INSIDE OKDHS - COMMISSION REPORT, SEPTEMBER 2012

No Audio: Interim Director, Preston Doerflinger

Dir. Doerflinger: What I'd like to do is offer a little bit of a state of the agency, if you will. It's been approximately six months since I was appointed to this position as your Interim Director. Some of you will remember, some of the new commissioners may not, that coming into this role there were five principle areas of DHS business that I wanted to focus my efforts. 

The first thing and probably...

No Audio: Lighting malfunction

Dir. Doerflinger (continues): ...mood lighting. 

(laughter) 

Commissioner: (inaudible)

Dir. Doerflinger: Strobe lighting. 

(laughter) 

Assistant: It's no problem, it'll be coming down in a moment. 

Dir. Doerflinger: Yes, yes. So the first thing that I wanted to focus on with the agency, and it was the most timely thing was the agency's budget. I was appointed March 27th, we were in the throes of the legislative session. I was in a very unique position to be both, still maintaining my Cabinet Secretary position, which placed me in the position of helping negotiate the state-wide budget while being the Director of this agency. 

That doesn't happen. Directors of agencies don't get to participate in negotiating the state budget when we get to that point. So I think by all accounts we recognize that we were successful in securing the proper resources for this agency out of the last budgetary cycle. 

I'll also say, as I've said before that having lived in this role and having played a part in helping secure last year's funds is going to be positive for this agency going forward. I certainly am more sensitive to the needs of this agency and will be better able to take those needs into consideration as we look at developing state-wide budgets in the future. 

I also wanted to contribute in whatever small way I could to the development and eventual endorsement of the Pinnacle Plan. The reason why I said, "whatever small way," because there are a lot more people who did much, much work to get to the point of us having an endorsed Pinnacle Plan. Commissioner Yarborough, Steven Dow, certainly Deb Smith, Commissioner White, there are a lot of people that really put in a lot of effort; representatives from the Governor's Office. 

And I really did play a very insignificant role in helping us get to that point. But, you get the good stuff and you get the bad stuff whenever you're the lead dog and under this time as Interim Director we did get to the point of having an endorsed Pinnacle Plan and I have no doubt, through Deb Smith's leadership that we'll be well on our way to having an approved plan come December. 

Assisting and identifying a permanent director was a top priority. I'd like to take this opportunity to really thank this Commission and former members of the Commission who have participated and we've also had both private sector folks and other representatives of agencies who have helped us get to a point where I believe we are right on the verge, as Chairman Lane said, "of securing you a permanent director." 

The mandated statewide IT consolidation - This placed me in a very, very unique position again because having come from the Office of State Finance, which is principally charged with carrying out the state-wide IT Consolidation, to coming to being the Interim Director of DHS, which is the largest agency that needed to participate in that process. 

It was a very complex issue. I can assure you that there were many people who thought that was the first act that I would do when I got over to DHS was to sign off on a memorandum of understanding with my former agency and future agency, the Office of State Finance, or now known as the Office of Management and Enterprise Services. 

I'm comfortable with the decision that we ultimately made and James Randell will speak more to this in his comments on giving you an update on what it ended up looking like. A very difficult decision and I don't regret for one bit that I took the time that I took to get to a place of making a decision that I believe achieves the desire of the Legislature and the Governor in moving with this IT consolidation, but also has some mechanisms in place to protect innovation within this agency. 

There probably is no other case of the minnow swallowing the whale than Information Services Division of OSF consolidating the IT function of DHS. I do believe it'll be successful both for the state and for DHS and I hope that it matures into a very good working relationship. 

The future of SORC and NORCE - I would like to commend, again, the current Commission and past Commissioners for the commitment you have made to evaluating the issues surrounding the future of these two facilities. I've said on many occasions to be a member of this Commission requires heavy lifting. This Commission is not one where as a member you can show up on meeting day, enjoy some coffee and Danishes, take care of some procedural items and be on your way. There has been a lot of due diligence put in by this Commission, the Governor, the Pro-Tem, the Speaker Delegate and other stakeholders. 

I'd be remiss if I didnÆt acknowledge the hard work of Jim Nicholson and his team. I did something with Jim that I've only done twice in my career of employing and managing thousands of employees: Jim had already submitted his paperwork and was prepared to retire. I felt like his guidance on this issue was very important and for only the second time in my professional career I asked someone to pull back their retirement papers. Jim graciously did it and I'll be eternally grateful, and the State should be, for whatever the outcome is on this issue. 

I'd also like to thank Commissioner Peck. There's no Commissioner that spent more time on this issue than Commissioner Peck. Next month, you Commissioners will take all the information, all your due diligence that you have acquired on this issue and you will face a decision; a difficult decision. I have no doubt that you'll make the right decision. 

There were additional priorities that arose once I was in the role. For example, I found wait times and abandoned calls at our Child Abuse Hotline at unacceptable levels. We have made great strides in dramatically reducing both but there is much work still to be done and success will reside in the consistent pursuit of constant improvement. 

While doing these all the while, providing a steady hand at the helm in rough waters during my time as Interim was a constant aim of mine. The role of Director frequently resembles that of a physician performing emergency surgery on a ruptured aorta while at the same time treating a long-term disease process involving multiple systems. 

In any organization I've had the privilege to lead, the single most important contribution I can make is to look at the culture and the people of the organization and assess what tweaks, if any, are needed. At DHS a few themes emerged in this area and they are a little uncomfortable. 

One, I think there was a disconnect between customer service and our role in that. In the many opportunities I've had to speak to various groups within DHS, I've tried to emphasize the fact that we have to put top priority on customer service. The issues we deal with are very complex and very difficult but the people involved should be treated with respect and dignity as they make their way through our process. 

Empowerment - I found a staff that desperately wanted to be empowered. I believe that through the relationships I've built and the way that I've directed this agency that people of this agency do feel empowered to make decisions. The biggest back-handed compliment that I've been given during this process, and I wasn't in the room, was at an officer's meeting where the officer, I wasn't at the meeting, which, bless the officers' hearts, there were more than one of those, but the comment was made that, "I think Preston actually expects us to run this thing." And I do. And you have and you will continue to. 

The other top priority for me in the area of culture and people is just that - the people. I've talked more than once and many of you are probably glad to see me on my way, so you don't have to hear me talk about evaluation of players on A-B-C level, identifying your As, building strong Bs and trying to determine if Cs can be coached to become Bs and As or, frankly, as I've said numerous times, getting the poor performers out of your organization. 

In that process I encountered what is known as the "we'll be's," a term that was new to me. I say to the "we'll be's" today, you may have hid from me, but please, please find the passion, renew your passion. And for those of you who don't know, "we'll be's" are those who say, "We'll be here after you're gone." 

I think when you're in an interim role it's sometimes easy for people to have that attitude. I'm happy to say the majority of the folks I've encountered in this agency have rallied behind each other and I believe will continue to do so. 

At this time, I'd like to give you updates on some things that have happened during my tenure. The first thing is the organizational chart. When I got here this was the prior organizational chart. Frankly, it gives me a headache and it gave me a headache every time I looked at it. I don't think it's reflective and it's certainly not reflective of the changes that have been occurring within the agency. 

This is the new org chart. There's been a lot of work put into this org chart by a lot of various people. It was a work in progress during my entire time here but it rapidly came together with both the IT consolidation, which was effective on 9-16, and on the same day Child Welfare Vertical Integration with Adult and Family Services... 
 
You'll notice the flattening and removal of layers down to the county level. The Chief Operating Position occupied by Marq Youngblood, until his retirement; with his retirement, three things have happened to what was the Human Services Centers. The term Human Services Centers doesn't exist on the organizational chart. The term referencing those centers will now be County Offices. 

First, is the integration of policy and field staff together. In this new chart, Deb Smith elevates to direct report to the Director as part of the Pinnacle Plan which also vertically integrates CFSD with Field Division. You'll see Field Operations on the chart reporting to the Chief Operating Officer until end of year, when by statutory directive it ceases to operate. 

Second, Jim Struby who had been serving as Interim Director of Family Support was chosen by me to lead Adult and Family Services which replaces Family Support and the remainder of Field Operations staff not functioning in Child Welfare roles. 

County Directors including those assigned to interim roles will report to the AFS Regional Director for all AFS program and operations issues in their respective regions. They will report to the Child Welfare Services Regional Deputy Directors on Child Welfare issues. What once was 4,000 employees in one division is now split among two and have direct line authority to the decision maker and are now senior executives. 

Third, the title COO, or Chief Operating Officer, formally occupied by Marq Youngblood has been repurposed to assist me, the Director of DHS in carrying out the administrative tasks put before or driven by the Director. Due to our diligence in getting administrative matters accomplished I've chosen Sandra Harrison as Chief Operating Officer on an interim basis to give the new Director a chance to pick his staff but at the same time recognize that I've called upon Sandra to assist me in daily tasks an agency as large as OKDHS has. 

These tasks include assisting me in executive-level hiring, personnel paperwork, designated contracts and review of administrative grievance appeals and short-term projects like new commissioner orientation. This lifting of the administrative burden off the Director is necessary so that I and your future Director can concentrate on programs and working with staff on strategic planning and innovation. 

Other changes on the organizational chart: with IT consolidation, no state agencies are keeping a CIO. So that title is going away. But Connie Schlittler who came to DHS as Director of Planning, Research and Statistics, I have asked to stay and work on strategic planning and grant writing and other issues related. 

On September 16th about 282 Data Services Division personnel were consolidated to the Office of Management and Enterprise Services. James Randell has been chosen to lead IT efforts at DHS. The new name for DSD is The Office of Innovation and Service Management. James will point out this was a critical factor in me making the decision to move forward with IT consolidation for this agency. Both OPRS and OISN will report to the Chief Administrative Officer. 

The Office of Client Advocacy; this is a role that has been vacant and Diana Smith, again, has done a great job filling in as interim, along with her team. But I'm pleased to report to you today that we've hired and filled that position with Katherine Brewer. After advertising, having assistance, which I'm thankful for from OCCY as to the applicants, 

I selected Katherine to be the new Advocate General. She came highly recommended from many sources and I think you will find her to be a great addition to this agency. She's wrapping up her caseload as an Assistant D.A. in Canadian County for Juvenile Docket and her first day on duty will be October 8th. So again, not unlike having a permanent Director, this is a role that has been vacant for some time and I'm pleased we've come to some resolution. 

Brewer has also served as an Assistant DA in Pottawatomie County and Oklahoma County. Beyond her work hours she also serves on the Oklahoma Legislature Rewrite of Title X, Child Death Review Board and OKDHS Special Review Committee to look at child welfare matters. We were very fortunate to have, really several high-quality, outstanding candidates but again I hope you find Ms. Brewer to be a great addition to DHS. 

Related to restructuring that I've talked about with the organizational chart, as part of the restructuring OKDHS has extended VOBOs to 27 employees on August 27th. As of September 19th, 14 employees have accepted the offer. The effective date of separation from the agency is on or before October 19th. 

Employees who accept the buyout offer will leave employment with the agency in exchange for a one-time, $5,000 lump payment, 18 months of insurance premiums payments and will receive payment for their accrued annual leave and their next longevity payment. Those are all pretty standard elements of the VOBO package across the state. 

In your Commission book are the statistical reports from Child Welfare and Protective Services. I'm only going to touch on a few of the numbers of the Child Welfare area. Child Welfare - This data represents all Child Welfare region totals and FTE. Comparisons made to the previous state fiscal year. 

No Audio: Child Welfare Referral Report - bar graph showing an increase in total assigned referrals, referrals completed and referrals pending past due from August 1, 2011 to August 1, 2012.

Dir. Doerflinger (continues): The total assigned referrals increased by 218 referrals assigned from July 12th to August 2012 with a total of 2,948 referrals for the month of August. The August total is a decrease of 124 referrals from the reported high for the year which occurred in May of 2012 with a total of 3,072 referrals. 

Total referrals completed increased slightly from July to August 2012, eight more than July with a completion total of 2,775 referrals reported for August. This is also 574 referral completion increase from August 2011 which at that time there were 2,201 referrals completed, total. 

Referrals pending, past due: reported for August, 2012 remained at 1,279, the same number that was reported for July of 2012. This represents an increase from August of 2011 of 842 referrals. The total reported in August of 2011 was 437 which represents the lowest number reported from the previous year. There was one reported case of a priority one referral having no contacts in August 2012.

No Audio: Child Welfare Children in Custody Report - bar graph showing an increase in both children in OKDHS custody and children removed from homes from August 31, 2011 to August 31, 2012.  This data excludes numbers relating to tribal custody and trial reunifications. 

Dir. Doerflinger (continues): Children in custody have increased by nearly 1,000 kids from August 2011 to August 2012. August 2012 total was 9,011 kids in custody. There were 8,099 children removed from custody in August 2012. This number represents an increase of 902 children from August 2011. Total for August 2011 was 7,197. These numbers do not include tribal custody and trial reunifications. 

The total number of foster family care homes decreased slightly from August 2011 to August 2012. The total number in August 2011 was 4,053 and in August 2012 a total of 4,024 were reported, a 29 home difference.

No Audio: Child Welfare Foster Family Child Care Home Report - bar graph showing the types of homes and their quantity.  The following types of homes are shown: CW Foster Family Care Homes, CW Foster Kinship / Relative Homes, CW Kinship / Non-Relative Homes, Kinship / Relative Non-Paid Homes, Kinship / Non-Relative Non-Paid Homes, Therapeutic Foster Care Homes, Contracted Foster Care Homes, Emergency Foster Care Homes, Shelter Host Homes and Other Foster Homes.

Dir. Doerflinger (continues): One notable statistic is the rise in the number of traditional foster family care homes from 1,208 in August 2011 to 1,399 in August 2012. This is almost a 200-home increase for the children of Oklahoma. 

I feel like it's important to let you know where we stand as an agency supplementing the food needs of Oklahomans.

No Audio: SNAP Update - line graph showing a slight increase in SNAP cases from August 2011 to August 2012, and a slight decrease in recipients from August 2011, to August 2012. 

Dir. Doerflinger (continues): The SNAP numbers in August of 2012 is a new all-time record for SNAP cases with 283,257. The previous record was 281,407, which was set in September of 2011. Persons receiving SNAP benefits in August 2012 totaled 616,536. The record for persons receiving benefits is still 625,004, a record that was set in September 2011. 

April 2012 represented the lowest recorded number of SNAP cases thus far for 2012 with 276,491 as well as the lowest number of recipients receiving SNAP benefits with a total of 603,888 persons. 

In the area of community engagement, as you know, OKDHS is in the process of developing a strategic plan for community engagement, collaboration and partnerships. The agency currently partners with a variety of faith-based and community organizations to help individuals and families in need. 

The strategic plan will help us better align our efforts, more effectively leverage resources, and improve collaborative efforts with faith-based and community organizations. The Community Engagement efforts to date include hosting one focus group with OKDHS leadership and three focus groups with external stakeholders, including faith-based groups and churches. 

Currently we are in the process of developing online surveys for employees and stakeholders in order to seek further input. The surveys are based on the information collected during the focus groups and will be distributed to a wide range of stakeholders including churches and other faith-based organizations throughout the state. 

The comprehensive strategic plan will address feedback received from stakeholders and employees and will establish clear goals, coordinated efforts and measurable outcomes for improving community engagement, collaboration and partnerships. The strategic plan is due by the end of the year. 

I'm going to let Chairman Lane talk about and provide the update on the Director search. The last thing I want to talk to you about is Domestic Violence Awareness Month. In your Commission notebook your will have received a package of information about Domestic Violence Awareness Month. 

October is Domestic Violence Awareness Month and OKDHS is committed to reducing domestic violence across the state for both our employees and the customers we serve. In Oklahoma 21% of women and 10% of men are victims of domestic abuse. OKDHS is the state's sixth largest employer with nearly 7,000 employees. Which means, 1 in 5 women and 1 in 10 men in your office may be dealing with domestic violence right now. 

10% of OKDHS employees have self-reported as victims, making this an employee health and safety issue. We want all our co-workers to know that OKDHS cares and help is available. The OKDHS Domestic Violence Task Force in collaboration with state-wide domestic violence partners is leading a purple ribbon campaign that helps managers educate their staff and customers on the resources available to victims of domestic violence. 

The overarching purpose of this campaign is for all OKDHS offices to have the same message, training and materials on the issue of domestic violence. The OKDHS Domestic Violence Task Force is composed of representatives from across the agency as well as partner agencies such as the Attorney General's Office, the Oklahoma Coalition Against Domestic Violence and Sexual Assault, the YWCA, Legal Aid and many more. 

All OKDHS offices will be receiving a box with a purple ribbon sticker. The box contains posters and resource materials that include the state-wide hotline number for domestic violence. If you are a victim of domestic violence or know someone who is, get help by calling Safeline at 1-800-522-SAFE or 7233. This toll-free number is a 24-hour confidential hotline, which provides help and information to victims of domestic violence, sexual assault and stalking. 

A news conference will be held at 1:00 pm on August 4th in the Blue Room of the State Capitol building in Oklahoma City. The annual State Capitol Health Expo will also take place that day. OKDHS employees in the OKC metro area are invited to attend the news conference with supervisor approval. Wear purple and visit the Purple Ribbon table at the expo. 

This may be the last time I formally address as your Interim Director. It has been a privilege to serve. I have been challenged and stretched in many ways. I've made very difficult decisions, some that have been received well and I've made difficult decisions that some who may be sitting in the stands may not have agreed with from their view of the field. But I made decisions nonetheless. I have lead. 

My hope is that during my time as interim I have contributed in meaningful ways to the betterment of this agency in totality. To the employees of OKDHS I say again as I have many times, you are where the good stuff will come from. Unite around each other. Link arms with one another. Do not accept mediocrity from yourselves or your fellow team members, your work is too important. Like no other time in your history as an agency we are all pulling for you to be successful in fulfilling your mission. 

And, finally, to the citizens of the state I renew my plea and my appeal to be observant and be diligent to what's occurring around you. The task this agency faces is too large for this agency to accomplish alone. It'll take all of us. 

I can't thank you enough for the opportunity, Commissioners, to serve as your Interim Director. I wish you the best of luck and I'll be around but just maybe not in the lead role. Thank you, I'll take questions. 

(applause)