winningwithncps by Z1Z6njB

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									 Creative Approaches
for Winning with NCPs

    Presenter: Joan Kennedy, Director
    Mecklenburg County Child Support
                        Enforcement
                  The Father Factor
The loving and nurturing father improves outcomes for children, families and
communities

Children with involved, loving fathers are significantly more likely to do well in
school, have healthy self-esteem, exhibit empathy and pro-social behavior, and
avoid high-risk behaviors including drug use, truancy, and criminal activity.

Negative impacts of absent fathers can be reduced by developing family
centered strategies that support and strengthen the roles of fathers in needy
families:
-equipping men to be responsible fathers through skill-based parenting
education;
-assisting men to achieve financial stability in the form of more consistent and
higher earnings, and;
-supporting incarcerated fathers in the development of healthy marriages and
effective fathering skills.
Guiding Principles of working
with NCPs
   all fathers can be important contributors to
    the well-being of their children.
   parents are partners in raising their children,
    even when they do not live in the same
    household.
   the roles fathers play in families is diverse
    and related to cultural and community norms.
Guiding Principles of working
with NCPs
   men should receive the education and
    support necessary to prepare them for the
    responsibility of parenthood.
   government can encourage and promote
    father involvement through its programs and
    through its own workforce policies.
Best Practices
1. NCP Orientations


   Educates NCPs on their rights and
    responsibilities when a party to a child
    support case.
   Operates under the presumption that most
    men want to be responsible fathers.
   Serves both English-speaking and LEP
    Customers
   Held Quarterly
Cont’d


   Key Partners join in the sessions as potential
    referral sources
   Genetic testing is available on site at each
    session
2. Job Center on the Go


   Partnership with Mecklenburg County Public
    Library
   Started as the MCPL Career Mobile featured
    in the Federal Child Support Quarterly
   Job Developer/Counselor meets with NCPs
    referred by caseworkers
   Services include soft skills and job placement
   Goal: regular and reliable payment of child
    support as a result of earning a livable wage.
3. Project FreshStart


   Targeted NCPs were those with a history of
    incarceration as a barrier to employment
   Two phases: pre-release and post-release
   Funding Source: Section 1115
    Demonstration Grant
   Referrals came from caseworkers, court,
    relatives, community based organizations,
    etc.
   Intensive job development provided by
    employment services vendor
4. Erasing Borders


   Target population were case participants in
    the Prince George’s County/Washington, DC
    Metropolitan Area.
   Geographic proximity and inability for legacy
    systems to communicate allowed many
    customers to open a case in both
    jurisdictions.
   Many NCPs had duplicate wage withholdings
    on the same case.
   No systematic process for timely
    exchange of information regarding policies
    and procedures
   Difference in obtaining Affidavit of
    Paternity
   Difference in age of majority
   Inefficient transmission of information
   Physical copies of documents often sent
    by mail
   Considerable delay in transmission of
    information from the courts
   Staff sharing as a solution
   Case clean up and elimination of duplication
    was the goal.
5. TriMetro Workforce
Collaborative
                         Greensboro-High Point




 Charlotte-Mecklenburg


                                            Fayetteville-Cumberland
A planning and development
project
   To develop employment services strategies
    to serve NCPs
   To identify key stakeholders, partners and
    collaborators that serve NCPs
   To test the efficacy of selected employment
    services strategies, for potential future
    implementation
   Funding Source: Section 1115 Grant from
    the Federal Office of Child Support
    Enforcement
   Project Length: 1 Year
   Two grant-funded staff
   Services customized to fit the participating
    region
   25 NCPs in each County selected for
    participation
Serves noncustodial parents
who
   Have work history
   Have been on UIB at some point in the 12
    months prior to program enrollment
   Are not meeting 100% of their child support
    obligation
   May have Medicaid involvement in the case
   GOAL: reemployment of the NCPs so that
    regular and reliable payment of child support
    can be made.
6. PUBLIC ASSISTANCE
DEBT REDUCTION
POLICY
  Owes a minimum of $15,000 in PA arrears;
  Enters into an agreement with CSE to make
   twenty-four (24) consecutive monthly
   payments on a timely basis for both current
                    provides opportunity
NCGS 110-135amount toward arrearages;
   support and an
for noncustodial parents (NCPs)
   and
who owe Public Assistance (PA)
  Abides by the terms of the agreement.
arrears to reduce that debt when the
Selection Process


   ACTS identifies eligible NCPs quarterly and
    makes a Debt Reduction Arrears Report
    available to local offices
   First Report issued in January 2006
Sample Report
The Process


   Caseworker contacts assigned NCPs to
    assess financial ability to make the agreed
    upon payments.
       NCP contact letter is used for initial contact
   Consent Order created if agreement to pay is
    reached.
   Upon judge’s signature, copy is retained in
    the court file
Sample Letter Verbiage

Due to a recent change in the law, you may be eligible for a reduction in
the amount of past due support owed under the terms of your court
order. By agreeing to consistently pay your current support due and an
additional amount to arrears for a 24 month period, the arrears you owe
that are designated as public assistance debt may be reduced by two
thirds (2/3) at the end of the 24 month time frame.

If you are interested in finding ou more information on this change,
please contact _____________ at telephone number _________
between the hours of _________ and _______.
   Case notes are added to the child support
    database, and a “Mail Worklist” item is
    added.
   Central Office Distribution Unit monitors
    compliance with the order.
   If the NCP fails to comply, the Distribution
    Unit notifies the caseworker via system note
    “DEBT REDUCTION DEFAULT”.
   Caseworker contacts NCP and attempts to
    renegotiate compliance.
   If renegotiated successfully, caseworker
    renotifies Distribution Unit for continued
    monitoring.
Compliance Benefits


   If NCP pays consistently for 24 consecutive
    months, Distribution Unit reduces the
    remaining PA arrears by two-thirds.
   Ex. Docket # 99CVD12345 covers a case
    owing $25,000 in PA arrears. Agreement
    reached to pay ongoing support, and arrears
    at $100/month.
-At the end of the 24 months agreement, arrears are
  assessed at $22,600.
   The reduction of the PA arrearages is
    calculated as follows:
      $22,600 x 2/3 = $15,074 total arrearage
      reduction
                 The Results
   Most jurisdictions have not aggressively
    pursued the option presented by this policy.
   Causes include philosophical differences of
    some local leadership who have not made it
    a priority.
   Causes also include reduced staff to focus on
    implementation.
   An additional cause includes lack of
    awareness of the policy option.
The Results – a statewide
survey

 We polled all State child support offices
  on the use of debt reduction in their
  offices.
 Twelve of 100 counties responded to
  the survey.
 Consensus among the respondents was
  that the concept is excellent and has
  potential to be a strong case
  management tool.
The Challenges


   Gaining local leadership support for
    aggressive pursuit of debt reduction
   Training staff on availability of this option and
    on implementation strategies
   Dedicating staff to implement policy in an
    environment of budgetary constraints driven
    by the economic downturn.
Implications for the future


   Opportunity to strengthen relationships with
    NCPs as partners in the management of their
    child support cases.
   Opportunity to recoup costs incurred by the
    State when providing public assistance to
    families in need.
   Improves performance of State’s child
    support program and increases the earning of
    federal incentive funds.

								
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