2003 Best Practice: North Carolina - Measure Efforts

NORTH CAROLINA

MEASURE EFFORTS - GET RESULTS

Goal: To change the focus of the Child Support (CSE) organization from one of a "process" to "results" by measurement of effort and the attainment of results which are the federal incentive goals.

Description: In early 1999 it was apparent that productivity of the North Carolina Child Support Enforcement Program needed to rise to meet the needs of our clients and to respond to the newly legislated federal incentive goals that were about to take effect. A workgroup was formed to develop a strategic plan to that end. By June 1999, the workgroup of volunteers from across the state had developed a Five-Year Action Plan. Part of that plan was the development and utilization of a performance measurement system to assist managers and staff in their efforts to maximize use of resources.

The performance measurement system developed standards for critical child support functions (collection rate, establishment, collections/agent, arrears collection, percent of cases under order), as well as measurable outputs and more rapid processing times. This, in turn, enables individual agents and supervisors to evaluate performance. It also allows supervisors to determine how to utilize current resources most effectively (i.e., the need to shift resources as the national focus shifts from one goal to another).

With the new tool, supervisors have an empirical measure to determine progress toward goals and make informed adjustments. Tracking work against the goals in a performance measurement system is an excellent way to demonstrate the need for the reallocation of resources or the need for additional resources to attain the federal, state or local goals. The tool was developed with in-house staff borrowing concepts from the private sector to develop an organizational focus that produces measurable results.

Results: Statistical evidence suggests better than anticipated results from the state as a whole. Statistical data from forty-four months demonstrate significant improvement in the measures: productivity, collection/agent, percent of cases under order, paternity establishment. Statewide results are shown below. Seventy-one percent (71%) of the categories measured experienced double digit annual growth in improvement. Prior to the implementation of this tool, North Carolina's growth rates for these categories were significantly smaller.

Statewide Results
Measure	FY 99	FY 03( 9months)	Percent chg.	APR 99-2003	Prior 94-98 APR
Productivity	44%	64%	45.5%	12.3%	N/A
Enforcement	40%	64%	60.0%	16.2%	8.2%
Collection/Agt.	$425,110	$583,072	37.2%	10.1%	8.9%
% Cases under order	54%	77%	42.6%	11.5%	7.4%
Collection Rate	60%	62%	3.3%	0.9%	N/A
Arrears	48%	65%	33.3%	9.0%	N/A
Paternity Establishment	47%	91%	93.6%	25.3%	7.4%

Location: This process is offered statewide as a local option. The counties involved across the state range from Perquimans County with a population of 11,368 to Mecklenburg County with a population of 695,454. In all, 65 of 100 counties are utilizing the resource management tool.

Funding: Regular IV-D funds and existing staff were used.

Replication Advice: This is an excellent tool to assist all involved in the CSE program to do a better, more efficient job of utilizing existing resources and justifying needs for additional staff.

There are several points to take into consideration prior to adopting this practice.

This is not a "quick fix." A relatively long implementation period of 18 - 24 months is suggested.
Extensive preparation is necessary for staff assigned to disseminate this tool.
Existing outputs to develop standard performance levels should be used. It is suggested that 3 sets of standards be developed. The existing data of the highest performers, average performers should be grouped and lowest performers and three sets of standards developed.
Local offices should be encouraged to make their own choice from among the three sets of standards they will implement.
Management at the highest level must remain focused on changing the focus on "process" to a focus on "results" and constantly communicate support for the organizational vision, the mission and the performance management concepts.

Contact:

Barry Miller

Phone: (919) 255-3800 x3935

Email: Barry.Miller@ncmail.net

Bill Upchurch

Phone: (336) 351-3078 or (336) 351- 3209

Email: Bill.upchurch@ncmail.net