Operational Support Team Supervisor Cluster Meeting

1. December 2016 Operational Support TeamSupervisor Cluster Meeting

2. Agenda for Today • Icebreaker • Ground Rules • Supervisor Training Module • Lunch • Division Updates • Q&A Session • Wrap-up and Dismiss

3. Leadership: Understanding What It Means To Be A Leader

4. “It is better to lead from behind and put others in front, especially when you celebrate victory when nice things occur. You take the front line when there is danger. Then people will appreciate your leadership.” -Nelson Mandela

5. Leadership and Management What is leadership? • Leadership is about direction • Foster mutual respect • Keeps the mission in sight • Achieves results by focusing the organization and its people on the correct values and principles What is management? • Deals with efficiency • Organizes structure, processes and resources to achieve selected objectives • Focuses on efficiency, logistics, methods, procedures and policies

6. Self Reflection Exercise • As a supervisor, what was the most difficult part of the transition from a line worker? What wisdom have you gained from the transition? • How are the relationships between you and line workers different in your supervisory role? What does it matter if the relationships are different? What do the new relationships between line workers in this case have to do with getting the work done? • How much supervision are you doing versus line staff work? If you are doing it all, what kind of pressures does this create?

7. Common Mistakes of New Supervisors • Responding to a crisis too quickly without assessing and planning • Doing all the work themselves instead of delegating or asking others for advice • Reacting in the heat of the moment • Expecting that your title automatically ensures respect and cooperation from others

8. What is Your Role as a Leader?

9. Group Discussion Goals • Managers share information with staff to help them understand their role and how that information impacts team goalsand activities. • Managers coach staff and give individuals specific feedback on their performance. • Managers set up monitoring systems to check that information is easily available. • Management makes procedural suggestions to help remove barriers and achieve team goals. • Staff are empowered to achieve desired service results through coaching and recognition for outstanding service.

10. Break

11. What Kind of Leader are You?

12. What Kind of Supervisor are You? • I explain performance expectations to employees. • I check employees’ understanding of expectations. • I am prompt in responding to questions and inquires. • I discuss goals with employees and clearly communicate the importance of team goals. • I explain the reasons for a performance review, detailing the benefits for the employee and the individual. • I give constructive and timely feedback to employees on work performed. • I listen openly to employees’ concerns about the job itself as well as their performance. • I delegate to keep employees motivated and interested in their professional development and career path. • I express appreciation for good performance and give recognition for a job well done.

13. What Kind of Supervisor are You? Cont.’ 10) I make an effort to be seen as a manager who is welcoming and encourages employees to express their opinions. 11) I develop relationships with employees that make it possible to give feedback in non-threatening and culturally sensitive ways. 12) I demonstrate handling workforce management issues and conflict in a respectful manner and expect the same of employees. 13) I am open to new ideas and support a climate that encourages innovation and exploration of better or different ways to accomplish organizational goals. 14) I speak clearly, easily and effectively in individual and group settings. 15) I make an effort to treat employees the way they want and need to be treated. 16) I accept praise and constructive criticism from employees. 17) I demonstrate a commitment to improving service quality to customers. 18) I provide guidance and direction to employees related to job performance.

14. Q & A

15. Lunch

16. Division Updates

17. Food and Nutrition Services (FNS)

18. Food & Nutrition Services BBAVDT – Blank Benefits Availability Date Report • Weekly report • Identifies applications dropped from timeliness reports • Identifies applications with no benefit availability date • Indicates worker did not activate the case • County must review cases and make corrections as needed. Timeliness USDA Report • Weekly report • Based on 7th and 30th day processing and the benefits availability date • Reports expedited and normal applications • Monitored by USDA

19. Food & Nutrition Services Operations and Maintenance (O&M) Reports • Run as needed • Does not look at benefits availability dates • Not monitored by USDA • Not used for official reporting • Intended for daily supervisor and caseworker maintenance of caseloads Daily Pending Applications by County • Based on 4th and 25th day processing • Not monitored by USDA • Not used for official reporting • Intended for daily supervisor and caseworker maintenance of caseloads.

20. Food & Nutrition Services Application Processing and Caseload Statistics by County Report • Report housed in the CSDW • Considers processing for all approvals, denials and withdrawals for entire month • Can be run for previous months • Determines % of overdue expedite and normal applications • Used by FNS Monitors to determine % for six month and annual basis

21. Food & Nutrition Services Cont’ How to Calculate Expedite and Normal Percentage Overdue Rate • Go to https://csdw.dhhs.state.nc.us/BOE/BI/ • Log in to the Client Services Data Warehouse • Click on Application Processing and Caseload Statistics by County • Type in the “Start” and End” dates for the month you want to review • Select County Name • Switch to Excel spreadsheet • Click on the Home Tab (top of spreadsheet) • Click on the Row with the Names (worker, county, app status) • Click on Sort & Filter • Click on Filter

22. Food & Nutrition Services Cont’ 11) Click on Disposed Date 12) Make sure App Status has all approved, denied or withdrawn 13) Click on expedite and check “yes” 14) Copy and paste the spreadsheet to a blank sheet 15) Count the number of approved, denied and withdrawn applications for Disposed on Time column. 16) Percentage is calculated by the number of overdue expedite divided into the number of approved, denied and withdrawn applications 17) This is your monthly percentage of overdue expedite. 18) Follow the same steps (except step 13) to calculate the normal rate

23. Food & Nutrition Services Cont’ Case and Procedural Error Rate (CAPER) • Cases that have had a negative action taken on their FNS benefits including terminations, denials and reduction of benefits. • Major areas of concern: - Incorrect notices - Unnecessary verification requests - Incorrect Income Calculations

24. Food & Nutrition Services Cont’ Simplified Reporting • Applies to all FNS units except SNAP and Transitional FNS units • Reporting requirements: • FNs units that include an ABAWD must report when the ABAWD stops working an average of 80 hours per month and • Households whose income is at or below 130% of the maximum allowable gross income limit are required to report an increase in household income that causes it to exceed the 130% maximum allowable gross limit for its household size. • Reacting to changes: • Workers must react to all changes recorded in NC FAST and reported to the FNS worker from all program/units within DSS regardless of impact to the household’s benefits. • Reporting Timeframes: • FNS unit is required to report changes by the 10th of the month, following the month of change.

25. Food & Nutrition Services Cont’ The Work Number Usage Cost is now based on usage versus flat contract rate! Appropriate Use of The Work Number • Client is working and does not have sufficient verification of their income readily available. • Client is working and does not have sufficient verification of their income and requests assistance obtaining the verifications. • At application or recertification, client states lost job during the base period. After attempting to contact the employer, it is appropriate to run The Work Number to verify loss of earned income.

26. Food & Nutrition Services Cont’ Inappropriate Use of The Work Number • Do not run on every household as a standard practice. The Work Number is not part of OVS. • At application or recertification, client reports loss of job prior to the base period. It is not appropriate to run The Work Number due to loss of job occurring outside the base period. Verification is unnecessary. • Client provides first and last pay stub from employment. Worker can use YTD on stub to determine missing pay. • Do not run The Work Number on any individual not included in the case or considered financially responsible by policy.

27. Work First Family Assistance

28. Work First Family Assistance E-Fortes Reminder • e-Fortes webinars are still published for county use/review • Audit of e-Fortes data management users is due to the DHHS Contract Administrator by the County Security Officer for each county on a quarterly basis. • Email is sent to the County Security Officers quarterly requesting this information. • e-Fortes is to be used only by authorized Work First staff. http://vimeopro.com/forteslabs/north-carolina-work-first Password to access: NCWFwebs!

29. Work First Family Assistance Cont’ Mental Health • Remember to include Mental Health/QPSA staff in the application process. Applicants should be made aware that services are available on a voluntary basis. Substance Use Testing • Workers must complete the Audit-Dast in NC FAST. • Case notes and SUT details/evidence must be keyed in NC FAST. • DO NOT authorize a case with an outstanding/pending SUT result • All county should review the SUT webinars via the NC Learning Gateway. Memorandum of Agreements (MOAs) • MOAs between the Division of Workforce Solutions and Vocational Rehabilitation are being developed/revised and will be issued to counties for implementation/compliance.

30. Work First Family Assistance Cont’ Work First Compliance Monitoring • Refer to DCD Letter dated 10/05/2016 for the monitoring schedule for SFY 2016-2017. • Review the attachment detailing the most frequent errors identified during the 2015-2016 monitoring cycle. • Recommend refresher training for areas identified as prone to frequent errors for all counties. Participation Rate • Reports coming soon to help counties identify cases with potential issues. 200% Services at or Below the Poverty Level • Reminder to close cases via the DSS-5027 when the certification periods end.

31. Work First Family Assistance Cont’ Work First Policy • Work First policy sections are currently being reviewed, prioritized and revised. • Until revisions are published, continue to refer to the appropriate Administrative letters and policy as written. TANF State Plan 2016-2019 • North Carolina’s TANF State Plan for 2016-2019 has been submitted to the Administration for Children and Families (ACF) and awaiting approval. Webinars • The following webinars publication online is forthcoming: Work First and NC Work and NCWorks Partnership Conference Workshop

32. Work First Family Assistance Cont’ WF 2GEN 4 NC • More information is forthcoming. Counties will hear and see information regarding the statewide initiative for “global” 2GEN 4 NC including an assessment tool with a 2 generational approach. Policy revisions will reflect the vision and mission. • VISION: Re-think and re-energize the NC Work First program to improve service delivery and employability outcomes. • MISSION: The mission for NC Work First program’s 2GEN 4NC will focus on strengthening internal and external communications to increase partner engagement at both state and local level and to review and provide training and other evidence based strategies to enhance case management practices.

33. Break

34. Medicaid

35. Division of Medical Assistance Timeliness Measures • Average Processing Time (APT) – Other - 45 days or less • Percent Processed Timely (PPT) – Other - 85% Level I counties - 90% Level II/III counties • Average Processing Time (APT) – MAD - 90 days or less • Percent Processed Timely (PPT) - MAD - 85% Level I counties - 90% Level II/III counties Note: Counties must pass all 4 measures to pass the report card

36. Division of Medical Assistance Cont’ Application Timeliness Reports • Monthly Report Card - All applications processed during the calendar month - Includes approvals, denials and withdrawals - Two categories of applications * Other – All applications subject to 45-day processing including MAGI and non-MAGI * MAD – Applications subject to 90-day processing • Posted in FAST Help - Table of Contents>Reports>MA Report Card

37. Division of Medical Assistance Cont’ Additional Supporting Reports • Included Adjusted Report - Provides all details on the applications - Sort by program category (MAD vs Other) - Identify issues with specific cases to analyze - Determine cause (specific worker(s)) • Included Actual Report - Provides details on applications when using actual calendar days including weekends and holidays. • Excluded Actual Report - Review to ensure cases were appropriately excluded

38. Division of Medical Assistance Cont’ Report Card Analysis • DMA-5167: Guide for analysis of report card failure or monitoring issue • DMA-5169: Report Card analysis – use to document applications that were disposed after 45/90 day and reason.

39. Division of Medical Assistance Cont’ Application Monitoring • Monitor applications to ensure that correct procedures were followed during processing: - Did not deny prior to 45/90 day for missing information - Sent at least 2 requests for information with at least 12 days between - All other processing requirements • Monitor actions: - Denials - Withdrawals - Discouragement (includes approvals) - Inquiries - Excluded time was correct • Threshold is 80% for denials, withdrawals, discouragement and inquiries for all counties.

40. Division of Medical Assistance Cont’ Monitoring Analysis and Corrective Action • DMA-5167 - Guide for analysis of cases cited in monitoring • DMA-5168 - Report on actions taken for improper actions - Once actions completed (cases reopened or addressed), submit completed DMA-5168 to OST • All analysis and corrective action documentation must be filed in a central location in the agency https://www2.ncdhhs.gov/info/olm/forms/dma/

41. Division of Medical Assistance Cont’ Non-Emergency Medical Transportation (NEMT) • Determined next group of counties for implementation for January • Trainings continue for county process and for vendors • November training schedule sent to transportation coordinators and directors • Counties need to share information with their contracted vendors.

42. Division of Medical Assistance Cont’ Corrective Action Plan Findings – 1st Quarter • Notices -When to issue adequate versus timely notices -Manual or system approved notices. • Documentation – Missing supporting information • Budget/Calculations – Failure to calculate/obtain correct information • OVS – OVS In progress, No OVS, used OLV, did not image into NC FAST. • Income/Self-employment – Information not obtained or not entered correctly.

43. Division of Medical Assistance Cont’ • Lists of trainings with sign-in sheets were not submitted. • DMA is reviewing the deficiencies that were noted to ensure training was provided to assist the workers • Refer to DSS Terminal messages dated 4/12/2016 and 9/23/2016 detailing the DMA CAP information required to be submitted quarterly. • Second quarter CAP data is due 12/8/2016. The 2nd quarter is September through November 2016.

44. Division of Medical Assistance Cont’

45. Child Care

46. Division of Child Development and Early Education Child Care Development Fund (CCDF) • As of 9/23/2016, the CCDF regulations have been finalized and published in the Federal Register. • Due to the finalization of the CCDF, there will be policy changes in the future. Developmental Screening • DCD Letter 2016-04 was issued 9/30/2016 and is posted on the DCDEE website. • DCDEE has adopted procedures that provide information on existing resources and services to support developmental screenings and providing referral services, including the use of EPSDT under Medicaid as well as section 619 and part C of the Individuals with Disabilities Act (IDEA). Goal is to improve the physical health, social and emotional development of all children ages birth through 5 years.

47. Division of Child Development and Early Education Cont’ Procedures for Providers Submitting Private Paying Rate Changes • DCD Letter 2016-05 included a flyer for providers. • Letter emailed to counties on 10/11/2016 and will be published to the DCDEE website. • Providers should continue to follow the current rate change policies regarding their private pay rates. • Until the first payment is made from NC FAST, providers are required to submit rate sheets to their local purchasing agency (LPA) and record rate changes in the NC FAST Provider Portal. • Submission of private paying rate changes in the NC FAST Provider Portal will then be the only action required for providers for submitting rate changes.

48. Division of Child Development and Early Education Cont’ Reporting Attendance for October • DCD Letter 2016-06 issued on 11/3/16. This letter communicated procedures to follow when reporting attendance for October 2016 in counties affected by Hurricane Matthew. Procedures for Tracking 20 Months for Foster Parents, Continued Work-Around and Graduated Phase Out Work-Around • DCD Letter 2016-07 issued on 11/7/16 – When a child is placed in foster care and the need for child care is post-secondary education, the 20 month limit follows the foster parent and not the child. Letter communicates temporary work around for the counties to manually track the 20 months. • Work-around information for instances in which an income increase during the certification period exceeds the Federal Poverty Levels but is at or below 85% State Median Income. • Work-around information for Graduated Phase Out when families’ gross countable income exceeds FPL and is at or below the federal income threshold of 85% of the State Median Income at the time of redetermination.

49. Division of Child Development and Early Education Cont’ Continued Eligibility and Reporting Changes • Admin Letter 08-16 published 11/7/2016. Client must receive 12 months continued eligibility unless a change occurs that impacts eligibility. If income reported exceeds the FPL, but is at or below the 85% of SMI, eligibility must not change and will continue until end of certification period. • Changes that occur that may impact eligibility during the eligibility period must be reported. Parental Fees, Parental Fees and Blended Rates, Assessing Parental Fees and Not Assessing Parental Fees • Admin Letter 09-16 issued 11/7/2016. • Recipients will be responsible for paying parental fees of any amount assessed by child care worker. • New policy will require child care worker to calculate fees based on highest level of care. • There is one (1) parental fee for families receiving subsidized child care, regardless of number of children in care and hours of care needed. • New policy will require parental fees to be waived when certain situations apply. • New policy states that full-time care will not be provided if the need is for part-time care and part-time care is not available.

50. Division of Child Development and Early Education Cont’ Waiting Lists and Waiting List Surveys and Provider Participation Requirements, Calculating the Daily Rate, Timeline for Completing Redeterminations, Smart Start Enhancements and Changing Rates in the NC Fast Provider Portal • Admin Letter 10-16 issued 11/22/2016. Effective first month a payment is processed through NC Fast. • Local Purchasing Agency (LPA) will be responsible for managing and prioritizing waiting list information within NC FAST. • NC Fast will be responsible for maintaining waiting list information including surveys. Surveys will be conducted annually in March and September. Recipients will have 14 days to respond. • Providers who wish to participate in the Child Care program will use the NC FAST Provider Portal to complete various functions. • Providers must complete certain actions to access the NC FAST Provider Portal • Determined average month has 21.67 days. This is used to calculate the daily rate. Daily Rate = Monthly Approved Rate/21.67