The presentation discusses initiatives at the Georgia Department of Human Services (DHS) across multiple areas: 1) The Integrated Eligibility System aims to stabilize systems, consolidate eligibility call centers, prepare for increased volume under the Affordable Care Act, and develop the new eligibility system. 2) Attacking Fraud, Waste and Abuse includes implementing an able-bodied program for food stamps, recontracting for benefit fraud prosecution, increasing collaboration with GBI, and supporting legislative changes. 3) Developing self-sufficiency and independence involves expanding problem-solving courts, collaborating on re-entry programs, job grants for ex-offenders, and establishing a community outreach council.

1. DHS
Presenters: Keith Horton and Sharon Hill
Presentation to: Georgia Children's Advocacy Network
Date: 9 January 2014
Georgia Department of Human Services

2. DHS Vision and Culture Change

3. Integrated Eligibility System
IES:
• Work with GTA to stabilize the electronic systems. The four systems are
interdependent on each other to determine eligibility for Medicaid, Food Stamps
and TANF.
• Consolidate Eligibility Call Center and move to a stable platform. Currently,
multiple call centers answering calls for eligibility. Consolidate into one center where
case workers are cross trained to answer all questions and make changes to all
eligibility programs to include child care. Move from HICs platform to a stable and
user friendly platform-working with GTA on this move.
• Prepare for increase volume. Developing training and ramp up strategy for influx
of customers calling to determine Medicaid eligibility as a result of the Affordable
Health Care Act on 1 October.
• Development of IES system. Monitoring progress of development of system
designed for the new rules and necessary interfaces with the DCH systems.

4. Attacking Fraud, Waste and Abuse
Attacking Fraud, Waste and Abuse:
• Implement Able Body Program for Food Stamps. This program in coordination
with USDA and within the provisions of federal policy allows states to require work
activities for those who are classified able bodied.
• Re-contract with PAC. Met with PAC and we have agreed to re-enter a contract
that will assist DHS with the determination of prosecution for those who commit
benefit fraud.
• Collaboration with GBI. Increased training opportunities for DHS investigators
and child welfare staff from GBI. Establish regular meetings with GBI to share
information.
• Support legislative change of prosecution for fraud. PAC suggested moving
the civil penalty for fraud to the criminal code and increases the threshold for benefit
fraud prosecution at $1500 as a felony. Additionally, restricting the files of those
who have committed a felony if they participate in a pre trial intervention program.

5. Develop and strengthen collaborations that provide self sufficiency & independence
Self Sufficiency , Independence and Accountability:
• Expand Problem Solving Court. Child Support collaboration between the Court
and Administrative Office of Courts to hold parents accountable for their children;
currently 16 operational.
•Collaboration with DOC, Pardons and Parole and Governors Office of Reentry. Met with DOC to discuss cost sharing model for current re-entry program.
Received renewed commitment from Pardons and Parole to continue offering
consideration from those who graduate from DHS re-entry program.
• Collaborating with Pardons and Parole to send ex offenders through
Enhanced Transition Job Grant for subsidized employment.
• Pardons and Parole cooperation with DCSS become a condition of the terms
of probation
• Establishment of Community Outreach Council. Agency Council that will
leverage current resources and will look for ways to partner with other state
agencies as well as non public entities.
• Faith Based or Ministerial Alliance

6. Develop and strengthen collaborations that provide self sufficiency & independence
Self Sufficiency , Independence and Accountability:
• Culture change with benefits program. Met with policy writers and program
directors to focus on using the benefits issuance as a way of assessing how to help
or lead a customer to resources to help them become independent or self sufficient.
• Provide more educational and job opportunities for foster children. Focus on
identifying foster homes, actively track the children to ensure education needs are
met. Work with state DOE and local school districts to assist foster children.

7. Exit Kenny A
Kenny A:
• Address work culture of Fulton and Dekalb offices. Change internal hiring
processes for all employees. Send supervisors and managers to leadership
classes. Hold all accountable for attitude and work!
• Mentorship program for employees. Train mentors from outside counties and
have them mentor employees for a week to two week period and then become a
resource after mentorship.
• Infusion of new blood. Recruit high performers around the state to serve a stint
in the Fulton and Dekalb offices.
• Add a child welfare expert to team. Assign a child welfare expert to drive the
processes and make recommendations on resources and process change.
• Sustained Accountability. Meet with the Kenny A and DFCS leadership on a bi
monthly basis to evaluate process, progress and remove roadblocks.

8. DFCS Strategies to Strengthen Child Welfare Practice
Intensive Training for Staff
• Partnering with Child Advocacy Centers to develop and administer an intensive
training on how to interview children to gain the best information to make
decisions regarding their safety; all DFCS case managers who conduct
investigations and work with Family Support Cases will be required to attend
•Partnering with Georgia Public Safety Training to develop training on most
effective methods of interviewing adults in order to improve decisions we make
regarding their ability to appropriately ensure the safety of their children; all
DFCS case managers who conduct investigations and work with Family Support
Cases will be required to attend
Internal Safety Panels
•Creating statewide teams of subject matter experts within DFCS to provide
support and consultation on cases during the investigation and Family Support
phase
External Review Team
•Developing an external review process to assess current DFCS practice to
identify opportunities for practice improvement

9. DFCS Strategies to Strengthen Child Welfare Practice
Medical Consultation on Cases
•Providing consultation & support for counties on cases of child deaths and
serious injury, frequently including medical experts from Children’s Health Care
of Atlanta (CHOA)
Review of Previous Screen-out Decisions
•Conducting review of reports screened out during the past year to ensure most
appropriate decision made / follow up on reports that were screened out
Leadership Training
•Providing ongoing leadership training at all levels; more over-the-shoulder
support and mentoring for supervisory staff
Heightened Focus on Community Engagement and Accountability
•Ensuring county and regional leadership staff are engaging with external
stakeholders regularly; implementing processes to build greater accountability in
all phases of our operations

10. DFCS Strategies to Strengthen Child Welfare Practice
Medical Consultation on Cases
•Providing consultation & support for counties on cases of child deaths and
serious injury, frequently including medical experts from Children’s Health Care
of Atlanta (CHOA)
Review of Previous Screen-out Decisions
•Conducting review of reports screened out during the past year to ensure most
appropriate decision made / follow up on reports that were screened out
Leadership Training
•Providing ongoing leadership training at all levels; more over-the-shoulder
support and mentoring for supervisory staff
Heightened Focus on Community Engagement and Accountability
•Ensuring county and regional leadership staff are engaging with external
stakeholders regularly; implementing processes to build greater accountability in
all phases of our operations