STRATEGIC PLAN FY 2007-2012 October 1, 2006 2 CONTENTS Introduction……………………………………………………………….. ..…..…..…..5 Executive Summary ………………………..…………………………………..…… 11 Mission, Values and Guiding Principles ……..…….…………..………………..… 23 Vision ………………………..……………………………..……………..…………. 24 Populations Served ……………………….……………………………………….. . 25 Goals ……………………………………...……………………………………………25 Agency-wide Action Plans ……….………………..…….…………………..……….26 Action Plan………………….. ……………………………………………………….. 27 Highlights of the Environmental Scan ………….………………………………….. 39 Financial Performance …………………………………………………………….. ..47 Appendix A Technology Plan ………………………………………………………..49 Appendix B Summary of Capital Improvement Requests ………………………..53 Appendix C Key Performance Measures FY07-FY12 …………………………….55 Appendix D Performance on Previous Key Measures FY05-FY10 ……………..63 3 4 Sequoyah Memorial Office building P.O. Box 25352 Oklahoma City, OK 73125-0352 (405) 521-3646 * www.okdhs.org September 28, 2006 Claudia San Pedro Office of State Finance 2300 N. Lincoln, Room 122 Oklahoma City, OK 73105-4801 Dear Ms. San Pedro: Everyone at OKDHS is committed to achieving a goal that is bigger than any one office, larger than any program and greater than any single division. Though we are separated by policy, geography and structure, we are united by purpose. And any success achieved by any one of us contributes to our shared goal of building stronger families. We can all be proud that: • OKDHS collected more child support than anytime in state history. • OKDHS established more paternities than anytime in state history. • OKDHS certified a record number of persons, mostly children, to receive health care during the fiscal year through the Medicaid program. • OKDHS certified a record number of Oklahomans as Food Stamp recipients. About half of them were children. This benefit contributed to a level of healthy nutrition that, for low income Oklahomans, would have otherwise been impossible. • Adult Protective Services ensured the safety of more vulnerable adults than ever. OKDHS investigated a record number of cases of alleged abuse and neglect. • For an unprecedented eighth consecutive year, more than 1,000 foster children were authorized for adoption – all of their stories are different, but growing families by choice is an inspiring and compassionate event. We all face challenges bigger than we can overcome alone. So, we reach out. OKDHS is there. Oklahomans have been turning to OKDHS for 70 years. OKDHS cannot help them alone. We must also reach out. Through many, many partnerships we successfully serve hundreds of thousands of Oklahomans every year. Faith-based, corporate, non-profit, government or individual, our partners are as diverse as the people we serve and the challenges they face. This five-year plan highlights our collective efforts to serve families; to help more Oklahomans lead safer, healthier, more independent and productive lives. This great human movement is inspiring. We hope you catch our enthusiasm and are inspired to find new and creative ways to join our shared effort to strengthen Oklahoma’s families – there is no better foundation for a stronger Oklahoma. Sincerely, Howard H. Hendrick Director 5 6 OKLAHOMA DEPARTMENT OF HUMAN SERVICES OKLAHOMA DEPARTMENT OF HUMAN SERVICES KLAHOMA EPARTMENT OF AGENCY NUMBER 830 Sequoyah Office Building P.O. Box 25352 Oklahoma City, OK 73125-0352 AGENCY DIRECTOR Howard H. Hendrick OKLAHOMA COMMISSION FOR HUMAN SERVICES Richard DeVaughn, D.D.S., Chairman Ronald L. Mercer, Vice-Chairman Steve W. Beebe, Member Wayne Cunningham, Member Patrice Dills Douglas, Member Michael L. Peck, O.D., Member Garoldine (Gerri) Webb, Member Aneta F. Wilkinson, Member Rev. George E. Young Sr., Member 7 8 AGENCY MANAGEMENT AGENCY MANAGEMENT GENCY ANAGEMENT DIVISION/PROGRAM DIRECTORS DIVISION /PROGRAM DIRECTORS IVISION ROGRAM IRECTORS TIITLE TITLE TLE N AM E NAME AM E Chief Administrative Officer David Shafer Chief Financial Officer Phil Motley Chief Information Officer Marq Youngblood General Counsel Charles Waters Chief Operating Officer Farilyn Ballard Chief Coordinating Officer Raymond Haddock Advocate General Mark Jones Inspector General Mike Fairless & Stuart McCollom Director of Office Support Services Paula Hearn Director of Human Resources Management Ed Sweeney, Acting Director of Oklahoma Planning Council for Developmental Disabilities Ann Trudgeon Director of Family Support Services Mary Stalnaker Director of Children and Family Services Linda Smith Director of Field Operations Larry Johnson Director of Aging Services Carey Garland Director of Child Care Services Mark Lewis Director of Child Support Enforcement Gary Dart Director of Developmental Disabilities Services Jim Nicholson Director of Planning, Research and Connie Schlittler Statistics Director of Legislative Relations and Sharon Neuwald Policy Director of Communications George Johnson STRATEGIC PLAN CONTACT Connie Schlittler Phone: (405) 521-2907 9 PLANNING PROCESS PLANNING PROCESS The Commission, Director, and all stakeholders envision active partnerships among those receiving services, their families, provider organizations, and community leaders, dedicated to promoting quality of life, safety, and well-being for the people of Oklahoma. Strategic planning is a year-long process. The leadership teams regularly review and analyze information and data received. The Director provides semi-annual presentations to the Commission on client data, organizational trends and financial reports. A quarterly key indicators meeting is held to review the status of organizational performance. The Officers meet weekly and review trends, best practices, and develop the overall strategy for the organization. Divisional plans are developed based on the department’s overall plan and identified strategies. New federal and state mandates are reviewed throughout the year. OKDHS recognizes that in order to develop a strong strategic plan input from persons served, providers, employees, and the community is a necessary and valuable source of information. This information is reviewed throughout the year. 10 EXECUTIIVE SUMMARY EXECUTIVE SUMMARY XECUT VE UMMARY Oklahoma’s economy continues to trail the national average. • Among the 50 states, Oklahoma ranks 10th highest in poverty for families. 1 The number of families in poverty has increased over the past two years in spite of a healthy overall economy. 2 , 3 • The buying power of the minimum wage is declining significantly. Adjusting for inflation, the real value of the minimum wage has declined by 30 percent over the last 25 years, and by about 10 percent since 1998. • Behind Texas, New Mexico, and Mississippi, Oklahoma has the fourth- highest prevalence of families who don’t know where they will get their next meal. That ranking rises to first for families who also are experiencing hunger, according to the U.S. Department of Agriculture. 4 • There are more food stamp recipients, as well as applications. 1 U.S. Census 2 IBID 3 Oklahoma Department of Commerce 4 Daily Oklahoman, September 9, 2006 “Programs Helping Kids Eat” 11 In Oklahoma, the elderly segment of the population is growing dramatically. By 2020, one in seven Oklahomans will be at least 65 years of age, with the fastest growing segment being the 65-74 group followed by the 85 and older group. • Census 2004 estimates indicated Oklahoma ranked 27th in terms of percentage of the total population age 60 and over (625,967). • The very old (85+) population has experienced the most dramatic increases from 1980 to 2000. The very old group has risen from 33,981 in 1980 to 57,175 in 2000—an increase of 68.3 percent. • Oklahoma’s ADvantage Waiver program is experiencing rapid growth supporting Oklahomans living in the community rather than nursing home care. • Compared to the U.S., Oklahoma spends more Medicaid dollars on home and community based services and less on nursing homes and Intermediate Care Facilities for the Mentally Retarded (ICF/MR) clients. 12 Child safety continues to be an issue in Oklahoma. • Reported incidents of alleged child abuse and neglect continue to increase slightly, while confirmations have dropped slightly. • Oklahoma Department of Human Services investigates more than 50,000 incidents each year that contain allegations of serious or immediate threats to a child's safety. On average, OKDHS substantiates that more than 13,000 of those incidents are abuse and/or neglect. • In Fiscal Year 2006, 12,974 children were placed in out-of-home care. 13 • 1,066 children were adopted through the Oklahoma Department of Human Services in Fiscal Year 2006. • 1,336 children were in pending adoption placements in Fiscal Year 2006. Adoptions of Children in State or Tribal Custody There is a national trend of unmarried women giving birth. • Thirty-five percent of all births in 2003 were to unmarried women compared to 18 percent of births in 1980 5 . • Thirty-seven percent of births in Oklahoma in 2003 were to unmarried women between the ages of 15 and 44 compared to 30.9 percent in 1996. Oklahoma ranked 2nd highest among the 50 states and the District of Columbia during fiscal years 2000 through 2002. • Oklahoma has the 7th highest teen birth rate (2003). Oklahoma continues to experience high rates of divorce compared to other states. 5 TANF 6th Annual Report to Congress 14 • According to various polls and statistical census data, as recently as 1996 Oklahoma ranked near the top of the list for having the highest rate of divorce. • In addition, according to a 2001 statewide survey about marriage and divorce, 39 percent of Oklahoma adults, who have ever been married, have been divorced. Thirty-four percent of Oklahoma’s children live in single-parent families. 6 • Child Support Enforcement Division (CSED) continues to increase collections on behalf of children throughout the state. The number of families and children benefiting the program also continues to grow. 6 Oklahoma Kids Count 2006 15 The TANF (Temporary Assistance for Needy Families) program has reduced the number of families and children receiving assistance since the program’s inception in 1996. • Employment among low-income single mothers (earning below 200 percent of poverty), reported in the U. S. Census Bureau's Current Population Survey (CPS), has increased significantly since 1996. • Millions of parents have left welfare for work, reducing the TANF rolls nationally by nearly 60 percent, from about 4.4 million families in August 1996 to just 1.9 million families in September 2005. • Under the Deficit Reduction Act of 2005, states are required to assist even more TANF recipients in making the transition to employment. Also, they are expected to meet work participation rates and other critical program requirements in order to maintain their full Federal funding and avoid penalties. 16 Affordable childcare continues to be needed by Oklahoma families. • Almost 60 percent of Oklahoma children under the age of 13 live in homes where both parents or a single head of household works outside the home. 7 • Three quarters (76.5 percent) of children whose care is paid by subsidy receive child care in a Two or Three Star rated facility, up substantially from the 45.8 percent as reported in 2003 by Oklahoma Child Care Resource and Referral Association. 7 Oklahoma Child Care & Early Education Portfolio, 2005 17 Access to health care presents a challenge to Oklahoma. • One in five Oklahoma children have no insurance or were not insured for some period during the last year, compared to one in seven nationally. • More than 80,000 (9.6 percent) of Oklahoma’s children have a moderate or severe health problem. • One in ten children (9.1 percent) is impaired by a serious mental health problem. 8 • Applications for Medicaid have increased from the two previous fiscal years. 8 Oklahoma Kids Count 2005 18 Requests for services for persons with developmental disabilities outpace the state’s ability to provide services. • Approximately 17 percent of children in the United States younger than 18 years of age have a developmental disability, and approximately 1.4 million children (2 percent of U.S. school-aged children) have a serious developmental disability, which often requires lifelong supportive services. • Developmental disabilities are a diverse group of conditions characterized by physical, cognitive, psychological, sensory, and speech impairments that begin anytime during the developmental period (from birth through age 18 years). Examples of common developmental disabilities are mental retardation, cerebral palsy, autism, epilepsy, vision impairment, and hearing loss. In most cases (approximately 75 percent) the cause of the disability is not known. • Reported incidences of autism are increasing nationally. • Although more people receive specialized waiver services than previously, the waiting list for individuals in need of waiver services continues to grow. Time on the wait list is currently three years. 19 OKDHS continues to face critical workforce issues. • Thirty percent of the OKDHS workforce is eligible to retire by 2010. • Forty-three percent of OKDHS county directors were eligible to retire in October 2005. • By 2010, 28 percent of Adult Protective Services workers will be eligible to retire. • Nearly 17 percent of field supervisors are eligible to retire now; more than 40 percent will be eligible to retire by 2010. • Child welfare and child support enforcement workers continue to turnover rapidly. • A recent employee survey was conducted among 3,300 Field Operations employees. More than 2,000 employees responded and the findings are included below. What are the reasons you stay at your present job? (select the top 5) 20 OKDHS continues to seek opportunities to maximize emerging technology. • More business will be conducted in nontraditional settings using technology solutions. The trend of moving beyond the requirement to be tethered to a fixed office location and hardwire connection towards an option of "when and where" technology solutions and services will be useful to deliver business services. • Personal Computers (PCs), as well as PC-like devices, and mobile communications devices will become more prevalent in the workplace. While OKDHS predominantly uses fixed desktop PC workstations and a limited number of laptop PCs, by the end of calendar year 2006, more than 9,300 PCs will be replaced at OKDHS. More than one-third will be mobile PCs, 3,200 tablet PCs. Additionally, over 150 handheld Treo mobile devices, used for voice and email communications, are currently in use. • Technology is becoming more imbedded into business processes as a quantitative component and driven by business processes, not so much as an add-on or separate business function. In coming years, technology will be less distinguishable as separate from business functions and processes and more fused to the business processes. This process is termed “immersion.” • Another trend is building safeguards within the technology environment to ensure access to facilities, data and solutions, when and where needed, for those who are authorized. Efforts will assure prevention of intrusion by non-authorized persons or parties that may disrupt services or slow down technology infrastructure performance. • As desktop operating systems, third party products and tools become available and continue to evolve, collaboration among multiple employees becomes much easier. Collaboration through concurrent review of files and folders, live meetings, live training, and sharing of information of all kinds will become common in the workplace, improving productivity and reducing cost. 21 22 THE MIISSIION OF THE THE MISSION OF THE HE M SS ON OF THE OKLAHOMA DEPARTMENT OF HUMAN SERVIICES OKLAHOMA DEPARTMENT OF HUMAN SERVICES KLAHOMA EPARTMENT OF UMAN ERV CES S TO HELP NDIVIDUALS AND FAM LIES N NEED HELP THEMSELVES IIS TO HELP IINDIVIDUALS AND FAMIILIES IIN NEED HELP THEMSELVES IS TO HELP INDIVIDUALS AND FAMILIES IN NEED HELP THEMSELVES LEAD SAFER HEALTHIER, MORE INDEPENDENT AND LEAD SAFER,, HEALTHIIER, MORE IINDEPENDENT AND LEAD SAFER HEALTH ER MORE NDEPENDENT AND PRODUCTIVE LIVES. PRODUCT VE L VES PRODUCTIIVE LIIVES. VALUES AND GUIDING PRINCIPLES RESPECT WE BELIEVE IN THE HUMAN DIGNITY OF EVERY PERSON AND THAT EACH PERSON HAS A PURPOSE FOR LIVING. WE WILLTREAT ALL PEOPLE WITH DIGNITY, PROMOTE MUTUAL RESPECT AND MAXIMIZE THE PERSONAL POTENTIAL OF EACH PERSON WE SERVE. FAMILY WE BELIEVE THE FAMILY UNIT IS THE BASIC FOUNDATION OF OUR SOCIETY. WE WILL STRENGTHEN EACH FAMILY WE SERVE. ACCOUNTABILITY WE BELIEVE RESPONSIBLE ACTIONS ENHANCE ALL RELATIONSHIPS. WE WILL BE FISCALLY RESPONSIBLE IN THE ADMINISTRATION OF PUBLIC RESOURCES AND HOLD OURSELVES TO HIGH MORAL AND ETHICAL STANDARDS. MOTTO "STRONGER FAMILIES GROW BRIGHTER FUTURES" 23 VISION The Oklahoma Department of Human Services will have: An engaged and informed community; OKDHS will tell the story of improved lives. An informed community will create more productive partnerships. We will promote community values in order to get at root causes, bring public awareness to problems, and change the image of human services. We will change the way the community sees our agency and the way the agency sees itself. Creative solutions to complex challenges; and "The way we’ve always done it" will not suffice in today’s world. We will stretch ourselves and our agency to find creative solutions for the challenging issues facing individuals and families. We will demonstrate service, not only to our external clients, but to our internal clients as well. A technological advantage. OKDHS will operate with greater knowledge, efficiency and effectiveness because we have maximized decision-making and communications technology. Relationships will be enhanced –– client to agency, agency-to-agency, division- to-division, and person-to-person. We will narrow the digital divide, expanding capabilities and providing clients better service. Approved by: Oklahoma Commission for Human Services, June 13, 2000 24 LONG TERM GOALS OKDHS WIILL ASSIIST CLIIENTS TO BECOME IINDEPENDENT,, EMPLOYED,, PRODUCTIIVE OKDHS WILL ASSIST CLIENTS TO BECOME INDEPENDENT EMPLOYED PRODUCTIVE OKDHS W LL ASS ST CL ENTS TO BECOME NDEPENDENT EMPLOYED PRODUCT VE CITIZENS. C TIZENS CIITIZENS. OKDHS WIILL PROVIIDE SERVICES THAT SUPPORT AND STRENGTHEN THE FAMIILY AND OKDHS WILL PROVIDE SERVICES THAT SUPPORT AND STRENGTHEN THE FAMILY AND OKDHS W LL PROV D E SERVICES THAT SUPPORT AND STRENGTHEN THE FAM LY AND PROTECT IITS MEMBERS.. PROTECT TS MEMBERS PROTECT ITS MEMBERS OKDHS WIILL PROVIIDE SERVICES IIN HOME-- AND COMMUNIITY--BASED SETTIINGS.. OKDHS WILL PROVIDE SERVICES IN HOME AND COMMUNITY BASED SETTINGS OKDHS W L L PROV DE SERVICES N HOME AND COMMUN TY BASED SETT NGS OKDHS WIILL PROMOTE HEALTH CARE ACCESSIIBIILIITY.. OKDHS WILL PROMOTE HEALTH CARE ACCESSIBILITY OKDHS W LL PROMOTE HEALTH CARE ACCESS B L TY OKDHS WIILL CONTIINUOUSLY IIMPROVE SYSTEMS AND PROCESSES TO SUPPORT OKDHS WILL CONTINUOUSLY IMPROVE SYSTEMS AND PROCESSES TO SUPPORT OKDHS W LL CONT NUOUSLY MPROVE SYSTEMS AND PROCESSES TO SUPPORT ACHIIEVEMENT OF AGENCY GOALS.. ACH EVEMENT OF AGENCY GOALS ACHIEVEMENT OF AGENCY GOALS POPULATIONS SERVED CHIILDREN AND ADULTS WHO HAVE BEEN ABUSED,, NEGLECTED,, EXPLOIITED OR AT RIISK CHILDREN AND ADULTS WHO HAVE BEEN ABUSED NEGLECTED EXPLOITED OR AT RISK H LDREN AND ADULTS WHO HAVE BEEN ABUSED NEGLECTED EXPLO TED OR AT R SK OF ABUSE NEGLECT OR EXPLOITATION AND THEIR FAMILIES. OF ABUSE,, NEGLECT,, OR EXPLOIITATION AND THEIIR FAMIILIES. OF ABUSE NEGLECT OR EXPLO TATION AND THE R FAM LIES CHIILDREN,, ADULTS,, AND FAMIILIIES CHALLENGED BY DEVELOPMENTAL DIISABIILIITIIES.. CHILDREN ADULTS AND FAMILIES CHALLENGED BY DEVELOPMENTAL DISABILITIES H LDREN ADULTS AND FAM L ES CHALLENGED BY DEVELOPMENTAL D SAB L T ES CHIILDREN,, FAMIILIIES AND SENIIORS WITH FRAGIILE HEALTH OR DIISTRIISSED CHILDREN FAMILIES AND SENIORS WITH FRAGILE HEALTH OR DISTRISSED H LDREN FAM L ES AND SEN ORS WITH FRAG LE HEALTH OR D STR SSED CIRCUMSTANCES. C RCUMSTANCES CIIRCUMSTANCES. CHIILDREN AND FAMIILIIES IIN NEED OF QUALIITY CHIILD CARE.. CHILDREN AND FAMILIES IN NEED OF QUALITY CHILD CARE H LDREN AND FAM L ES N NEED OF QUAL TY CH LD CARE 25 AGENCY-WIIDE ACTIION PLANS AGENCY -WIDE ACTION PLANS GENCY W DE CT ON LANS Prevention, Diversion and Early Intervention OKDHS provides early intervention, diversion, and prevention programs that support families and children. Responsibility and Self Sufficiency OKDHS provides programs that encourage parents to be financially responsible for their children. Programs also provide incentives for employment and self-sufficiency for economically distressed families. Safety and Security OKDHS programs protect vulnerable children and adults from abuse and neglect. Permanency and Stability for Children OKDHS programs promote stability and seek permanent homes for children. Independence OKDHS programs assist seniors and persons with developmental disabilities to live successfully in the community. Resource Stewardship and Integrity OKDHS has processes that promote good stewardship of public funds and allow the agency to operate at a high level of integrity. 26 Performance Measures and Strategies GOAL 1:: OKDHS WIILL ASSIIST CLIIENTS TO BECOME IINDEPENDENT,, GOAL 1: OKDHS WILL ASSIST CLIENTS TO BECOME INDEPENDENT OAL 1 OKDHS W LL ASS ST CL ENTS TO BECOME NDEPENDENT EMPLOYED , PRODUCTIVE CITIZENS. EMPLOYED, PRODUCTIIVE CIITIZENS. EMPLOYED PRODUCT VE C TIZENS TRANSITION Success Indicators Strategies Increase work participation rates of the Assess underlying family problems as part of individuals who are hardest to serve in eligibility (access to childcare, literacy, workforce development systems. likelihood of substance abuse, etc.). Performance Measures: Identify opportunities with the family to move Percent of TANF cases closed for reason of into self-sufficiency. employment which have remained closed for three months. Provide resources to support employment activities (subsidized and unsubsidized Percent of TANF recipients meeting employment, work experience, on-the-job participation rate (in work activity 30 hours or training, job search, vocational training, job more per week) skills training, education directly related to employment). Analyze, develop, implement and monitor strategies that enhance work participation rates. SELF-SUFFICIENCY Success Indicators Strategies Increase self-sufficiency for families and Independent living services include life skills individuals with distressed/fragile health assessments, life skills development and circumstances. training, specialized community homes and services that focus on education, employment Performance Measures: and career planning for youth transitioning from Percent of youth eligible for Independent Living state or tribal custody. services and has received life skills assessment. Number of aging services volunteers. 27 28 GOAL 2:: OKDHS WIILL PROVIIDE SERVIICES THAT SUPPORT AND STRENGTHEN GOAL 2: OKDHS WILL PROVIDE SERVICES THAT SUPPORT AND STRENGTHEN OAL 2 OKDHS W LL PROV DE SERV CES THAT SUPPORT AND STRENGTHEN THE FAMIILY AND PROTECT IITS MEMBERS. THE FAMILY AND PROTECT ITS MEMBERS . THE FAM LY AND PROTECT TS MEMBERS PREVENTION AND EARLY INTERVENTION Success Indicators Strategies Increase number of children or adults Provide expanded and more appropriate remaining safely in their home and are not alternatives to removing children and adults subjected to abuse, neglect, or exploitation. from their homes that focus on prevention and early intervention. Performance Measures: Percentage of families receiving prevention services with no additional confirmed investigations or assessments within 12 months of case closures. Accept application and approve applications for Assure quality care for children. licensure of childcare providers and facilities. Performance Measures: Monitor facilities for compliance and investigate complaints. Percent of slots among Child Care Centers, Two Star or above Maintain involvement in community child care issues and promote public awareness. Percent of slots among Child Care Homes, Two Star or above Create incentives for improvements in child care providers through Reaching for the Stars Percent of children using the subsidy at Child Care Centers, Two Star or above. Provide training to early childhood educators through the Center for Early Childhood Percent of children utilizing the subsidy at Child Professional Development. Care Homes, Two Star or above. DIVERSION Success Indicators Strategies Provide a reliable source of support for all Identify funding for extraordinary remedies, children. elevating child support warrants, debt leveraging, and predictive dialing system. Performance Measures: Develop New Hire Employer penalty and car Percent of paternities established tag revocation legislation. Percent of child support orders established Review and expand on the tasks of existing process improvement teams. Percent of current support collected. Develop comprehensive locate tools. Problem solve with the courts. 29 SAFETY Success Indicators Strategies Improved child and adult safety by Monitor and refine protocols relating to enhanced quality and timeliness of acceptance of reports of maltreatment. response to reports of abuse, neglect, or exploitation. Revise, train, implement and monitor policy and protocols as established by the CPS Task Performance Measures: Force prioritization of reports of maltreatment and response time frames. Percent of Priority 1 Child Abuse and Neglect reports initiated within 24 hours. Analyze, develop, implement and monitor strategies that address risk factors for Percent of Priority 1 Child Abuse investigations maltreatment in out-of-home placements. completed within 60 days. Revise, train, and implement and monitor the Percent of adult abuse investigations initiated Risk/Safety Assessment and Safety Planning within established time frame. instruments and procedures per task force recommendations. Percent of adult long term care investigations initiated within 30 days. Increase efforts to educate the public, including policy-makers on the importance of protecting Number of Nursing Home Ombudsman the rights of older Oklahomans and preventing volunteer hours. elder abuse, neglect, and exploitation. Percent of nursing home allegations addressed without referral to enforcement agencies. NORMALCY Success Indicators Strategies Children with stable living environment. Develop and maintain an adequate number of high quality placement settings with qualified Performance Measures: personnel for out-of-home care that are properly resourced and appropriately matched Of children in out-of-home care six months or to clients’ needs. longer, the percentage who has remained in the same placement for six months or more. 30 PERMANENCE Success Indicators Strategies More children remain in or return to their Refine, train, implement, and continually home. assess, through family and stakeholder involvement, a reunification protocol which Performance Measures: includes risk and safety assessment, provision Percent of permanency planning cases with no of services, and monitoring of the family. additional confirmed investigations or assessment within 12 months of case closure. Pilot, assess, refine, train, replicate as appropriate and monitor the ecobehavioral model for OCS. Evaluate, implement and replicate practices promoting family (particularly father and sibling) connections. More children who are unable to remain in Secure safe, permanent homes for children in or return to their home will achieve timely the custody of the Department who cannot be and lasting permanence. returned to their birth parents. Performance Measures: One Church One Child: a nationally recognized Percentage of children with goal of adoption recruitment program is designed to find parents for that are in trial adoption. African-American children who need permanent homes. One Church One Child provides pre and post adoptive services; adoptive home Percent of children who achieve a finalized assessments, mentoring, recruitment, and adoption adoption. support groups. Number of custody children who are authorized Offer resource parents the opportunity to learn for adoptive placement. more about the children available for placement through OKDHS, and provides an opportunity for the family and OKDHS to assess whether placement is best for the family. 31 32 GOAL 3:: OKDHS WIILL PROVIIDE SERVIICES IIN HOME AND IIN GOAL 3: OKDHS WILL PROVIDE SERVICES IN HOME AND IN OAL 3 OKDHS W LL PROV DE SERV CES N HOME AND N COMMUNITY-BASED SETTINGS. COMMUNIITY-BASED SETTIINGS. COMMUN TY BASED SETT NGS SELF SUFFICIENCY Success Indicators Strategies Seniors able to maintain independence. Collaborate with partners to provide Performance Measures: transportation services for older Oklahomans to increase their access to services. Number of caregiver respite vouchers issued. Promote policies, programs and activities that Number of caregiver respite vouchers paid. support family caregivers. Number of home-delivered meals served Increase information and education provided to through Aging Services Division. the public, including employers, community agencies, organizations, and public officials on Number of congregate meals served. family caregiving and the importance of supporting family caregivers. Number of persons served in adult day services. Work with personal computer (PC) user special interest groups and other appropriate entities Number of riderships (persons served) such as universities, technical centers, and provided by Section 5310 Transportation libraries throughout the state to provide Program. computer training to older Oklahomans to increase their access to information. Number of ADvantage Program Home- Delivered Meals. Increased self-sufficiency for individuals Provide older Oklahomans information needed and families with distressed or fragile to increase their access to health, mental health circumstances. health, and social supports. Performance Measures: Provide information needed to make informed decisions about care options, to plan ahead for Number of persons served through State Plan long-term care needs, and to streamline Personal Care and ADvantage Waiver rather access to publicly supported long-term care than living in nursing homes. programs. Assist moderate-to-low income individuals Number of new persons served through State avoid or delay institutional care. Plan Personal Care and ADvantage Waiver. Number of persons served by ADvantage Adult Day Health Program. 33 INDEPENDENCE Success Indicators Strategies Individuals with developmental disabilities Assist families providing care for family will be adequately prepared to achieve and members through provision of essential maintain independence. services, training, mentorship, and financial subsidies. Performance Measures: Number of persons satisfied with case Implement models of service delivery that management services. maximize funding for direct service provision. Number of persons receiving community-based Review all plans of care to assure expenditures waiver services. meet service necessity criteria. Number of persons on the waiting list for Assist individuals with developmental waiver services. disabilities to function independently and have meaningful work activities. Number of children being served. Develop and implement a pilot project to offer Number of families with children being served an effective, affordable service package for through subsidy. families caring for members with autism. 34 Goall 4:: OKDHS wiillll promote heallth care accessiibiilliity.. Goal 4: OKDHS will promote health care accessibility. Goa 4 OKDHS w promote hea th care access b ty ACCESS Success Indicators Strategies Children and adults able to access benefits. Accurately and efficiently administer federal and state programs. Performance Measures: Number of intermediate health benefits (20 Perform and promote continuous quality days or more). improvement. Number of long-term health benefits (i.e. Establish and maintain rules and benefit nursing home, Advantage waiver). delivery systems in the most effective (efficacious) manner. Number of persons receiving short-term health benefits (20 days or less). Number of Medicaid applications processed. 35 36 Goall 5:: OKDHS wiillll contiinuouslly iimprove systems and Goal 5: OKDHS will continuously improve systems and Goa 5 OKDHS w cont nuous y mprove systems and processes to support achiievement of agency goalls.. processes to support achievement of agency goals. processes to support ach evement agency goa s STEWARDSHIP AND INTEGRITY Success Indicators Strategies Use of resources complies with federal and Comply with prompt payment requirements. state requirements. Meet federal standards for assistance payment Performance Measures: accuracy and fraud recovery. Percent of Food Stamp program applications processed within time standards. Continue program monitoring to ensure compliance with federal and state standards. Percent of food stamp benefits determined accurately. Decrease number of adverse audit findings and improve timeliness and accuracy of corrective Percent of cash benefits determined action to remedy audit findings. accurately. Percent of child-care program certifications processed within required time frame. Percent of Medicaid benefits processed within time standards. Percent of compliance to standard for prompt payment of invoices. • travel claims • administrative claims • foster care All scheduled preventive maintenance is Maintain all facilities in proper working order. completed. Continue to provide state of the art county Performance Measures: office buildings and equipment through the establishing protocols for enhanced office planning. Number of building inspections completed. 37 EFFICIENCY AND PRODUCTIVITY Success Indicators Strategies Increased employee satisfaction. Distribute employee satisfaction baseline survey. Performance Measure: Percent of ADA and Civil Rights requests by employees. Increased employee retention. Assure all Human Services Centers training academies meet the needs of the field. Performance Measure: Assure continuous learning, coaching and Percent of employee turnover/retention in training occurs to give the staff opportunities to mission-critical areas. develop competence and confidence. Ensure direct reports receive praise, recognition and rewards. Increase employee productivity and To deliver innovative technology solutions that efficiency through use of technology and enable Oklahoma government entities and information systems. service providers to effectively serve the citizens of Oklahoma Performance Measures: Monitor operational/production hardware and Number of customer service calls received by software to ensure stability, peak performance, Data Services Division. and optimal utilization. Percent of customer service calls answered by Data Services Division. Establish a CPI methodology within the IT processes to incrementally improve business Number of offices with no outages (network solutions and processes to achieve a high level availability). of customer satisfaction and technological excellence. Average network transaction response time (seconds). Develop maintenance and replacement plan for equipment by working with Data Services Division and Support Services Division. Develop feedback loop from the field to State Office on the effectiveness of data systems. 38 SUMMARY OF ENVIIRONMENTAL SCAN SUMMARY OF ENVIRONMENTAL SCAN UMMARY OF NV RONMENTAL CAN Economy The Bureau of Economic Analysis (BEA) released the 2005 Gross State Product (GSP) estimates in June 2006. Between 2004 and 2005, Oklahoma’s GSP in current dollars (unadjusted for inflation) grew 7.8 percent from $111.8 billion in 2004 to $120.5 billion in 2005. The 7.8 percent growth rate between 2004 and 2005 represents the largest annual increase since 1999-2000 when the state’s GSP grew 7.9 percent. Oklahoma’s most recent GSP growth rate ranked the state as 13th nationally among the fifty states and surpassed both the U.S. Gross Domestic Product (GDP) growth rate (6.4 percent) and the seven-state regional Gross Regional Product (GRP) growth rate (7.7 percent) over the same time period. 9 In spite of this high economic growth rate, about 600,000 Oklahomans are living at or below the poverty level. 10 The state’s poverty rate rose in 2005 to 13.2 percent of families, up from 11.8 percent in 2004. Ten percent of families nationally are at or below the poverty rate. Oklahoma (with a rate of 16.5 percent) is ranked 10th among states in the percentage of persons living in poverty. 11 The child poverty rate in Oklahoma (22.7 percent in 2005) is one of the highest rates in America. Although Oklahoma’s economy is improving, many families and children are not benefiting from the current positive environment. The 2005 Census report also showed that the median household income of Oklahomans declined, yet another indication of a very uneven growth, where the average household and those at the bottom of the economic ladder have been left out of the state’s overall economic growth. Economic inequality and poverty The U.S. has experienced an economic boom during the late 90s, a short recession in 2001 (from March to November), and a period of recovery followed by a strong economic growth since then. The Congressional Budget Office predicts that the U.S. economy will continue to grow at a healthy pace—in terms of gross domestic product—over the next five years. 12 But this widely used economic indicator masks the differential effects of the economic “growth” on various demographic and income groups. The following data shows that not everyone reaped the benefits of the economic growth and that the benefits of this growth have been skewed in favor of the wealthiest members of the society. Over the past 60 years, the Census Bureau has used a commonly used measure, the Gini coefficient (also known as the index of income concentration), to calculate family income inequality in the U.S. The value of this index may vary from 0.0, indicating all families have equal share of income, to 1.0 perfect inequality when one family has all the income and the rest has none. From 1947 to 1968 the value of the Gini coefficient had a downward trend indicating a decrease in income inequality among U.S. families. Since 1968, however, this trend has been upward, indicating a widening gap between the rich and the poor and from 1980 the slope has increased. 13 9 Oklahoma Economic Briefing, Oklahoma Department of Commerce, July 10, 2006 10 2005 American Community Survey, August 2006 11 American Community Survey, Selected Economic Characteristics 2005, U.S. Census Bureau 12 http://18.104.22.168/ftpdocs/70xx/doc7027/01-26- BudgetOutlook.pdf#search=%22congressional%20budget%20office%2C%20economic%20outlo ok%22 13 U.S. Census Bureau, Historical Income Inequality Tables, Table IE-1: Selected Measures of Household Income Dispersion 39 Another indicator that Census Bureau uses to measure the income inequality is the aggregate shares of household income received by each fifth of the income distribution. According to the data (depicted in Figure 1), the aggregate share of income received by the households in the highest fifth grew by 3.1 percent during the 1993 - 2005 period, while households in all other quintiles actually lost ground. The households in the lowest income group have lost the most (i.e., their share on aggregate income has declined by 5.6 percent over this period). 14 Figure 1. Percent Change in Share of Aggregate Income for Households: 1993-2005 With the events of the Middle East and the globalization of the economy, it is expected that this trend will continue in the future, pushing more families into poverty, which translates into a higher demand for DHS services. Social / Demographic Education Although the U.S. economy has performed well over the past few years, as was mentioned in the previous section, most of the benefits of growth have gone to the top portion of the income ladder. As Melissa Kearney’s study 15 indicates, the gap is largely because of differences in educational attainments. James Heckman, Nobel-Prize-winning economist argues that the rate of return for educational investments are highest for the youngest children. Skill, according to Heckman, brings about skill, and each stage of education builds on skills acquired at an earlier stage. Therefore, in order to narrow the gap between rich and poor, “the highest priority in education should be preparing very young children from poor families for school.” 16 Research on brain development also emphasizes the importance of high-quality early education programs on a child’s long-term academic achievement. Given the critical importance of early education on a child’s future success, the crucial role that OKDHS plays in providing quality childcare for vulnerable children becomes evident. Over the past few years, OKDHS has set up the “Reaching for the Stars” rating system to encourage childcare providers to improve the quality of their services by increasing the competence of 14 U.S. Census Bureau, “Income, Poverty, and Health Insurance Coverage in the United States: 2005”, Aug. 2006 15 Kearney, M. ”Intergenerational Mobility for Women an d Minorities in the United States,” www.futureofchildren.org 16 Sawhill, I. “Opportunity in America: the Role o Education,” Policy Brief, Fall 2006 40 teachers and raising the subsidy reimbursement rate to increase the number of slots for low- income families. 17 In addition, in order to promote high quality care for low-income families’ children, OKDHS requires that newly authorized children do not use the subsidy in One-Star childcare centers unless an exception is granted. As the result of this policy, more than three- quarters of Oklahoma low-income families’ children receiving subsidies have attended Two-Star or Three-Star facilities. Births to Unmarried Women National Center for Health Statistics (NCHS) at the Centers for Disease Control and Prevention in HHS is responsible for collecting and analyzing vital statistics data. The NCHS data shows that in 2004, a record number of babies—1.5 million— were born to unwed mothers. This represents 35.7 percent of all American births, 18 also a new record. Teen birth as a percent of total unwed births is declining, though the rate is still considerably high. The out of wedlock birth rate in Oklahoma, in 2004, was 38.5 percent and the teen (15 to 19 years) birth rate remained higher (33.3 percent higher—fourth highest rate in the U.S.) 19 than the national rate. The percentage of births to unmarried women has followed an upward trend both at national and Oklahoma levels over the past 50 years. The trend took pace during the 1960s and continued to accelerate until 1994. The rate of out-of-wedlock births slowed considerably in the nation from 1994 until 2004, while Oklahoma continued to climb on the same accelerated trend line (Figure 3). According to Robert Rector,”Out-of-wedlock childbearing and single parenthood are the principal causes of child poverty and welfare dependence in the U.S.” 20 A study by Oklahoma Health Department’s Pregnancy Risk Assessment Monitoring System (PRAM), using 2000-2003 data, indicates, “Nearly 80 percent of unmarried adolescent mothers end up in poverty.” 21 The PRAM study also revealed that more than 44 percent of the teens reported being below 100 percent of federal poverty level. Given the unwed birth’s trend in Oklahoma and the consequent effects on these families, it is anticipated that, unless serious preventive measures take place, the demands for various OKDHS services will grow substantially over the next five years. Figure 3. Birth to Unmarried mothers, OK and U.S. 17 2005 Oklahoma Child Care & Early Education Portfolio 18 http://www.cdc.gov/nchs/fastats/unmarry.htm 19 Based on the 2003 data. See http://www.aecf.org/kidscount/sld/10 20 Rector, Robert E. The Effects of Welfare Reform, the Heritage Foundation, March 2001. 21 http://www.health.ok.gov/program/hpromo/news/news05/prams.html 41 Health Care Each year 17,000 Oklahoma children fail to receive all the health care they need. Three out of every five Oklahoma children do not have a "medical home," a place with a primary care provider where the child consistently receives all needed care and at least one preventive care visit during the most recent year. Among children needing prescription medications, almost 10,000 do not receive them. Among children needing mental health care, 30,000 do not receive it. Numerous studies have analyzed the relationship between income and health. According to the National Health Interview Survey (NHIS), a nationally representative annual survey of U.S. families, a person’s overall health measure is highly correlated with family income. Figure 4 portrays this correlation: as income increases, the percent of people reporting “excellent” or “good” health increases. Other Health Facts: • For every 1,000 Oklahomans, there are fewer than two physicians, just over twelve nurses and less than one dentist. • One in five Oklahoma children have no insurance or were not insured for some period during the last year, compared to on in seven nationally. • Under combined Oklahoma Medicaid and SCHIP eligibility, just under half of Oklahoma's children are eligible for public insurance. • Over 80,000 (9.6 percent) Oklahoma children have a moderate or severe health problem. • One in ten children (9.1 percent) are impaired by a serious mental health problem. • One in four Oklahoma children between the ages of 1 and 5 is at moderate or high risk for developmental delay. More than 35,000 Oklahoma children from the ages of 5 through 15 have a disability. Ranking 38th with 6.4 percent of 5 through 15-year-old children having at least one disability, Oklahoma is in the worse half of all states. • Every year an average of 144 Oklahoma children and youth ages 1 through 19 die from disease. 42 • While most Oklahoma children are very healthy (86.3 percent), significant and disturbing differences occur by race and ethnicity. Rates of excellent or very good health plummet for Hispanic (63.3 percent) and African American (78.5 percent) children in Oklahoma. These facts reveal the pain felt and the challenges faced by large numbers of Oklahomans each year and the pressing needs of this population that requires our serious attention. Child Well-Being The number of children in Oklahoma in 2005 was 848,413 (24.7 percent of the state population). The Oklahoma Kids Count reports on twelve indicators of child, family and community well being. On a positive note, this report indicates that Oklahoma has made progress in eight of the twelve indicators. Teen birth rates, juvenile violent crime rates, infant mortality and child and teen death rates are all down. 22 Currently, youth in every age group die at rates lower than they did in the mid-1990s. However, this can be misleading. Even though death rates for children and teens have improved in recent years, Oklahoma still ranks in the worst half of all states (34th in child death; 37th in teen death) 23 for the most recent year. These rates, along with other poor indicators, show that there is still a lot of work to be done to improve child well- being. • More than 400 youth die each year. Half are children; half are teens. • About 195,000 Oklahoma children (22.7 percent) live in poverty. 24 • Thirteen thousand (12,904) children are abused or neglected. Resulting child abuse and neglect deaths are at an all time high. • On average, OKDHS substantiates over 13,000 cases of abuse and/or neglect. Fortunately, the record high rate of child abuse and/or neglect posted in Oklahoma during the late 1990s has declined substantially. Oklahoma ranks in the bottom half of all states (39th) in the rate of child abuse and neglect the state substantiates per 1,000 children in the state. Elderly 25 Oklahoma’s older population continues to increase in size. According to the 2000 census, 17.4 percent of Oklahomans (599,080 people) were age 60 or over. In 2004, 17.8 percent of the Oklahoma population was 60 or over. By 2025, there are projected to be more than one million people age 60+ in Oklahoma. Other characteristics of elderly in Oklahoma include: • Disability: About 47 percent of the older adults age 65+ in Oklahoma have a disability, which is higher than the national average (41.9 percent). • Poverty: In 2004, approximately 9.1 percent of people 65+ had income below the poverty level. • Long-Term Care: In 2003, Oklahoma was one of the only eight states where Medicaid participants receiving aged/disabled waiver services outnumbered Medicaid participants living in nursing homes. Government and Regulatory The Personal Responsibility and Work Opportunity Reconciliation Act (PRWORA) of 1996 (Pub. L. 104-193) created the Temporary Assistance for Needy Families (TANF) block grant that fundamentally transformed welfare from a cash benefits program to a program focused on work and temporary assistance. Under TANF, adults receiving assistance are expected to engage in work activities and develop the capability to support themselves before their time-limited assistance runs out. States are required to assist recipients in 22 2005 Oklahoma Kids Count 23 2005 Oklahoma Kids Count 24 U.S. Census Bureau, American Community Survey, 2005 25 This section is taken from OKDHS – Aging Services Division’s Strategic Plan. 43 making the transition to employment. Also, they are expected to meet work participation rates and other critical program requirements in order to maintain their full Federal funding and avoid penalties. Work Since the enactment of TANF in 1996, millions of families have avoided dependence on welfare in favor of greater independence through work. Employment among low-income single mothers (earning below 200 percent of poverty), reported in the U. S. Census Bureau's Current Population Survey (CPS) has increased significantly since 1996. Although it declined slightly in 2001 and 2002, it is still eight percentage points higher than in 1996 – a remarkable achievement, particularly since it remained high through the brief recession in 2001. Among single mothers with children under age six – a group particularly vulnerable to welfare dependency – employment rates are 13 percentage points higher than in 1996 (Figure 5). Figure 5. Employment Among Single Mothers Under 200 percent of Poverty The PRWORA legislation also dramatically changed intergovernmental relationships, giving States and Tribes broad flexibility to set eligibility rules and decide what types of benefits and services to provide clients. States and Tribes have used this flexibility to try new, far-reaching initiatives that effectively addressed the needs of families. PRWORA limited Federal regulatory authority, but added new responsibility for tracking State performance and imposing penalties when States fail to comply with program requirements. TANF has been a truly remarkable example of a successful Federal-State partnership. Millions of parents have left welfare for work, reducing the TANF rolls by nearly 60 percent, from about 4.4 million families in August 1996 to just 1.9 million families in September 2005. But the decline in the caseload is just part of the story. During this period there were also great improvements in a range of outcomes for low-income families and children: The percentage of never-married mothers who work outside the home for wages increased nearly 30 percent, from 49.3 percent in 1996 to 63.1 percent in 2004. The child poverty rate fell from 20.5 percent in 1996 to 17.8 percent in 2004, reflecting 1.4 million fewer children living in poverty. Although the poverty rate has increased some since 2000 as a result of the most recent recession, the surge in job creation over the past two years portends favorably for renewed improvement in poverty rates. 44 But, if we are to succeed in achieving the full purposes of TANF, there is still much to be done. Even with the dramatic results States have achieved, there are still far too many clients that are denied the opportunities of work and preparation for work. In FY 2005, only 30 percent of those required to work were participating in work activities for sufficient hours to count toward the work participation rate. States have been less effective in placing clients with multiple barriers in work, including those with mental health issues, addiction, developmental or learning disabilities, limited English proficiency, and those subject to domestic violence. While the average wages of clients entering the workforce are above the minimum wage, they are still too low to ensure family well being. More effective models of post-employment supports that lead to career development and wage progression are needed. Our clients also need programs that sustain and keep families together and programs that enable low-income, non-custodial fathers to help their families financially. Marriage and Divorce One of the central purposes of TANF is to encourage the formation and maintenance of married two-parent families. Child well-being is generally enhanced by being raised with the love and committed guidance of both parents. On average, children raised by parents in healthy marriages are less likely than those of other family forms to fail at school, suffer an emotional or behavioral problem requiring psychiatric treatment, be victims of child abuse and neglect, become pregnant as teenagers, get into trouble with the law, use illicit drugs, smoke cigarettes, abuse alcohol, engage in early sexual activity, grow up in poverty, or attempt suicide. Children raised by parents in healthy marriages are also, on average, more likely to have a higher sense of self-esteem, form healthy marriages when they marry, attend college, and to be physically healthier. 26 Families with two committed parents also greatly improve their prospects for income security. In 2004, the U.S. Census Bureau reported that the poverty rate for people in married couple families with related children was just 7 percent (8 percent in Oklahoma), compared to 33 percent in single parent families with related children (37 percent in Oklahoma). Not every person can or should marry, and not all who are married can or should remain so. However, the U.S. Department of Health and Human Services (HHS) is encouraging States to explore ways to help interested individuals and couples gain access to the skills and knowledge that will increase the likelihood they will form and sustain healthy marriages. Such strategies need not involve TANF cash recipients specifically, and can be part of a larger human service delivery strategy to improve the well being of children. Numerous studies and supporting data point to the many benefits of children reared in nuclear (biological) two-parents families including the following: • Pooled data from 1996 and 2001 show that 97 percent of adolescents ages 15–17 who lived with their married, biological parents were enrolled in school, compared with 94 percent of adolescents who lived with a single parent, and 80 percent of adolescents who lived with neither parent. • According to pooled data from 1996 and 2001, 86 percent of adolescents ages 15–17 who lived with their married, biological parents, were reported to be in excellent or very good health, compared with 80 percent of adolescents who lived with a married stepparent, 76 percent of those who lived with a single parent, and 67 percent of those who lived with neither parent. • Pooled data from 1996 and 2001 show that 2 percent of all females ages 15–17 who lived with their married biological parents became unmarried mothers by age 17–19, 26 Waite & Gallagher, 2000 45 compared with 9 percent of those who lived with a single parent, and 27 percent of those who did not live with either parent. 27 Oklahoma DHS has explored various strategies for helping couples form and sustain healthy marriages as part of an effort to help families achieve self-sufficiency and improve child well being but a lot still needs to be done... o Divorce rate is down, but the ratio of divorce to marriage remains high. From 1990 to 2000, the divorce rate in Oklahoma reduced by half (from 24.9 percent to 12.4 percent), but the rate of marriages ended up in divorce increased from 75.1 percent to 79.5 percent over the same period. 28 o The percent of married-couple families in all families in Oklahoma has had a downward trend since 1960, which continued up until 2004; the last year for which the data is available. 29 o Meanwhile the percent of female householders is increasing. It is the responsibility of the government to help citizens to reach self-sufficiency and to prosper and also provide a safety net for those who may fall on the way. 27 America’s Children: Key National Indicators of Well Being 2005 28 http://www.census.gov/compendia/statab/tables/06s0117.xlw 29 U.S. Census Bureau, 2004 American Community Survey, issued in 2005 46 F nanc a Performance Fiinanciiall Performance Financial Performance Safety and Security OKDHS’ priority is protecting vulnerable children and adults from abuse and neglect. Additional resources will be requested in this area as needs are identified. Child Welfare services are paid through a combination of federal and state funds. Adult Protective Services are funded through state appropriations and the federal Social Services Block Grant. Based on growth in the state population including the aging population, additional support for these programs will be required to assure the safety of children and vulnerable adults. Responsibility and Self Sufficiency Over the next five years, OKDHS will continue to expand programs that encourage parents to be financially responsible for their children. The Child Support Enforcement Division (CSED) is funded through a combination of state and federal funds and fees. This program reduces the economic burden on the state and is a good future investment for the State of Oklahoma. Programs through Family Support Services Division provide incentives for employment and self- sufficiency for economically distressed families. These are funded primarily through federal funds. Changes in the TANF block grant may result in dramatic reductions in funding to the state in the next two to three years. Programs that support job and work may be jeopardized if this funding is not replaced at the state level. Permanency and Stability for Children In order to continue to promote permanency and stability for children, OKDHS will seek increases in funding for adoption and supporting quality foster care or group home environments. The support of these programs through fair and equitable rates enhances the safety and quality homes for children. Independence As previously stated, the number of people eligible for DDSD (Developmental Disabilities Service Division) outpaces the agencies able to provide care. Many of these services are funded through Medicaid, a combination of federal funds with state match requirements. In order to better serve this population, additional funding will be required over the next five years. DDSD is developing methods to better configure services so additional persons with disabilities can be served with existing funding. As the population of the state ages, the Aging Services Division will have increased demands for community-based services. Although nutrition services received a long overdue increase, additional rate increases funded by state dollars are needed to support these community-based providers. The ADvantage Waiver, also a Medicaid program funded through federal funds with state match, has seen dramatic demands for services over the past three years. As an alternative to nursing home and other institutional care, the services of the Aging Services Division and Developmental Disabilities Services Division are less expensive and promote a better quality of life. Resource Stewardship and Integrity Major initiatives are underway in many areas of the agency to use technology to increase efficiency, productivity, and access to services. These projects should result in more efficient use of personnel, maximization of federal funds and an eventual cost benefit to the State of Oklahoma. Nevertheless, the agency will continue to face inflationary maintenance costs and the projected actual cost of increased operations. 47 48 APPENDIX A APPENDIX A APPENDIX DATA SERVICES DIVISION DATA SERVICES DIVISION DATA SERVICES DIVISION INFORMATIION TECHNOLOGY PLAN NFORMAT O N TECHNOLOGY PLAN IINFORMATION TECHNOLOGY PLAN Executive Summary 2006-2010 REVISED JULY 1, 2006 Data Services Division is making significant strides in providing services to and partnering with the divisions of OKDHS. Many accomplishments are evident and a few of these accomplishments and contributions are: • APS System Implementation Adult Protective Services (APS) system implementation provides a comprehensive web- based system, which increases program efficiency and effectiveness and ensures program policies are enforced on a consistent basis. The APS system also provides the ability to track processes and share alleged victim and perpetrator information across the state. • HIFA System Design, Development and Implementation Health Insurance Flexibility Accountability (HIFA) is, at its core, a federal government approved premium assistance waiver initiative for Medicaid. This is a jointly administered program between two agencies, the Oklahoma Department of Humans Services (OKDHS) and the Oklahoma Healthcare Authority (OHCA), and a Third Party Agent (TPA) which is currently Electronic Data Systems (EDS). Currently, a web-based online application developed and maintained by the TPA collects the necessary data elements for determining premium assistance eligibility. The web-based online application is front- loaded with as much eligibility logic as possible so that it can transmit eligible applicant data to OKDHS. OKDHS verifies the eligibility and when processing is complete or errors have been identified, sends an acknowledgment to the TPA. Successfully verified eligibility transactions are sent to the OHCA Medicaid Management Information System (MMIS) for each person found eligible. A noteworthy goal of this project was to establish the framework to allow client access to Medicaid eligibility services outside of the Human Service Center process. This new process will increase the number of insured citizens while simplifying the eligibility process. • Mainframe Upgrade to IBM Z-Server (Z9) The OKDHS mainframe computer was replaced and upgraded to keep the mainframe response time as efficient as possible to meet OKDHS daily business requirements. The following goals were set and met; o Increase mainframe performance by upgrading the hardware. o Increase functionality of the mainframe operator consoles. o Remove unsupported communication equipment. o Achieve the upgrade with as much transparency as possible for OKDHS customers. o Identify opportunities for future mainframe enhancements and support functions for future technology initiatives. 49 • Mobile Email (Treo) Implementation The Mobile E-Mail Project began as a research request from the CIO on behalf of the OKDHS Director for information on and the feasibility of deploying Blackberry type devices at OKDHS, as a tool to allow selected staff to send and receive e-mail remotely. After considerable research into the feasibility of using Blackberry devices in the OKDHS environment, the scope was broadened to mobile e-mail, rather than limit it to a specific device. The ability to provide a solution that interfaced with OKDHS’ Exchange 2000 (e- mail) Servers was critical to the success of the project. OKDHS implemented a pilot project using the Treo, which is similar to a Blackberry in that it functions as a cell phone, a Personal Digital Assistant (PDA), and as a remote e-mail device and it also has a built- in camera. Though the path was somewhat challenging due to the relative newness of the service and the devices, the pilot included 20 users, consisting of OKDHS executive staff and DSD technical staff. The project produced documentation for the processes and procedures for requesting, procuring, receiving, and installing the devices, as well as instructions to set up the interface to OKDHS e-mail servers. Today, there are more than 100 OKDHS employees use the Treo to expedite the communications and decision- making processes and improve their personal productivity. • Quality of Service (QOS), Packet Prioritization The Quality of Service (QOS), Packet Prioritization initiative allows data, which is moved from one point to another throughout OKDHS network, to be prioritized by chunks of data, called “packets”, and therefore increase the usability and availability of data within the network. QOS runs behind the scenes to help ensure each person, who hits the enter key on their PC, receives the data they expect without it getting clogged up in the network. • MFP Printer Statewide Deployment The Multi Function Printer (MFP) project improved the availability, quality of network printing, document copying, faxing, and scanning capabilities of output devices provided to internal OKDHS personnel at all office locations throughout the state. The project developed a repeatable rollout deployment process for these devices. The business objectives met in this project were to; o Improve the availability of all MFP equipment, network printers, and color MFP equipment o Improve the quality of printing available on all MFP equipment, network printers, and color MFP equipment o Reduce the overall cost of document copying on all MFP equipment and color MFP equipment. • Overpayments System – TOP Module The Treasury Offset Program (TOP) module was developed and implemented by the OKDHS to assist in recovering overpayments made to agency clients for the Food Stamps program, a federal program administered by the USDA. This program allows OKDHS, through the federal Treasury Department, to recoup overpayments from clients’ federal benefits, including; o Tax returns o Social security o Federal retirement o Food stamps or TANF benefits in another state o Any other federal benefit plan. Collections of nearly $1 million have been recovered from November 2005 through end of the fiscal year, June 30, 2006. This is more than the last four years combined and justifies continued development of the expanded Overpayments System, planned for implementation later in fiscal year 2007. DSD contributes to the ongoing success of OKDHS through diligently avoiding negative impacts 50 to our customers. DSD often works behind the scenes keeping the wheels turning on all systems and maintaining services to our customers. The DSD staff is focused on providing and maintaining a quality technology experience for all OKDHS employees and customers through avoidance of: • Viruses, this requires constant detection and elimination • Downtime on computing components and the network • Spam (Voluminous unwanted e-mail), requires constant monitoring and detection • Inappropriate websites, requires detection and blocking • Abnormal Job Endings (Abends), reduction requires system monitoring on a 24 hour a day, 7 days a week basis DSD partners with other OKDHS divisions on several large strategic projects to deliver upon our strategic goals. Some of these are multi-year projects and some are taking an Enterprise approach (systems which provide similar services to multiple divisions within the agency). Examples of these initiatives are: • Business Resumption/Disaster Recovery Planning, Testing, and Preparedness • OCEAN, Oklahoma Child-support Enforcement Automated Network, a major multi-year project for the enhancement and modernization of Child Support applications technology and processes • PC Replacement • Imaging Project – Electronic Case File • Border Infrastructure – Firewall Upgrades for enhanced Internet throughput • Enterprise Framework, a common foundational architecture upon which applications may be layered and shared by various divisions within OKDHS 51 52 APPENDIX B APPENDIX B APPENDIX SUPPORT SERVICES DIVISION SUPPORT SERVICES DIVISION PPORT SERVICES DIVISION CAPITAL IMPROVEMENT REQUEST CAPIITAL IIMPROVEMENT REQUEST CAP TAL MPROVEMENT REQUEST REVISED JULY 1, 2006 Recom- Agency DHS STATE mended Last Year PROJ # PROJECT NAME APPROP Priority Priority 830-0164 Fire Alarm / PA System Replacement (SORC) $1,567,450 1 1 830-0277 Campus wide Central Fire Alarm System (LDC) $133,350 2 2 830-0321 Lagoons repair banks and new rip rap (NORCE) $160,500 3 26 830-0074 Sewer Lines Replacement (SORC) $2,541,000 4 4 830-0325 Sewer Lines Replacement (NORCE) $2,541,000 5 5 830-0160 Replace Campus Water Lines (SORC) $1.267.325 6 6 830-0280 Replace Campus Water Lines & Add Valves (NORCE) $1,267,325 7 7 830-0363 Repair Tunnels and Sidewalks (NORCE) $100,000 8 830-0342 Sprinkle Buildings where Clients Sleep - Canna & Rose Cottages $172,200 9 9 830-0323 Refurbish Exterior Administration Bldg (NORCE) $127,050 10 10 830-0151 Heating/Cooling Hospital (NORCE) $2,728,700 11 11 830-0284 Replace windows on S. side of Hospital (NORCE) $280,150 12 12 830-0313 New Tulsa Children's Shelter (LDC) $11,475,393 13 13 830-0315 Repair Roof Flashing & Mansard Swimming Pool (SORC) $69,300 14 14 830-0285 Replace Client Plumbing Fixtures (Greer) $100,000 15 830-0080 Calvert-Kerr Cottages Renovation ADA Restrooms(SORC) $533,610 16 16 830-0283 Emergency Generators (NORCE) $633,675 17 17 830-0221 Shower Renovations/Cottages (SORC) $557,865 18 18 830-0256 Gary Cottage Floor Repairs (SORC) $231,000 19 19 830-0090 Cold Storage Renovation Calvert/Kerr & Condensing Units(SORC) $42,685 20 20 830-0364 New Group Homes (8) (NORCE) $6,810,000 21 830-0326 Upgrade Campus Electrical Distribution Service (LDC) $467,775 22 22 830-0330 New Admin, Staff Training, Client Training, & Multi Purpose Bldg (GREER) $2,300,000 23 23 830-0163 Doors / Hardware Replacement- Campus-wide (SORC) $525,525 24 24 830-0292 Repair & Paint Water Tower (SORC) $100,000 25 25 830-0365 New Group Homes (2) (SORC) $1,702,500 26 830-0154 Window Replacement 6 Bldgs(NORCE) $485,100 27 27 830-0242 Window Replacement (SORC) $386,875 28 28 830-0093 Admin Bldg Modifications (SORC) $126,735 29 29 830-0007 Replace Streets & Sidewalks (NORCE) $1,787,600 30 30 830-0098 Resurface Streets & Parking Lots (SORC) $2,467,950 31 31 830-0264 Parking Lot Repairs- Co Offices (FMU) $130,000 32 32 830-0136 Roof Replacement/Repairs (FMU) $145,000 33 33 830-0261 HVAC Replacement/Repairs- Co Offices (FMU) $345,000 34 34 830-0279 Remodel 3 Buildings (GREER) $30,000 35 35 830-0282 Parking Lots Surfacing (NORCE) $667,050 36 36 830-0252 HVAC Replacements (LDC) $1,905,750 37 37 830-0135 Roof Replacement/Repairs (SORC) $200,100 38 38 830-0139 Roof Replacement/Repairs (NORCE) $346,500 39 39 830-0138 Roof Replacement/Repairs (LDC) $103,100 40 40 830-0265 Renovate Bldg 5 (LDC) $388,100 41 41 830-0206 Installation of Elevator- Admin Bldg (NORCE) $317,625 42 42 830-0250 Refurbish Bldg Exteriors (LDC) $242,550 43 43 830-0320 Add power assisted doors to bldgs for client use (NORCE) $165,165 44 44 830-0247 Installation of Automatic Doors (SORC) $343,645 45 45 830-0173 Replace Asbestos Core Fire Rated Doors/Jambs (NORCE) $311,275 46 46 830-0331 Upgrade HVAC Systems w/ Computer Controls for Client Bldgs (SORC) $369,600 47 47 830-0156 Renovate Old Laundry Building (NORCE) $500,325 48 49 830-0281 Capital Equipment for Maintenance (NORCE) $165,000 49 50 830-0278 Add Elevator to Building #4 & #2 (LDC) $934,500 50 51 830-0287 New 20,000 sqft Building for Staff (LDC) $2,541,000 51 52 830-0036 Auditorium Seating & Barrier Wall Removal (SORC) $100,000 52 53 53 Recom- Agency DHS STATE mended Last Year PROJ # PROJECT NAME APPROP Priority Priority 830-0260 HVAC Replacement Linden Hall (GREER) $1,461,075 53 54 830-0210 Window Replacement- Linden Hall (GREER) $508,200 54 55 830-0327 Cover Basketball Court (LDC) $52,000 55 57 830-0340 Tuck Pointing and Caulking Linden Hall (GREER) $210,000 56 58 830-0332 New Creek County Office Building w/ CSED (PMU) $4,137,908 57 59 830-0333 New McClain County Office Building (PMU) $1,266,738 58 60 830-0334 New Pawnee County Office Building (PMU) $1,266,738 59 61 830-0335 New Mayes County Office Building (PMU) $2,558,606 60 62 830-0336 New Atoka County Office Building (PMU) $1,762,635 61 63 830-0337 New Craig County Office Building (PMU) $2,016,600 62 64 830-0338 New Haskell County Office Building (PMU) $1,556,000 63 65 830-0343 New Pontotoc County Office Building (PMU) $4,622,622 64 66 830-0344 New Harper County Office Building (PMU) $436,879 65 67 830-0345 New Cleveland County Office Building (PMU) $5,502,629 66 68 830-0346 New Tulsa County 72H Office Buuilding (PMU) $3,063,355 67 69 830-0348 New Osage County Office Buuilding (PMU) $2,788,146 68 71 830-0349 New Dewey County Office Building (PMU) $464,379 69 72 830-0350 New Stephens County Office Building (PMU) $3,120,961 70 73 830-0351 New Rogers County Office Building (PMU) $3,931,929 71 74 830-0352 New McCurtain County Office Building (PMU) $3,985,950 72 75 830-0353 New Nowata County Office Building (PMU) $964,285 73 76 830-0354 New Kiowa County Office Building (PMU) $1,144,262 74 77 830-0355 New Pottawatomie County Office Building (PMU) $4,955,062 75 78 830-0356 New Carter County Office Building (PMU) $4,240,841 76 79 830-0357 New Hughes County Office Building (PMU) $1,684,593 77 80 830-0358 New Okfuskee County Office Building (PMU) $1,144,262 78 81 830-0359 New McIntosh County Office Building (PMU) $2,031,524 79 82 830-0360 New Pushmataha County Office Building (PMU) $1,684,593 80 83 830-0361 New Oklahoma County Office Building - Airport Area (PMU) $3,242,881 81 85 830-0362 New Oklahoma County Office Building - Village (PMU) $4,554,630 82 85 TOTAL $124,301,206 54 Appendix C Fiscal Years 2007 through 2012 Performance Measures Goal 1: OKDHS will assist client to become independent, employed productive citizens. 1.1 Key performance Measure Title: TANF Cases closed and employed Description: Percent of TANF cases closed for reason of employment which have remained closed for three months. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 70% 70% 70% 70% 70% 70% Actual 48% 68% 1.2 Key performance Measure Title: TANF Work Participation Rate Description: Percent of TANF recipients meeting participation rate (in work 30 hours or more per week) FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 50% 50% 50% 50% 50% 50% 50% Actual 41% 41% 1.3 Key performance Measure Title: Independent Living Services Description: Percent of youth eligible for Independent Living services and have received life skills assessment. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 80% 80% 70% 70% 70% 70% 70% 70% Actual 68% 68% 1.4 Key performance Measure Title: Aging Service Volunteers Description: Number of aging service volunteers FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 11,500 11,500 12,000 12,000 12,000 12,000 12,000 12,000 Actual 12,106 11,959 Goal 2: OKDHS will provide services that support and strengthen the family and protect its members. 2.1 Key performance Measure Title: Prevention Services Description: Percent of families receiving prevention services with no additional confirmed Investigations or assessments within 12 months of case closure. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 90% 90% 90% 90% 90% 90% 90% 90% Actual 85% 80% 2.2 Key performance Measure Title: Child Care Centers Subsidy Utilization Description: Percent of children utilizing subsidy at centers with licenses at level two or higher. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 91% 93% 96% 100% 100% 100% 100% 100% Actual 90% 90% 55 Goal 2: OKDHS will provide services that support and strengthen the family and protect its members. 2.3 Key performance Measure Title: Child Care Homes Subsidy Utilization Description: Percent of children utilizing subsidy at homes licensed at level two or higher. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 57% 65% 73% 82% 90% 95% 100% Actual 53% 51% 2.4 Key performance Measure Title: Total Capacity Child Care Centers Description: Percent of child care slots among centers at level two or higher. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 68% 75% 80% 85% 90% 95% 100% Actual 66% 68% 2.5 Key performance Measure Title: Total Capacity Child Care Homes Description: Percent of slots among homes with licenses at level two or higher. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 35% 45% 55% 65% 78% 90% 100% Actual 32% 35% 2.6 Key performance Measure Title: Paternities Established Description: Percent of paternities established FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 90% 90% 90% 90% 90% 90% 90% 90% Actual 107% 96% 2.7 Key performance Measure Title: Child Support Orders Description: Percent of child support cases with child support ordered. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 72% 72% 72% 72% 72% 72% 72% 72% Actual 69% 70% 2.8 Key performance Measure Title: Child Support Collected Description: Percent of current child support collectibles collected. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 50% 51% 51% 51% 51% 51% 51% Actual 50% 52% 2.9 Key performance Measure Title: Priority 1 investigations Initiation Description: Percent of Priority 1 child abuse and neglect reports initiated within 24 hours. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 98% 98% 98% 98% 98% 98% 98% Actual 90% 95% 2.10 Key performance Measure Title: Priority 1 Investigations Completed Description: Percent of Priority 1 child abuse and neglect reports investigations completed within 60 days. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 90% 90% 90% 90% 90% 90% 90% Actual 69% 74% 56 Goal 2: OKDHS will provide services that support and strengthen the family and protect its members. 2.11 Key performance Measure Title: Adult Abuse Investigations Description: Percent of adult abuse investigations initiated within established time frame. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 95% 96% 96% 96% 96% 96% 96% Actual 97% 96% 2.12 Key performance Measure Title: Long Term Care Investigations Description: Percent of adult long term care investigations initiated within 30 days. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 95% 85% 85% 85% 85% 85% 85% Actual 29% 59% 2.13 Key performance Measure Title: Ombudsman Volunteer hours Description: Number of nursing home ombudsman volunteer hours FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 16,000 16,000 15,000 15,000 15,000 15,000 15,000 15,000 Actual 16,162 14,474 2.14 Key performance Measure Title: Nursing Home Allegations Description: Percent of nursing home allegations addressed without referral to law enforcement. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 90% 90% 90% 90% 90% 90% 90% 90% Actual 100% 100% 2.15 Key performance Measure Title: Children Stable Living Environment Description: Of children in out of home care six months or longer, the percent who have remained in the same placement for six months or more. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 65% 65% 70% 70% 70% 70% 70% 70% Actual 68% 70% 2.16 Key performance Measure Title: Permanency Planning Description: Percent of permanency planning cases with no additional confirmed investigations Or assessment within 12 months of case closure. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 90% 90% 93% 93% 93% 93% 93% 93% Actual 94% 93% 2.17 Key performance Measure Title: Trial Adoption Description: Percent of children with goal of adoption who are in trial adoption. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 50% 50% 50% 50% 50% 50% 50% 50% Actual 49% 41% 2.18 Key performance Measure Title: Adoption Description: Number of custody children who are authorized for adoptive placement. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 1,400 1,400 1,400 1,400 1,400 1,400 Actual 1,151 1,336 57 Goal 3: OKDHS will provide services in home and community-based settings. 3.1 Key performance Measure Title: Caregiver Vouchers Issued Description: Number of caregiver vouchers issued. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 180 180 180 180 180 180 Actual 166 177 3.2 Key performance Measure Title: Caregiver Vouchers Paid. Description: Number of caregiver vouchers that are paid. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 120 120 120 120 120 120 Actual 131 116 3.3 Key performance Measure Title: Home Delivered Meals Description: Number of home delivered meals served through Aging Services Division FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 1,850,000 1,920,000 1,920,000 1,920,000 1,920,000 1,920,000 1,920,000 1,920,000 Actual 1,915,687 1,918,850 3.4 Key performance Measure Title: Congregate Meals Served Description: Number of congregate meals through senior nutrition programs. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 2,400,000 2,350,000 2,350,000 2,350,000 2,350,000 2,350,000 2,350,000 2,350,000 Actual 2,511,437 2,345894 3.5 Key performance Measure Title: Adult Day Services Description: Number of persons in adult day services. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 700 900 700 700 700 700 700 700 Actual 669 630 3.6 Key performance Measure Title: Senior transportation Description: Number of riderships (persons served) provided by 5310 Transportation program FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 1,500,000 1,700,000 1,700,000 1,742,500 1,742,500 1,742,500 1,742,500 1,742,500 Actual 1,582,179 1,888,359 3.7 Key performance Measure Title: Advantage Waiver Description: Number of persons served through the Advantage Waiver and Personal Care Plan Rather than living in nursing homes. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 18,000 25,000 20,000 22,000 24,000 26,000 28,000 30,000 Actual 13,988 16,998 3.8 Key performance Measure Title: New Enrollees Advantage Waiver Description: Number of new persons served through the Advantage Waiver and Personal Care Plan Rather than living in nursing homes. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 6,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 Actual 4,344 7,767 58 Goal 3: OKDHS will provide services in home and community-based settings. 3.9 Key performance Measure Title: Case Management Satisfaction Description: Number of persons with developmental disabilities satisfied with case management. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 93% 95% 95% 95% 95% 95% 95% Actual 93% 96% 3.10 Key performance Measure Title: Community Based Services Description: Number of persons with developmental disabilities receiving community-based services Through the waiver. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 5,100 5,200 5,300 5,400 5,500 5,600 Actual 4,448 4,944 3.11 Key performance Measure Title: Waiting List Description: Number of persons with developmental disabilities on the waiting list for waiver services. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 3,853 3,000 3,000 3,000 3,000 3,000 3,000 Actual 3,853 2,860 3.12 Key performance Measure Title: Children with Developmental Disabilities Description: Number of children with developmental disabilities being served through family subsidy. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 1,735 1,735 1,735 1,735 1,735 1,735 1,735 Actual 1,735 1,698 3.13 Key performance Measure Title: Families Receiving Services Description: Number of families with developmentally disabled children being served with Family Support Subsidy. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 1,700 1,700 1,700 1,700 1,700 1,700 Actual 1,686 Goal 4: OKDHS will promote health care accessibility. 4.1 Key performance Measure Title: Short Term Health Benefits (20 days or more) Description: Number intermediate health benefits (20 days or more) FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 127,702 127,702 127,702 127,702 127,702 127,702 Actual 74,382 127,702 4.2 Key performance Measure Title: Long Term Health Benefits Description: Number of long term health benefits (20 days or more) FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 15,581 15,581 15,581 15,581 15,581 15,581 Actual 15,416 15,581 4.3 Key performance Measure Title: Short Term Health Benefits Description: Number short term health benefits (20 days or less) FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 95,823 95,823 95,823 95,823 95,823 95,823 Actual 95,823 4.4 Key performance Measure Title: Processing Medicaid Applications Description: Number of Medicaid applications processed. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 239,106 239,106 239,106 239,106 239,106 239,106 Actual 239,106 59 Goal 5: OKDHS will continuously improve systems and processes to support achievement of agency goals. 5.1 Key performance Measure Title: Food Stamp Applications Description: percent of Food Stamp applications processed within time standards. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 95% 95% 97% 97% 97% 97% 97% 97% Actual 97% 97% 5.2 Key performance Measure Title: Food Stamp Accuracy Description: Percent of Food Stamp benefits determined accurately. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 94% 94% 94% 94% 94% 94% 94% 94% Actual 94% 94% 5.3 Key performance Measure Title: Child Care Certifications Description: Percent of child care program certifications processed within required time frame. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 95% 95% 95% 95% 95% 95% 95% 95% Actual 94% 92% 5.4 Key performance Measure Title: Medicaid Processing Description: Percent of Medicaid benefits processed within required time frame. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 95% 95% 95% 95% 95% 95% 95% 95% Actual 94% 92% 5.5 Key performance Measure Title: Travel Claims Description: percent of compliance to standard for prompt payment of travel invoices. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 96% 96% 96% 96% 96% 96% 96% 96% Actual 96% 97% 5.6 Key performance Measure Title: Administrative Claims Description: Percent of compliance to standard for prompt payment of administrative claims. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 95% 95% 95% 95% 95% 95% 95% 95% Actual 79% 94% 5.7 Key performance Measure Title: Foster Care Claims Description: Percent of foster care claims processed in targeted time frame. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 95% 95% 95% 95% 95% 95% 95% 95% Actual 99% 99% 5.8 Key performance Measure Title: Facility Inspections Description: Number of building inspections completed FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 110 110 200 200 200 200 200 200 Actual 240 214 60 Goal 5: OKDHS will continuously improve systems and processes to support achievement of agency goals. 5.9 Key performance Measure Title: ADA and Civil rights Description: Number of ADA and Civil rights requests by employees FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 100 100 100 100 100 100 Actual 153 126 5.10 Key performance Measure Title: Turnover/Retention Description: Percent of employee turnover/retention (does not include part time temporary employees). FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 10% 10% 10% 10% 10% 10% Actual 14% 14% 5.11 Key performance Measure Title: Service Calls Description: Number of customer service calls received by Data Services Division. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 2,600 2,600 2,600 2,600 2,600 2,600 2,600 Actual 2,418 2,687 5.12 Key performance Measure Title: Calls Answered Description: Percent of customer service calls answered by Data Services Division. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 90% 90% 90% 90% 90% 90% 90% Actual 90% 5.13 Key performance Measure Title: Network Availability Description: Number of offices with no outages (network availability). FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 92% 92% 92% 92% 92% 92% 92% Actual 85% 93% 5.14 Key performance Measure Title: Network Transaction Time Description: Average network transaction response time in seconds. FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Estimated 0.20 0.20 0.20 0.20 0.20 0.20 0.20 Actual 0.19 0.16 61 62 Appendix D Performance on Previous Key Measures Fiscal Years 2005 through 2010 Goal 1: OKDHS will assist clients to become independent, employed Productive citizens. 1 Key performance Measure Title: TANF Cases closed and employed Description: Percent of TANF cases closed for reason of employment which have Remained closed for more than 12 months. FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 Estimated 50% 50% 50% 50% 50% 50% Actual 56% 48% 48% not available 2 Key performance Measure Title: Child Support Collections Description: Percent of current child support collections collected. FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 Estimated 50% 55% 60% 65% 70% 80% Actual 48% 49% 50% 52% 3 Key performance Measure Title: Adoptions Finalized Description: Percent of children in trial adoption who achieved a finalized adoption. FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 Estimated 70% 71% 72% 73% 74% 75% Actual 41% 68% 66% 66% Goal 2: OKDHS will provide services that support and strengthen the family And protect its members. 1 Key performance Measure Title: Prevention Description: Percent of families receiving prevention services with no additional Confirmed investigations or assessments within 12 months of case closure. FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 Estimated 90% 90% 90% 90% 90% 90% Actual 88% 84% 85% 80% 2 Key performance Measure Title: Child Support orders Description: Percent of child support cases with child support ordered. FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 Estimated 72% 74% 76% 78% 80% 80% Actual 71% 70% 69% 70% 2 Key performance Measure Title: Child Care Quality Description: Percent of child care facilities with licenses at level two or higher. FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 Estimated 35% 45% 60% 75% 90% 100% Actual 21% 29% 35% 40% 63 Goal 3: OKDHS will provide services in home and community-based settings. 1 Key performance Measure Title: Permanence Description: Percent of children in out-of-home care during the month who achieved Permanence within 12 months. FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 Estimated 26% 26% 30% 32% 34% 35% Actual 42% 24% 24% 26% 2 Key performance Measure Title: Home Care for Elderly Description: Percent of persons 65+ who are nursing facility residents will be at or Below the national average. (this is no longer tracked by Oklahoma State Department of Health). FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 Estimated 4.80% 4.60% 4.20% 4.20% Actual 5.20% *** Not available *** 3 Key performance Measure Title: Waiting list Description: The number of persons with developmental disabilities on the waiting list for services. FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 Estimated 4,325 4,500 4,700 4,900 5,100 5,300 Actual 3,419 4,081 3,853 2,860 Goal 4: OKDHS will promote health care accessibility. 1 Key performance Measure Title: Timeliness Description: Percent of Medicaid cases processed in targeted time frame. FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 Estimated 95% 95% 95% 95% 95% 95% Actual 86% 91% 94% 87% 2 Key performance Measure Title: Eligibles Served Description: Percent of eligible children enrolled in Medicaid (this can no longer be tracked by the agency) FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 Estimated Actual 75.25% *** Not available *** Goal 5: OKDHS will continuously improve systems and processes to support achievement of agency goals. 1 Key performance Measure Title: Key Indicators Met Description: Percent of performance measures attained. FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 Estimated 50% 50% 50% 50% 50% 50% Actual 41% 43% 33% 13% 64 65
"Strategic Planning for Deaprtment of Finance"