OQM, PaRTs, Sterling Overview

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Florida Department of Children and Families
Office of Quality Management
Child Welfare TQM Workshop
OQM, PaRTs, Sterling Overview
Performance Management Staff Mary
Gallagher Merlin Roulhac Ronnie Evans Marcia
Dukes Verita Glanton Bob Howard Angie
Stackhouse Coleman Zuber
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DCF Mission
Protect the Vulnerable, Promote Strong and
Economically Self-sufficient Families, and
Advance Personal and Family Recovery
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OQM Mission
Through an enterprise quality management system
that is customer focused, data driven and results
oriented the Office of Quality Management will
provide vital information and technical
assistance to assist contracted service providers
and department staff to achieve the DCF Mission
and to exceed federal and strategic performance
outcomes.
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OQM Mission
Through an enterprise quality management system
that is customer focused, data driven and results
oriented the Office of Quality Management will
provide vital information and technical
assistance to assist contracted service
providers and department staff to achieve the DCF
Mission and to exceed federal and strategic
performance outcomes.
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When I returned to DCF, I laid out a plan for
the future. This plan requires changing the
culture and soul of the agency in order for us to
meet organizational challenges with a focus on
exceeding all of our customer and stakeholder
needs. A business model, using principles based
on Sterling Criteria values and expectations will
enable us to achieve and sustain fundamental
change leading to positive outcomes for the
people we serve.
Lucy
Hadi, Secretary
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Sterling Core Values

• Customer-driven excellence
• Organizational and personal learning
• Valuing employees and partners
• Focus on the future
• Management by fact
• Social responsibility
• Focus on results and creating value
• Systems perspective

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Progress . . . To Date
Office of Provider Relations
Program Support
Office of Quality Management

• Capacity to communicate and work effectively with
  CBCs
• Provides support for program offices to meet
  challenges of changing roles and responsibilities
• Provides structure for integrated approach for
  quality assurance, contract monitoring and
  performance improvement activities

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DCF Strategic Plan Progress to Date
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Customer Populations Served
Children or Adults who have been abused,
neglected, exploited or at risk of abuse, neglect
or exploitation, and their families.
Families and Individuals in distressed /fragile
health or circumstances.
Individuals and Families at risk of or challenged
by substance abuse and/ or mental illness.
The Florida Tax Payer as a significant
stakeholder that requires evidence of efficiency
and effectiveness.
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Why is this Plan Unique?

• Organized by Population
• Developed using customer and stakeholder input
• Measurable Success Indicators
• Statewide focus on performance improvement
  through PaRTs
• Concept of spin off deployment plans
• Aligns District, Program Office and Support Area
  Initiatives

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Progress . . . To Date PaRTs Teams
DCF Population Outcomes

ACCESS Florida
Executive Direction and Support Services
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Teamwork Central Office, Zones, Districts,
Community Partners
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ALL OTHER PaRT TEAM MEMBERSHIP

• District/Region
• Operations
• Zone
• Program Office
• Resource Management
• Zone Operations Management
• Central Office
• Program Office
• Budget Office
• Quality Management
• Information Systems

ACCESS FloridaESS Refugee Services
Homelessness
Executive Direction Support
ServicesInformation ServicesOffice of the
SecretaryDistrict AdministrationAdministrative
Services
Executive Sponsors
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Family Safety PaRT Team Membership

• CBC
• CBC CEOs
• District / ZONE
• CBC Contract Managers
• Zone Budget
• Zone Quality Management
• HOMESAFENET
• Information Technology
• Program Office
• CENTRAL OFFICE
• Child Welfare Program
• Provider Relations
• Budget Office
• Contract Office

CHILD WELFARE
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Purpose

• Systematic approach to monitor, analyze and
  report performance
• Process aligned with DCF Strategic Plan and
  drives Success Indicators
• Ensures program resources are managed effectively
  and efficiently
• Quickly identifies performance and budget gaps
• Requires the development/ implementation of
  countermeasures that are based on cause and
  effect analysis
• Provides continual SWOT analysis
• Standardized documentation process with monthly
  status, progress and issues reported to DCF
  Leadership Team

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The Deming Cycle Adoption of a Problem Solving
Methodology
Progress . . . To Date

• PLAN Design or revise business process
  components to improve results
• DO Implement the plan and measure its
  performance
• CHECK Assess the measurements and report the
  results to decision makers
• ACT Decide on changes needed to improve the
  process

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Progress . . . To Date

• DCF Performance Dashboard
• Centralized point for DCF Performance Measures
• Displays CBC / Contract Performance Data
• Serves DCF staff, Community Providers,
  Legislative Staff, Public
• Organized by Strategic Success Indicators
• Tool for PaRTs Teams

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Performance Management

• Focus Laser focus on strategically linked high
  priority objectives drilling down and across
• Alignment Align objectives, measures and
  actions throughout DCF (i.e., cause and effect)
  to include CWLS
• Improvement Drive actions that improve
  underperformance in strategically aligned focus
  areas
• Reviews Drive business results through
  systematic and analytic management reviews at all
  levels

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Secretary Hadis PaRTs Message