2019 OC CSS Program Support Services - Year In Review

Orange County Child Support Services Program Support Services 2019 Year In Review



Letter from the Deputy Ian Rudge Orange County Department of Child Support Services (OC CSS) is dedicated to partnering with parents to facilitate the financial support of Orange County’s children. Within that mission, Program Support Service (PSS) units have a vital role to play in enabling the success of our customer-facing and case- working staff. Although we are often behind the scenes, PSS staff take pride in the big and small ways that we further the critical mission of “putting Cheerios on the table and sneakers on the feet.” This report provides a description of each division within Program Support Services as well as a summary of priorities, goals and accomplishments for the 2019 calendar year. Divisions within Program Support Services are headed by Senior Leaders and include Financial, Purchasing & Facilities Services, Policy & Process Management Services, Training & Marketing, and Research. Program Support also houses two embedded teams from centralized county agencies: Information Technology and Human Resources. Collectively, we work to ensure that operational divisions have the financial, technological, environmental, and analytical support they need to provide unparalleled public service. My thanks and congratulations to all who contributed to such a successful year; keep up the great work, the parents and children we serve are counting on us! 1

Orange County Child Support Services Program Support Services Table of Contents 1 Letter from the Deputy 3 Mission, Vision & Values 4 Organizational Chart 5 Human Resources 6 Information Technology 7 Administrative Services 8 Finance 9 Purchasing 10 Facilities 11 Safety & Emergency Management 12 Mail Services 13 Program Support Services 14 Policy & Process Management 15 Marketing & Communications 16 Training & Career Development 17 Research 18 Awards 19 Collaborative Accomplishments 20 Goals for 2020 2

Who We Are MISSION To facilitate the financial support of children by engaging parents and providing professional child support services. VISION To be a trusted partner of parents in securing financial stability for Orange County’s children. VALUES Teamwork and Collaboration Compassion and Encouragement Commitment to children Integrity and Respect Dedicated Customer Service Growth and Learning 3

Program Support Services Organizational Chart Steven Eldred Maria Arzola Rachael Vargas Jennifer Lampman Director Deputy Director Chief Deputy AM II Director Operations Administrative Ian Rudge Services Deputy Director David Ruvalcaba Program Support Services AM II Policy & Process Diane Greek AM II Management Services Human Resources Jolie Sheppick AM I Research Team Scott Holstein AM II Information Technology * Dotted lines indicate teams from separate agencies that are currently embedded in Orange County Child Support Services. 4

Human Resources The mission of Human Resource Services is to attract, retain, and develop a highly skilled and competent workforce so that County departments and agencies can provide outstanding services to their customers. Human Resource Services supports its partner departments and agencies by providing all human resource functions and services to promote a positive and safe work environment. HR Vision Diane Greek An effective team that serves our customers and creates an outstanding County workforce. Administrative Manager II Human Resources Key Accomplishments facilitated Goals for 2020 50over Support CSS in efforts to help achieve department goals for WdietTphraiarntnmtshefneetrs 2020 10 Continue to promote and provide a safe and friendly work noenwb o ahridre des environment for the Department 5

Infor mation Technology Information Technology at CSS is provided by Orange County Information Technology (OCIT) and the County’s shared services model. The onsite team is comprised of Applications Developers, Business Analysts, Network, and Desktop technicians. The team works closely with all areas of OC CSS business operations to ensure that network, voice, desktop computer, and application needs are met. IT Vision Scott Holstein Inspire change Administrative Manager II Focus on our customers Information Technology Services Deliver reliable and secure technology Key Accomplishments Web application development & Migration Growth & Rotational Opportunity App Learning Resource Center migration Web Caseworker management tool (CMT) migration Goals for 2020 IT Service Desk Complete the 2nd phase of implemented: Web CMT app development Skype for Business OneDrive Complete updates and Exchange Online adjustments to the G.R.O. App 2,328 Provide technical support and app development as rrseeeqsrouvleivcseetds needed by CSS 6

Administrative Services The Administrative Services division consisting of Financial Services, Purchasing Services, Facility Management, and Mail Services, provides high quality, timely, and efficient support to all internal and external customers. Paul Chang Administrative Manager I Facilities, Maintenance & Mail Services Jennifer Lampman Jackqueline Ly Administrative Manager II Administrative Manager I Administrative Services Financial Services Our Leadership Strengths Amy Hernandez Administrative Manager I Purchasing Services 11% 5% 11% 25% 5% 16% 5% 30% 5% 5% 11% 21% 45% 11% 7

Financial Services The Financial Services team provides fiduciary control of the Department’s budget, coordinates monthly reimbursement claims to the State, and provides accurate, timely and useful financial information to support critical business decisions of the Department. In addition, Financial Services ensures payment for all goods and services utilized by the Department, manages payroll and coordinates staff travel arrangements. Key Accomplishments for 2019 Implemented online travel requests Goals for 2020 Met the zero-dollar net county cost limit Manage and coordinate the Increased online travel requests by 25% annual budget development process including as needed cost/ 11,313 benefit analysis and projections to assist the Executive Team in vtiemreicfairedds decision making. 2,866 Process accounts payable ifniqeul direieds invoices, travel requests, tuition 8,344 reimbursement and timecards in a timely manner. pinrovcoeiscseesd Provide quality customer service to staff, vendors and County partners. 8

Purchasing Services Goals for 2020 Increase usage of inter-agency cooperatives when available. Increase usage of DocuSign where feasible to abbreviate the signature timeframe. Complete 2020 County Procurement Office compliance review with no findings. The Purchasing Services team assists in facilitating department-wide purchase of goods and services, coordinates the competitive bidding process, manages Agenda Staff Reports for items requiring approval by the Board of Supervisors, maintains the list of all qualified vendors and ensures compliance with all County procurement requirements. In addition, Purchasing Services administers telecommunication equipment and office supply orders, procurement cards, leasing, software licenses, equipment replacement, Plans of Cooperation and professional services. Key Accomplishments for 2019 Executed Increased 91 Usage of regional cooperative nCeowntracts agreements The number of multi-year contracts implemented Reduced The number of contracts and solicitations needed The procurement timeframe 9

Facilities The Facilities division supports the Department through corrective and preventative maintenance programs. This involves overseeing building security as well as providing facility design, construction specifications, and project management services for building improvements. In addition, through its Safety and Emergency Management (SEM) team, Facilities oversees the Department’s Safety and Ergonomics program as required by Cal/OSHA and the County. Key Accomplishments Completed phase 1 of the 10th floor employee 3,154 break room Facilitated Integration of OCIT staff into the Child sercrvueicssetoroelmqvueeersdts Support Services building Executed Operational & Demobilization phases of Incident Management Training Goals for 2020 Maintain a safe and comfortable environment for both staff and customers. Strive to continuously improve the consistency and quality of service. Increase employee safety awareness and implement training exercises to ensure a safe environment for both staff and customers. Provide excellent customer service to all staff and respond to requests for training and ergonomic evaluations in a timely manner. 10

Safety & Emergency Management The Safety and Emergency Management (SEM) Office administers the Department’s Safety Programs as required by Cal/OSHA, conducts ergonomic assessments to prevent further injury, executes yearly Incident Management Team exercises and provides general guidance on all health, safety and emergency management issues. In addition, the SEM Office conducts monthly two-way radio drills as well as fire extinguisher, elevator and disaster cabinet inspections. SEM also leads evacuation drills and distributes educational information through trainings and communications with the goal of promoting staff safety and wellbeing. Key Accomplishments for 2019 Executed Operational & Demobilization Goals for 2020 Phases of Incident Management Training Increase employee safety Provided an Emergency Procedures Quick awareness Reference Guide to all staff highlighting key safety elements Implement training exercises to strengthen the Provided Emergency Preparedness Kits for safety culture at CSS. all CSS staff to promote emergency preparedness conducted 86 Eragsosneosmsimc ents 11

Mail Services The Mail Services division is responsible for the daily collection, sorting, metering, and delivery of all mail and courier pieces for the Department. In addition, Mail Services also completes document imaging, correspondence, validation, tasking, and coordination of other mail-related activities in support of Enforcement, Case Initiation, and Post Order teams. Key Accomplishments for 2019 Improved business practices by: Goals for 2020 Consolidating office assistant duties Integrate Teams A and B’s Creating a second mail services team responsibilities to create greater efficiency and accountability for processed the Department. m6do9ca5uim,l6een9td0s Increase document imaging duties to increase consistency in imaging process and provide greater service to the Department. received 2,313 cphailydmsuepnpotrst 12

Program Support Services Program Support Services (PSS) is comprised of three high profile teams – Marketing & Communications (MCT), Training & Career Development (TCD) and Policy & Process Management (P&PM). With a total of 22 staff, PSS is a department-wide service provider that provides quality customer service and professional-level deliverables in a timely manner. PSS teams are interrelated due to their participation in many of the same department-wide projects and initiatives; however, each team is unique in its functions. David Ruvalcaba Lynette Favors Administrative Manager II Administrative Manager I Program Support Services Management Policy & Process Management Our Leadership Strengths Velita Rish Administrative Manager I Marketing & Communications, Training & Career Development 7% 7% 7% 7% 13% 33% 13% 13% 20% 7% 7% 13% 7% 33% 7% 7% Harmony 13

Policy & Process Management The core function of P&PM is to interpret and document the most current statewide policy and legislative changes in a manner that is useful to staff during their casework activities. The team ensures compliance by conducting quarterly Data Reliability and Compliance Audits as well as releasing regular communications to staff. In addition, P&PM collaborates with other teams throughout the department to achieve project goals and fields policy and process inquiries from internal customers. Key Accomplishments for 2019 Goals for 2020 Completed Learning Resource Center To provide the department with migration the most current business Participated in the Foster Care Analysis practices and processes in a Implemented Service Now for clear, purposeful and timely troubleshooting and reporting program manner. issues Developed and delivered department-wide Roll out Customer Text roadshows Messaging capability throughout the Department 2,258 frsieeeqrluvdeiesctdes 14

Marketing & Communications The Marketing & Communications Team (MCT) conceptualizes, implements and manages internal and external marketing campaigns that raise awareness of OC CSS’ services and availability to the community. In doing so, MCT develops, designs and maintains both existing and new publications, manages social media, releases quarterly newsletters for internal/external audiences, and leads the Agency’s branding and messaging efforts. Key Accomplishments for 2019 Completed a website refresh 89 Released 4 department-wide, quarterly support report newsletters special Released the annual Child Support Matters newsletter cPoRmOpJ lEeCtTedS Supported department-wide initiatives Goals for 2020 To conceptualize, implement and manage internal and external marketing campaigns that raise awareness of OC CSS’ services and availability to the community. 15

Training & Career Development Training & Career Development (TCD) promotes the effective, efficient and professional job performance of OC CSS staff by providing relevant, timely, and comprehensive training. Through constant assessment and monitoring of Department needs and staff interests, TCD develops and delivers training curricula for employees of CSS that meet business needs while stimulating staff growth and development. Key Accomplishments Goals for 2020 Implemented department-wide To provide a learning environment individual growth plans for staff and curricula that supports the Facilitated the 4th annual personal and professional growth supervisors’ offsite meeting of all OC CSS staff. Hosted a department-wide Poverty Simulation over 6,000 hours of t rfaaciilnitiantegd 16

Research Team The Research Team gathers, analyzes and distributes critical Goals for 2020 information on our department’s service delivery performance, activities and outcomes. The team helps equip managers with Complete Executive-level information on best practices, guidelines and metrics to shape initiatives policies and business practices. Research also conducts ad-hoc research studies on topics to support the unique informational Leverage SAS VA for needs of units throughout the department. reporting and self-service Predictive Analytics Key Accomplishments Data Analysis Models Leverage other tools such Credit Reporting Performance Prediction Model as Python for Foster Care Analysis Call Center Staffing Prediction unstructured data Legislative Analysis Model analysis Contempt Analysis 152 Do more team building and bonding 7ad-hoc Delivered cdoatma rpeqlueetstesd data r e statquests to the e 17

Awards OC CSS’s innovative, customer-centric culture and drive for excellence has resulted in both local and national recognition. In 2019, the Department received several awards for programs and initiatives deployed for both county– and state-wide benefit. Among them in Program Support were two for the Research Team’s work in Predictive Analytics and two for the Marketing Team’s innovative approach in public awareness through marketing. The National Child Support Enforcement Association (NCSEA) Program Awareness Award recognizes the effectiveness of media relations and public outreach in disseminating child support program information to the public. In 2019, OC CSS won this award for exemplary work in its public awareness campaign. The Western Intergovernmental Child Support Engagement Council (WICSEC) Program Engagement Award honors organizational outreach efforts that create a positive public image of the child support program. OC CSS received this award for the Marketing Team’s implementation of a public awareness campaign through both print and digital media. The National Association of Counties (NACo) awards counties for their implementation of innovative programs that enhance residents’ quality of life. OC CSS received an award in the category of Innovative Technology for the Research Team’s work in leveraging predictive analytics to develop a series of predictive tools and models which improved business function and increased accuracy in the provision of services to customers. The Orange County Business Council (OCBC) Program Awards recognize outstanding and innovative programs in economic and business development that retain or generate jobs and investment on an ongoing basis. OC CSS was recognized for the Research Team’s work in predictive analytics, specifically its development and implementation of innovative models such as the Order Setting Model which was integrated into the court system to help commissioners identify and set appropriate order amounts for non-custodial parents. 18

Collaborative Accomplishments Throughout 2019, Program Support Services set and achieved high-priority goals to meet a broad range of business and staff needs. Through collaboration across multiple areas and partnership with the Operations department, the following projects and initiatives were moved forward and completed. Employee Engagement As follow-up to the 2018 Employee Satisfaction Survey, the CSS Executive Team sponsored a Senior Leadership initiative to conduct Employee Engagement Focus Groups. The focus groups lead in the latest phase of the overarching Employee Engagement Initiative and were held with the purpose of gaining insight and direction in the Department’s goal to improve employee overall satisfaction in the workplace. Several recommendations were developed as a result of the data collected and a series of next steps are set to be executed in 2020. Poverty Simulation In late 2019, Executive and Senior Leadership sponsored and supported the dissemination of a Department-wide Poverty Simulation training. The simulation was facilitated by the Training & Career Development Team and supported by several volunteer staff from both Program Support and Operations. The purpose of the training was to increase sensitivity and awareness of barriers faced by those living below the poverty line within Orange County. Throughout the simulation, staff experienced common struggles faced by low income families and identified ways to help our customers to better navigate the child support process and promote their success in achieving financial stability. Digital Marketing Grant In 2018, OC CSS was awarded a digital marketing grant by the Office of Child Support Enforcement (OCSE). The grant was utilized to explore digital marketing opportunities to increase public awareness of services. To achieve this goal, MCT developed and deployed audio-visual ads through iHeartRadio and Pandora to reach single-parent households within seven targeted zip codes. In 2019, MCT partnered with the Research and Purchasing Teams to refine campaign strategies and procure contracts with vendors to expand advertisement methods across several social media platforms. As OC CSS enters the final phase of the of the grant cycle, MCT will collaborate with vendors to develop and deploy new content through Facebook, Instagram, YouTube and other mobile apps with the goal of increasing case openings and broadening overall public awareness. 19

Goals for 2020 As the 2020 calendar year progresses, Program Support Services will continue to work toward goals set through both current and new initiatives. High level department-wide objectives involve: Employee Engagement Pulse surveys Planning and implementation of e-filing options with local courts The development and execution of an IT Investment Strategic Plan Case Management Tool Phase II development G.R.O. App Phase II development Solicitation and contract award for augmented locate vendor services Complete the final phase of the Digital Marketing Grant Expansion of the public awareness campaign to social media platforms Continue to evaluate options for retiring foster care case enforcement coming soon Python The Research Team is bringing a new level of data aggregation to CSS through the use of Python software. Python uses high-level coding language to create programs by absorbing large amounts of information in a short period of time. Through its automation feature, data can be updated through Python as needed, reducing the time it takes to complete tasks such as reporting and data aggregation. In addition, the Research team can use features such as web scraping and geo-coding to mine data from all over the internet, allowing faster verification of customer addresses and more accurate identification of target outreach locations. Python will not only change the game for OC CSS but will also benefit counties across the state who will receive reports and data provided by our Research Team. Facility Updates In 2019, the Facilities Team took steps in a multi-phase project to design and deploy a new employee breakroom on the 10th floor. By the end of the year, the breakroom was fully functional and offered employees a new dining area equipped with multiple vending machines. The second phase of the project brought a lounge area featuring a large sofa accented with modern décor and, perhaps most notably, a big screen TV with cable. The final phase of the breakroom will consist of the installation of lounge chairs facing out toward the full length windows, offering staff the option to relax, recharge and enjoy the view. Additional changes include new furniture in the Community Resource Center and Customer Service Contact lobbies. These updates will refresh the space while providing customers a comfortable experience when visiting our office. 20



Orange County Department of Child Support Services 1055 N. Main Street Santa Ana, CA 92701