Improvement --Elevate Planning, research and overall monitoring to a staff office/function reporting to the Director to ensure on-going strategic planning and monitoring detached from on-going operations. --Develop and Maintain quantitative objects annually upon which to evaluate the agency's performance. --Re-emphasize orientation to pubiic Welfare Management by strengthening mission statement to reflect commitment to public accountability. --Conduct county-wide needs assessment on periodic basis to assure DSS activities match community needs. --Elevate community services liaison function to a Special Assistant level to assist the Director to develop, improve and maintain close working relationships with other community agencies. --Expand the role of direct supervisors in developing comprehensive position profiles in close cooperation with the County Personnel office to streamline the process for identifying appropriate candidates to file vacant DSS positions. REVIEW AREA - SERVICE DELIVERY AND WORKFLOW Strengths --Staff at all levels share strong client orientation. j / ( -MINUTES OF SPECIAL MEETING, MAY 30, 1989 (CONTINUED) --Client Processing for services distinct physical areas promotes operations and ensures client quick --Clerical Staff offer valiant effort processing. through separate and efficient and smooth access to service. in support of client Opportunities for Improvement --Implement a "state-of-the-art" case management and tracking system to streamline the service delivery flow by eliminating duplication of forms and reporting. The system should include capacity for the following items at an estimated cost of $362,500 ($250,000 for software development and $112,500 for equipment): 1. Central client registry. 2. Case tracking and status reporting. 3. Interface with other County and State automated systems, to promote information sharing and the download of basic or shared information. 4. Basic information and referral directory. 5. Generation of routine forms, letters and client notices. 6. Networking among divisions. 7. Management reporting. --Restructure After Hours "Beeper" Duty to relieve burden of 7-day, 24 hour responsibility of specific workers. --Contract out CHORE related services to relieve major turn- over, training and supervision concerns. --Consider expanding flexible hours of operation for Generic Unit to meet service demands. REVIEW AREA - GENERAL STAFFING Strengths --Staff displays strong commitment to agency mission. --DSS has high level of staff with college degrees. --DSS has relatively stable work force in social work and related services division. --Supervisors exhibit strong performance in areas of on-the-job training and worker development. --High level of staff involvement in agency outreach activities. Opportunities for Improvement --Improve opportunities for advancement. --Expand purchase of service options in CHORE services related programs to relieve burden of high turnover and training/supervision issues. --Restore staff development function to assure ongoing identification and satisfaction of training needs. --Reduce staff attendance at Board of Social Services meetings to increase staff availability for service delivery. --Increase agency communication through use of monthly or bi-monthly newsletter, distribution of condensed Board Minutes, and periodic meetings. --Implement automated case management and tracking system to ease clerical support and reporting burdens. --Expand training opportunities through a cost effective partnership with local institutions of higher education. --Work with County Personnel office to streamline hiring process. I , , k S1~ ~ \ \ . , ?------.) '-...: Cl \.~~ ~ c:\ t "---Y ~ I I I MINUTES OF SPECIAL MEETING, MAY 30, 1989 (CONTINUED) 51'7 " STUDY AREA - OTHER CONSIDERATIONS FROM ON-SITE OBSERVATIONS Strengths --Board of Social Services shows strong commitment and serious sense of purpose. --Service Community reports good perception of information networking and cooperation. --DSS enjoys frequent positive media coverage. --Perceptions of positive impact of new facility on client processing, workflow, and employee morale. Opportunities for Improvement --Clarify DSS role in community to eliminate community perceptions and confusion regarding human services planning and service delivery responsibility. --Improve communications and working relationships with other community agencies through elevated function of community liaison responsibilities. This can be done by creating a Deputy Director position or elevating the current liaison position to the Office of the Director. --Monitor the use of meeting/conference rooms, interview rooms, and other non-worker designated space through usage logs to determine the need to reallocate space to meet confidentiality concerns and probable shortage in worker/ supervisor/clerical space. Dr. Bill Benton presented the following data with reference federal funding: Strengths --County indirect cost plan appears to recover maximum federal financial participation. --Direct charging of DSS Building and lease costs maximizes federal funding participation. --Requiring New Hanover Memorial Hospital to pay non-federal share reduces cost to DSS. Opportunities for Improvement --The County should be aggressive in implementing Welfare Reform (JOBS Program and Child Day Care). --The County may be able to increase federal funding participation for Child Welfare Administration and Staff Training. --The County should establish or enforce stronger parental support for Child Welfare and fees for other social services. --The County should increase participation of the private sector and community. Discussion was held on the Welfare Reform Act and provisions for states to implement a Jobs Opportunities and Basic Skills program effective July 1, 1989. The benefits achieved by implementation of this legislation in New Hanover County are as follows: (1) the percentage of AFDC recipients who are employed would increase; ( 2) the County's AFDC case load would decrease; (3) additional job skills training and basic education would be made available to County residents; (4) child day care services would be more widely available; and (5) the County would receive additional federal funding. North Carolina is not moving toward implementation of this legislation; therefore, the State will forfeit the $2.3 million which has been set aside to cover costs incurred for the period July 1 through September 30, 1989. Commissioner Barfield stressed the importance of reducing welfare recipients by employment and recommended writing a letter to the Governor and State officials to encourage implementation of the Welfare Reform Act. ~ 518NUTES OF SPECIAL MEETING, MAY 30, 1989 (CONTINUED) Consensus: It was the consensus of the Board to direct the Clerk to write a letter to the Governor, Lt. Governor, Speaker of the House, Senate Pro Tem, and local Legislators encouraging support for prompt implementation of welfare reform in North Carolina expressing the interest of New Hanover County in being at the forefront of the implementation process. Dr. Benton stated the Adoption Assistance and Child Welfare Act of 1980 provided substantial additional federal funding under Title IV-E to support state and local foster care and adoption programs. He stated North Carolina has failed to take full advantage of the additional financing provided under Title IV-E; however, the Department of Social Services does an excellent job in determining and processing its children for IV-E eligibility. At last count, 58 of 103 children in substitute care have been found eligible which produces a 56% eligibility rate which is among the highest across the country. For every child found IV-E eligible, the County receives 84.09% State and Federal funding instead of the 50% funding received for children who have not been found eligible for IV-E. In addition, the maximum payment rate has also increased for IV-E eligible children from $107.50 to $180.75 per month. n Dr. Benton listed the following areas under Title IV-E which provide an opportunity for the County to increase federal funding participation: 1. Administrative Costs: In addition to participating in costs of caring for children in out-of-home placements, IV-E will participate in "administrative costs" such as referral of services, preparation for and participation in judicial determinations, placements of the child, development of the case plan, case reviews, case management and supervision. Dr. Benton stated failure to document and claim these costs 0 by the State has forced the State to rely on Social Services Block Grant and Title IV-B funds, which are capped, and have forced counties to pay 100% of all costs above the cap from local funds. He recommended the County documenting its IV-E administrative costs and presenting them to the State with the understanding that the additional federal funds to be received will be returned to the County. 2. Training Costs: Title IV-E authorized 75% federal funding participating in IV-E staff training. Allow- able costs include both training expenditures and costs associated with staff participation in the training. Dr. Benton stated although the County has eliminated the most visible training resources, a significant amount of departmental staff time is devoted to on-the-job training. If DSS were to make full use of Title IV-E funds, it could receive addi tional federal funding, more consistent training, and free supervisory time which is currently devoted to preparing for and delivering training. He stated many states are utilizing community colleges and other institutions of higher education to provide training with 75% of costs federally funded and 25% contributed by the community colleges. He stated the same financing mechanism can be used to provide needed training in n support of income maintenance, employment, and the child support enforcement staff. \ . 3. Parental Costs for Children in Substitute Care and Other Child Welfare Services: Establish an aggressive program for enforcing parental fees for substitute care and other child welfare services. Dr. Benton stated Jefferson County, Colorado and Hennepin County, Minnesota have established this program and have increased revenues and reduced the number of voluntary placements \ \ ~ I I I MINUTES OF SPECIAL MEETING, MAY 30, 1989 (CONTINUED) 51 9 ., in substitute care. He recommended that the Department of Social Services institute an aggressive policy for establishing and enforcing parental liability for the costs of at least substitute care, if not most social services. 4. Involvement of Private Sector and Community: Employer provision of child day care; participation in the provision of child care, distribution of surplus commodities, and paraprofessional services; and harnessing of civic spirit by providing or stimulating opportunities for volunteerism within DSS and DSS sponsored programs. Dr. Benton recommended stimulating the private sector and community into donation of funds which can be used as federal and state matching funds. Discussion was held on the amount of time involved in developing a program with Cape Fear Community College, and if Maximus would be willing to assist with this recommendation at no additional charge. Dr. Benton stated a training program could be implemented by January or February 1990, and that Maximus would assist at no additional cost. STAFFING OF THE DEPARTMENT OF SOCIAL SERVICES Dr. Benton presented background information on the "professional fractionated method" and "best practices" estimates used in analyzing DSS staffing stating a summary of the analysis appears as Exhibit VI-1 on Page VI-3 of the report. He presented the following recommendations to reduce the need for additional staff: 1. Implementation of an automated case management system. 2. Rethink the process of Serial Case Management, which imposes a substantial burden of data collection on departmental clients and staff, and consider implementing a new approach to case management referred to as the Single Case Manager. 3. Reduce the amount of time professionals spend in providing transportation services by reimbursement of clients for self-transportation, increased use of paraprofessionals, or contracting for transportation services. The following breakdown of DSS staffing was presented: FOOD STAMPS: DSS currently employs 31 staff to perform the duties associated with Food Stamps intake, ongoing services, and issuance. The "best practices" panel recommends an increase of 9 posi tions ; however, no increase in staf f ing is recommended by Maximus but the following recommendations should be implemented: A. Reduce from 15 to 5 minutes the amount of time involved in the disposition of cases found eligible or ineligible through the implementation of an automated case management system. B. Reduce from 22% the percentage of cases found ineligible because of a failure to provide verification data through better advice to applicants on their responsibility to bring with them the information necessary to verify income, rent, or other expenses. C. Establish as part of an automated case management system the ability to reinstate cases which are moved off of assistance. D. Shift to supervisors the responsibility for keeping current with new policy changes by providing the line workers with desk guides addressing the more stable policy involved in the processing of most Food Stamps cases. E. Reduce pick up and deli very time of the Food Stamps issuance staff by contracting for pick up and delivery with financial institution or an armored car service. ~ 5di6nr:ms OF SPECIAL MEETING, MAY 30, 1989 (CONTINUED) SPIRIT/FRAUD: DSS currently employs 13 staff in its SPIRIT/Fraud unit. Neither the "best practices" panel nor Maximus recommend any change in staff for this unit; however, the following recommendations should be implemented: A. Reduce reliance on this unit for special projects which jeopardize the advantageous rate of federal financial participation earned for fraud investigation. B. Increase the proportion of AFDC cases investigated by this unit decreasing the percentage of Food Stamp cases. n C. Establish a relationship with the courts which would reduce the amount of staff time spent in waiting for and participating in court hearings. PUBLIC ASSISTANCE: DSS currently employs 47 staff in administration of public assistance programs. The "best practices" panel recommends an increase of 15 staff and Maximus recommends an increase of 14 with the following recommendations being implemented: A. Increase screening of Medicaid inquires to a level approaching the screening of Food Stamp issuances reducing the amount of staff and applicant time wasted on ineligible applications. B. Shift the responsibility of assembling to clerical staff to assure that an redetermination is made with the benefit verification of employment and other data. verification data application or of "up front" C. Increase the percentage of AFDC cases referred to fraud investigati9n from 0.5% to at least 2%. D. Increase the percentage recoupment of overpayments to 5%. of cases involving the n CHILD SUPPORT: DSS currently devotes 11 staff to the enforcement of child support. The "best practices" panel would increase this level to 15. Maximus recommends an increase of 3 positions with the following recommendations being implemented: A. Reduce the amount of time devoted to case preparation through the implementation of an automated case management system which would transfer requisite data on AFDC cases from the public assistance unit to child support. B. Increase the percentage of voluntary court orders, reducing the number of cases which can require up to five hours to process through the courts. C. Utilize an automated case management system to generate the forms necessary to effect interstate child support enforcement actions. DATA ENTRY: DSS employes 5 staff. The "best practices" panel recommends doubling staff to a total of 11 positions. Maximus recommends no increase in staff based on the belief that an automated case management system would reduce the volume of data entry required and would be capable of uploading data to other systems now dependent upon the data entry unit. r i \.. -) CHILDREN'S SERVICES: DSS employees 33 staff. The "best practices" panel would increase the number to 63; however, Maximus recommends an increase of 8 positions with the following recommendations being implemented: A. Establish an automated case management system which would reduce duplicate data collection/and the effort required to generate forms and referrals. / I I \ I I I MINUTES OF SPECIAL MEETING, MAY 30, 1989 (CONTINUED) 521 " B. Effect an approach to case management which reduces the burden on staff and clients involved in transferring the case from one worker to another. C. Delegate to clerical staff scheduling appointments, transferring collateral contacts. the responsibility cases, referrals, for and D. Reduce the percentage of out-of-county foster care placements which remove children from the community and require an inordinate amount of staff time to administer. E. Decrease parent training, Community College. the amount of staff time devoted to foster shifting that responsibility to Cape Fear COMMUNITY AND SUPPORT SERVICES: DSS employs 15 staff in administration of community and support services. The "best practices" panel would more than double that number increasing the size to 33 positions. Maximus recommends an increase of 6 posi tions. This increase in staffing would expand the Department's employment program, fully implement the Job Opportunities and Basic Skills program authorized by the Family Support Act of 1988 if adopted by the State of North Carolina. ADULT SERVICES: DSS employs 11 staff. The "best practices" panel recommends increasing staff to 13 positions. Maximus recommends no increase in positions as a result of the automated case management system and contracting out CHORE Services. Dr. Benton stated Maximus recommends an additional 29 positions for the Department of Social Services. This figure includes the 28 positions as identified and one Assistant Director or elevated liaison position in the Office of the Director of Social Services to strengthen planning and evaluation functions. Discussion was held on the 28 recommended positions. Commissioner Barfield asked if these positions are immediately needed. Dr. Benton stated 28 positions will allow a much more efficient delivery of services and relieve the burden being place on clerical staff; however, if the County does not concur with increased staffing, Maximus will prepare recommendations that can be implemented with a reduced number of new positions. Commissioner Mathews commented on the physical space asking if the facility is arranged correctly to handle the present workload? Dr. Benton stated the space is adequate and very well laid out; however, one problem observed is a lack of confidentially which can be resolved by utilizing and scheduling of common areas such as meeting and conference rooms. Chairman Retchin expressed appreciation to Dr. Benton and Ms. Elliott for an excellent presentation. Consensus: Discussion was held on the 1989/90 Budget Request for the Department of Social Services. It was the consensus of the Board for Maximus to prepare a letter explaining the cost benefi ts for each recommendation by June 5, 1989, and schedule another Work Session to further discuss the final report and recommendations. A copy of the report is on file in the Clerk's office. ADJOURNMENT Commissioner Barfield MOVED, SECONDED by Commissioner Corbett to adjourn. Upon vote, the MOTION CARRIED UNANIMOUSLY. ~ E)~ES OF SPECIAL MEETING, MAY 30, 1989 (CONTINUED) Chairman Retchin adjourned the meeting at 4:27 o'clock P.M. Respectfully submitted, q?,v~ Lucie F. Harrell Clerk to the Board n f4:nfij~~ OF REGULAR MEETING OF NEW HANOVER COUNTY BOARD OF COMMISSIONERS - JUNE 5, 1989 ASSEMBLY The New Hanover County Board of Commissioners met in Regular Session on Monday, June 5,' 1989, at 4: 30 0' clock P.M. in the General Assembly Room of the New Hanover County Courthouse, 24 North Third Street, Wilmington, North Carolina. Members present were: Commissioners Jonathan Barfield, Sr.; W. Albert Corbett, Jr.; E. L. Mathews, Jr.; Vice-Chairman Nolan 0' Neal; Chairman Fred Retchin; County Manager, G. Felix Cooper; County Attorney, Robert W. Pope; and Deputy Clerk to the Board, Joyce B. Bragg. Chairman Retchin called the meeting to order. n APPOINTMENT AND ASSIGNMENT OF TERMS OF AIRPORT AUTHORITY Commissioner Retchin stated that it was necessary to appoint the members who will serve on the Airport Authority requesting a recommendation from the Airport Commission of staggered terms for its members. Mr. Jack Ashby, Chairman of the Airport Commission stated that the staggered terms recommended by the Airport Commission were as follows: Member Jack G. Ashby H. T. King, III Length of Term two years two years William Schwartz three years Paul E. Gregory Shirley T. McQueen four years four years Commissioners Mathews and Corbett suggested that two additional members be appointed at a later date. Chairman Ashby stated the Airport Commission had no objection to appointing up to nine members as stated in the proposed enabling act establishing the Authority. n Commissioner Corbett MOVED, SECONDED by Commissioner Mathews to appoint the present Airport Commission with terms as recommended as members of the New Hanover County International Airport Authority. Upon vote, the MOTION CARRIED UNANIMOUSLY. \ \.