The Ethical Challenges in Case Management
|
|
- Alfred Nash
- 5 years ago
- Views:
Transcription
1 Sheryl Steckler, Inspector General Jerry Chesnutt, Director of Internal Audit Audit Report OFFICE OF INSPECTOR GENERAL INTERNAL AUDIT Enhancing Public Trust in Government The Ethical Challenges in Case Management Project C February 27, 2008 Purpose and Objective The purpose of this audit is to explore the circumstances surrounding Office of Inspector General investigations of employees who falsify home visits to children. This audit was conducted as part of our FY audit plan. The objective of this audit is to identify recurring issues and shed light on additional information common to these investigations. Scope and Methodology The scope of this audit focuses primarily on twenty-three 1 Inspector General investigations (cases) of falsification of home visits with children that were completed from July 2006 to September Our methodology included reviewing regulations for home visits and examining case reports with supporting documents. In an effort to delve into underlying issues and extenuating circumstances, we interviewed supervisors, and in some cases, the investigation s subject. Background The Department faces the primary challenge of ensuring the safety and well-being of abused, neglected, and abandoned children. Protective supervision is provided through contracts between the Department and Community-based care lead agencies. Lead agencies usually employ subcontractors who provide case management and direct care services to children and their families. Section 65C , Florida Administrative Code (FAC), explains case management responsibilities and required contacts with children under supervision. It states in part, The Services Worker 2 shall make face-to-face contact with children under supervision and living in Florida, with the custodial parents of any child under in-home supervision, and with the child s caregiver if the child is in an out-of-home placement no less frequently than every thirty days. 1 Sample included all cases concerning only falsification of home visits to at-risk children from 7/06 through 9/07. Resulting breakdown of 23 sampled cases by District: District 7 = 1, District 8 = 1, District 9 = 8, District 11 = 4, District 13 = 1, District 14 = 2, SunCoast = 6. 2 Per Family Safety Program staff, the following position titles are interchangeable: services worker, case manager and case worker. 1
2 Section (2)(c), Florida Statutes (FS) on falsifying records states: Any person who knowingly falsifies, alters, destroys, defaces, overwrites, removes, or discards records of the Department of Children and Family Services or its contract provider with the intent to conceal a fact material to a child abuse protective investigation, protective supervision, foster care and related services, or a protective investigation or protective supervision of a vulnerable adult, as defined in chapter 39, chapter 409, or chapter 415, commits a felony of the third degree, punishable as provided in s , s , or s Nothing in this paragraph prohibits prosecution for a violation of paragraph (a) or paragraph (b) involving records described in this paragraph. Some challenges faced by case managers were described in OPPAGA report number 06-50: Lead agencies reported that case managers are in high stress, emotionally draining jobs that require long work hours. Case management organization and lead agency administrators said that additional job frustrations that lead to case manager turnover are documentation requirements that limit time spent with clients, and applicants not understanding the demanding nature of the job prior to accepting the position. 3 Several interviews during OIG investigations and during this audit corroborated this description and provided a glimpse into the nature of this work. the (case manager) told the (foster parent) that his caseload was too high and that he did not have the time to go to her home for the visit..had case management responsibility for about 63 children was required to conduct monthly visits with these children in their current placements. was an impossible job requirement. (There were) many vacant positions in the office. felt the high caseload was a form of punishment for being the most seasoned employee. As a result, he was becoming ill, working to 8:00 p.m. or 9:00 p.m. most nights, unable to see his children, and fighting with his wife over the long work hours. felt his employment termination might be a blessing in disguise for his personal life (OIG Case ). (case manager) resigned due to the stress of working long hours, weekends and holidays (OIG Case ). We can t retain staff because of high caseloads (OIG Case ). due to being the longest serving case manager, he had a caseload of 54 children to visit each month.always being rushed to complete his high caseload each month and travel to meet visitation targets (OIG Case ). care manager stated "due to her heavy caseload, had been unable to visit" (OIG Case ). (case manager s) caseload was somewhat excessive for an inexperienced case manager. (supervisor) was unable to assist him a great deal due to being overloaded herself by working a 30 child caseload in addition to being a new supervisor. He was further overloaded with cases when another employee s caseload was transferred to him after her resignation because he was the only 3 The Office of Program Policy Analysis and Government Accountability report number 06-50, Child Welfare System Performance Mixed in First Year of Statewide Community-Based Care, issued in June
3 Spanish speaking case manager.... (caseloads) slowly rose when positions were cut (OIG Case ). Turnover creates caseload issues (OIG Case ). case managers have until the 20th of each month to complete all visits but she allows until the 25th at max due to emergencies (OIG Case ). was very upset about the size of her caseload (OIG Case ). (The organization) recently cut positions, including case managers and one supervisor position, resulting in an increase in caseloads and supervisory responsibilities (OIG Case ). he had a caseload of 33 children and claimed it was the highest of any case manager in his unit. He said that it was very frustrating working in his unit because he had no support, there was a high turnover of staff and low morale in the unit. She said (case manager staff) was down by nine due to staff turnover (OIG Case ). He said he had a lot of cases and he was doing the best he could. (case manager) appeared hopeless at times (OIG ). Case work is hard and getting the right person is hard. Stress on the job may have caused her to do the job improperly. (OIG Case ). supervisors have to work their own caseloads and make the same deadlines as the case managers. Sometimes case managers work twice as many hours as they are paid for (OIG Case ). During interviews, supervisors commented that some case managers chose to perform their jobs incorrectly by using shortcuts giving the appearance that home visits were conducted appropriately. Some case managers indicated in HomeSafenet 4 (HSn) that face-to-face home visits occurred even though the case manager: only contacted clients by telephone or left a business card after finding no one home (OIG Case ) spoke to clients at the residence and never entered the home (OIG ) submitted timesheets and travel logs that were inconsistent with HSn notes (OIG Case ) visited the home and had foster parents sign an additional Monthly Child Visit form, then back-dated it to reflect a visit that did not occur (OIG Case ) neglected to provide and sign the Child Resource Book/visitation log (OIG Case ) forged signatures of caregivers, children, and supervisors (OIG Case ) requested that the foster parent sign the home visit form after a supervised parental visit at service center (OIG Case ) filed home visit forms that were unsigned and not dated (OIG Case ) Many of these instances are unethical and essentially fraudulent under section , FS. Case managers falsified documents to deceive supervisors that believed they had complied with procedures in completing home visits. 4 HomeSafenet (HSn) was Florida s federally funded Statewide Automated Child Welfare Information System (SACWIS) for providing information to support community-based organizations, in partnership with the State of Florida, in identifying victims of abuse and neglect. In July 2007, HSn was converted to Florida Safe Families Network. 3
4 ISSUES While there may be many reasons why case managers falsified home visits, the following reasons were prevalent in case reports and interviews. Many case managers were overwhelmed by large caseloads. Large caseloads were common in 18 of 23 (78%) cases. Caseloads ranged from 21 to 63 children where case managers were required to visit each month. We noted that when overwhelmed with cases, case managers chose to do as many as possible, resign, or take short cuts that entailed falsification. One case manager admitted a case note was false and that he created it so it could count as a monthly visit; that he conducted a quick home visit; that the notes were false because he did not go to the foster home on that date; and, that he admitted his actions were inappropriate, but said he had no other choice due to an excessive caseload. In his opinion, this was an impossible job requirement (OIG Case ). A co-worker commented that one case manager was so overwhelmed he appeared hopeless at times and became defensive. 5 OPPAGA reported that the statewide average caseload was 24 children per case manager in fiscal year The caseload ratio recommended by the Child Welfare League of America (CWLA) is foster children per case manager. Caseload standards help to ensure that case managers have enough time to adequately serve each child and family. 7 To assist with acquiring resources to comply with the CWLA, 20.19(5)(c), FS directs the Department each fiscal year to request a specific appropriation for funds and positions for the next fiscal year to provide an adequate number of full-time equivalent child protection case workers so that caseloads do not exceed CWLA standards by more than two cases. The statute essentially established caseload standards as children, 8 two cases more than CWLA standards based on the condition that the Department acquires an adequate number of full-time case workers through the legislative budget request. Compliance with (5) (c), FS was evident in the legislative budget request, as funding was requested for 400 case manager positions based on a proposal the Department accepted from the Florida Coalition for Children. 9 The Office of the Assistant Secretary for Programs stated that the Department does not track average caseload per case manager. The Family Safety Program Director stated the Department had not mandated the requirement for lead agencies or their subcontracted providers to adhere to CWLA standards or caseload ratios. The Assistant Secretary for Programs stated that, in his opinion, it was not advisable to include caseload standards in CBC contracts for the following reasons: 5 Department of Children and Families Inspector General Investigation , issued April See footnote 2 and when contacted OPPAGA staff indicated the ratio was calculated through surveys and interviews. 7 United States Government Accountability Office Report GAO T, Additional Federal Action Could Help States Address Challenges in Providing Services to Children and Families, May 15, The Office of Program Policy Analysis and Government Accountability report number 06-50, Child Welfare System Performance Mixed in First Year of Statewide Community-Based Care, issued in June Department of Children and Families Intranet, Budget Office website, Legislative Budget Request , Exhibit D-3A, page 198. Per the Office of the Assistant Secretary for Programs, the Department does not track average caseload per case manager. The budget request was based on a proposal submitted by Florida Coalition for Children. 4
5 The Department has not established a standard for child welfare caseloads. The lead agency average caseload correlates with the level of funding to the agency per child served. There is an inadequate understanding of how other factors (e.g. workplace environmental factors, salary, federal and state requirements, and public perception) interrelate to shape case manager compliance and performance. As a result, focusing only on caseloads in CBC contracts could potentially yield unintended negative consequences. The Assistant Secretary recommended that the Department should ensure compliance with the provisions of subsection 20.19(5)(c), FS and analyze available data to improve the ability to identify situations where case manager compliance is at elevated risk. The Inspector General commented that high caseload levels identified in this investigation (OIG Investigation ) may have a direct correlation to case manager s ability to perform their required monthly visits. It was recommended, and we concur, that they consider alternative options to reducing caseloads and sharing best practices statewide. We also recommend that caseload data be evaluated statewide so that the Department is better able to manage Florida s child protection system. By doing so, potential pitfalls and problems can be readily identified. This would be the starting point for understanding workload and can be used as a basis for determining the number of case manager positions needed to adequately serve each child and family. Large caseloads driving high turnover rates. High turnover was pointed out in seven of 23 (30%) cases. During interviews, one case manager supervisor commented that excessive caseloads drive turnover and vice versa. Another said high caseload is a contributing factor to retaining staff. When a case manager leaves, remaining case managers must absorb the workload until the position is filled. She said it is hard to retain case managers because the job is so demanding and exhausting. Some case managers do not realize what the job requires initially, and when they get overloaded with work, they see no outlet except job resignation. Several case managers had health conditions that made it difficult to keep up with the work that sometimes led to poor performance, resignation or termination. In one investigation, the case manager stated that she began having health problems that were stressed-induced and her ability to keep up with the documentation became difficult; she resigned due to the stress of working long hours, weekends, and holidays (OIG Case ). Supervisors indicated that high turnover was caused by resignations due to large caseloads, low salaries, long work hours, overall job dissatisfaction, and terminations due to inappropriate case management. Internal lead agency position cuts to cover other costs contributed to turnover as well. 10 A former case manager said there are not enough case managers to adequately handle cases. As a result, case managers reported experiencing stress from performance pressure to complete numerous home visits, paperwork, and data input to HSn within prescribed timeframes. We recommend that the Department and Community-Based Care organizations establish a workgroup to focus on finding ways to retain case management staff. The attached letter from 10 OIG Case : Lead Agency Child & Family Connections cut case manager positions of subcontractor Family Preservation Services of Florida, Inc. in District 9. 5
6 an anonymous case manager provides insight and information that should be considered by the workgroup. 11 Case management oversight needs improvement. We noted several situations where more oversight or supervision was needed. Several case managers stated that they never got the help they requested. During interviews, some supervisors commented that some case managers could not effectively organize their work and manage time. Supervisors noticed: discrepancies between time and travel records (OIG Cases and ) tardiness in completing face-to face sheet contact notes, entering data in HSn, and late submission of legal documents (OIG Case ) overlapping visits or visits that occurred at the same date and time as other visits or attempted visits (OIG Case ) We reviewed several cases where supervisory assistance was needed, but not provided for various reasons. One case manager indicated that his supervisor was unable to assist him due to management of her own caseload (OIG Case ). This was consistent with another supervisor (OIG Case ). Another case manager said he was very frustrated working in his unit because he had no support; there was high staff turnover and low morale in the unit (OIG Case ). Yet another said he had impossible job requirements that led him to take shortcuts until his caseload became manageable. He indicated he was overwhelmed by his caseload and insufficiently trained in some areas (OIG Case ). Another said she was required to have her 32 children seen before the 15th of each month, conduct judicial reviews, participate in staffing, in addition to a myriad of other activities. She started having problems keeping up with everything and requested a lower caseload from her supervisor. Her supervisor could not be relied upon to help and her caseload was not lowered. (OIG Case ) One supervisor said the case manager should have been monitored more closely, but she was experienced and had proven to be a good employee in the past (OIG Case ). Another said she was too trusting. A couple of case managers held second jobs. Job hours conflicted with case management work hours and could have interfered with their case management duties. Supervisors acknowledged they did not approve dual employment (OIG Cases and ). Personal issues were noted in eight of the 23 (35%) cases examined. Such issues included family illnesses, stress, personal illness, extended sick leave, relocation, attending graduate school, planning a wedding, fear of dogs, and problems working long hours and weekends. Supervisors were aware of some of these issues. Communication and monitoring should be improved to handle these situations with minimal adverse effects on the job. To improve case management oversight, we recommend that management consider implementing a Customer Care Call Policy. This policy was initiated by KHU (Kids Hope United, Inc.) in response to a falsification investigation. It requires each supervisor to make random calls to families to determine if case managers are making required home visits. We also recommend considering implementation of a Staff Shadowing Program that would involve 11 Source: DCF Office of Operations. 6
7 supervisors accompanying case managers on home and field visits to monitor the quality of services (OIG Case ). Supervisors and case managers are not satisfied with the training provided by the Department. Training dissatisfaction was expressed in eight of 23 (35%) cases. Several case manager supervisors echoed that the certification training was insufficient and ineffective. One case manager claimed he made mistakes because he was insufficiently trained in some areas (OIG Case ). Supervisors said case managers expressed that training is just theory and should include more hands-on exercises. In addition, more fieldwork training is needed (OIG Cases , and ). Training should not stop at theory, but extend to more hands-on case walk-throughs to help convey a better understanding of the job (OIG Case ). One supervisor indicated mock cases should be included so that case managers can carry out actual steps in processing a case (OIG Case ). Department management indicated mock cases are part of the curriculum; however, the Department does not continually monitor to know if they are being conducted. Supervisors said Kids Hope United case managers had complained that training was horrible and that once training was over they did not know how to work a case (OIG Case ). However, in July 2007, their lead agency, Heartland for Children, provided much better training that guided them more thoroughly through case processing. Case managers received a notebook of forms and better step-by-step instructions and illustrations, including redacted judicial reviews using successful cases. Supervisors from Children s Home Society (OIG Case ) said the Hillsborough Kids training group was hired to provide additional training to their case managers. They stated that case managers were very satisfied because the training was more hands-on and provided better reference tools. We recommend the Department and Community-Based Care organizations establish a workgroup to survey case managers evaluating the effectiveness of the training, implement best practices statewide, and enhance the training curriculum if necessary. We also recommend that the Department ensure that mock cases are conducted as required. Conclusion Challenges of case management have, for some, turned into poor ethical choices. Regardless of job conditions, the individual case manager is first and foremost responsible for the accuracy of visitation information. Supervisors also must be alert for indicators that may lead to falsification of home visits. Management should address the recommendations noted above to improve the case management environment for the benefit of staff and clients. While studying the work environment of case managers and the factors that led some to falsify client records, we recognized a need for behavioral guidance in the form of a code of ethics. This code of ethics should describe organizational expectations and be included as part of the case management training curriculum. This code would benchmark acceptable behavior and 7
8 foster an environment that does not force child welfare professionals to choose between their livelihood and the protection of children. Management Response The attached response from the Office of the Assistant Secretary for Programs and the Office of Family Safety indicated that they concurred with our findings and that appropriate corrective action will be taken. The complete report and response are available on our web site at the following address: This project was conducted in accordance with the International Standards for the Professional Practice of Internal Auditing, published by the Institute of Internal Auditors. This report is also available on our website: Project conducted by Renea Alexander under the supervision of Jerry Chesnutt, Director of Auditing (850) Sheryl G. Steckler, DCF Inspector General 8
9 ATTACHMENT 9
10 10
11 11
12 12
13 13
14 14
15 15
16 16
17 17
18 18
19 19
20 20
21 21
22 22
23 23
24 24
25 25
January 2004 Report No
January 2004 Report No. 04-03 DCF Needs to Improve Child Protection Staff Training and Clarify DCF and Lead Agency Roles at a glance There is no single optimal mix of specific services for addressing the
More information(Signed original copy on file)
CFOP 75-8 STATE OF FLORIDA DEPARTMENT OF CF OPERATING PROCEDURE CHILDREN AND FAMILIES NO. 75-8 TALLAHASSEE, September 2, 2015 Procurement and Contract Management POLICIES AND PROCEDURES OF CONTRACT OVERSIGHT
More informationChild Protective Investigator and Child Protective Investigator Supervisor Educational Qualifications, Turnover, and Working Conditions Status Report
and Supervisor Educational Qualifications, Turnover, and Working Conditions Status Report ANNUAL REPORT Department of ren and Families Office of Welfare Mike Carroll Secretary Rick Scott Governor Contents
More informationOutsourcing of Child Welfare Services: Has Effective Oversight Been Established?
OFFICE OF INSPECTOR GENERAL INTERNAL AUDIT Enhancing Public Trust in Government Audit Report Outsourcing of Child Welfare Services: Has Effective Oversight Been Established? Project #A-05-0708-260 June
More informationNORTH CAROLINA DEPARTMENT OF HEALTH AND HUMAN SERVICES DIVISION OF SOCIAL SERVICES CHILD WELFARE SERVICES
NORTH CAROLINA DEPARTMENT OF HEALTH AND HUMAN SERVICES DIVISION OF SOCIAL SERVICES CHILD WELFARE SERVICES Background and Purpose The North Carolina Department of Health and Human Services has the authority
More informationOIG Hospice Risk Areas With Footnotes
Moreover, the compliance programs should address the ramifications of failing to cease and correct any conduct criticized in a Special Fraud Alert, if applicable to hospices, or to take reasonable action
More informationContinuous Quality Improvement
3 rd Quarter 2013-2014 Quality Case Reviews ChildNet s Mission ~ To protect abused, abandoned and neglected children in the communities we serve. Continuous Quality Improvement 1 Quality Case Process For
More informationFebruary 21, Regional Directors Child Nutrition Programs All Regions. State Agency Directors All States
United States Department of Agriculture Food and Nutrition Service 3101 Park Center Drive Alexandria, VA 22302-1500 SUBJECT: TO: February 21, 2003 Implementation of Interim Rule: Monitor Staffing Standards
More information2016 REPORT Community Care for the Elderly (CCE) Client Satisfaction Survey
2016 REPORT Community Care for the Elderly (CCE) Client Satisfaction Survey Program Services, Direct Service Workers, and Impact of Program on Lives of Clients i Florida Department of Elder Affairs, 2016
More informationFLORIDA DEPARTMENT OF ENVIROMENTAL PROTECTION
FLORIDA DEPARTMENT OF ENVIROMENTAL PROTECTION Office of Inspector General Report No. A-1011EOG-012 Final Report Date: April 2011 Overview The Office of Inspector General (OIG) participated in the State
More informationINVESTIGATIVE REPORT
ISSUED: April 18, 2006 IR-01-36-06 THE UNITED STATES VIRGIN ISLANDS OFFICE OF THE VIRGIN ISLANDS INSPECTOR GENERAL INVESTIGATIVE REPORT INVESTIGATION INTO THE PAYROLL ACTIVITIES OF SPECIFIC EMPLOYEES AT
More informationQuality Improvement Standards for Probation and Community Intervention Programs
for Programs Promoting continuous improvement and accountability in juvenile justice programs and services QI Standards for Probation and Community Intervention Programs Standard 1: Management Accountability
More informationMonitor Staffing Standards in the Child and Adult Care Food Program Interim Rule Guidance
[ X] Information July 22, 2003 TO: RE: Sponsors of Family Day Care Homes Monitor Staffing Standards in the Child and Adult Care Food Program Interim Rule Guidance The following information we received
More informationSHERIFF S CHILD PROTECTIVE INVESTIGATIONS
SHERIFF S CHILD PROTECTIVE INVESTIGATIONS PROGRAM PERFORMANCE EVALUATION REPORT JANUARY 31, 2004 Conducted by the Broward, Manatee, Pasco, Pinellas, & Seminole County Sheriff s Offices And The Florida
More informationFlorida Department of State Annual Report
OFFICE OF INSPECTOR GENERAL Kurt S. Browning Secretary Florida Department of State Annual Report 2010-2011 John L. Greene Inspector General Divison of Corporations Division of Elections Division of Cultural
More informationSheriff s Child Protective Investigations
Sheriff s Child Protective Investigations PROGRAM PERFORMANCE EVALUATION REPORT January 31, 2008 Conducted by the Broward, Hillsborough, Manatee, Pasco, Pinellas, & Seminole County Sheriff s Offices &
More informationEXHIBIT A SPECIAL PROVISIONS
EXHIBIT A SPECIAL PROVISIONS The following provisions supplement or modify the provisions of Items 1 through 9 of the Integrated Standard Contract, as provided herein: A-1. ENGAGEMENT, TERM AND CONTRACT
More informationCHILD HEALTH SERVICES TARGETED CASE MANAGEMENT COVERAGE AND LIMITATIONS HANDBOOK
Florida Medicaid CHILD HEALTH SERVICES TARGETED CASE MANAGEMENT COVERAGE AND LIMITATIONS HANDBOOK Agency for Health Care Administration June 2012 UPDATE LOG CHILD HEALTH SERVICES TARGETED CASE MANAGEMENT
More informationRecover Health Training. Corporate Compliance Plan Code of Conduct Fraud & Abuse
Recover Health Training Corporate Compliance Plan Code of Conduct Fraud & Abuse 1 The Course Objectives When you complete this course you will be able to: Understand Recover Health s reasons for implementing
More informationEARLY LEARNING COALITION OF OSCEOLA COUNTY
Page 1 of 7 POLICY STATEMENT To ensure the VPK program is compliant with legislative and OEL rules and policies, the Coalition and/or the Central Agency will monitor all required program components at
More informationAUDIT OF THE OFFICE OF COMMUNITY ORIENTED POLICING SERVICES AND OFFICE OF JUSTICE PROGRAMS GRANTS AWARDED TO THE CITY OF BOSTON, MASSACHUSETTS
AUDIT OF THE OFFICE OF COMMUNITY ORIENTED POLICING SERVICES AND OFFICE OF JUSTICE PROGRAMS GRANTS AWARDED TO THE CITY OF BOSTON, MASSACHUSETTS EXECUTIVE SUMMARY The Department of Justice Office of the
More informationMDS 3.0: A Compliance Officer's Nightmare or Nirvana?
MDS 3.0: A Compliance Officer's Nightmare or Nirvana? 1 Introduction In October 2010, CMS implemented a new standardized resident assessment instrument called MDS 3.0 FY2012, new assessment type implemented:
More informationQuality Management Plan Addendum Following Statewide Quality Assurance Planning Criteria For Fiscal Year 2009/2010
Quality Management Plan Addendum Following Statewide Quality Assurance Planning Criteria For Fiscal Year 2009/2010 Overview Our Kids is the non-profit lead agency for Community Based Care in Miami-Dade
More informationOffice of Inspector General Educator Certification
Office of Inspector General Educator Certification Report #A-1314-015 March 2015 Executive Summary In accordance with the Department of Education s (department) fiscal year 2013-14 audit plan, the Office
More informationState of Florida Department of Children and Families
State of Florida Department of Children and Families Rick Scott Governor Mike Carroll Secretary REQUEST FOR INFORMATION #23FS16006 Behavioral Health Training for the Child Protective Investigation Professional
More informationBOARD OF COOPERATIVE EDUCATIONAL SERVICES SOLE SUPERVISORY DISTRICT FRANKLIN-ESSEX-HAMILTON COUNTIES MEDICAID COMPLIANCE PROGRAM CODE OF CONDUCT
BOARD OF COOPERATIVE EDUCATIONAL SERVICES SOLE SUPERVISORY DISTRICT FRANKLIN-ESSEX-HAMILTON COUNTIES MEDICAID COMPLIANCE PROGRAM CODE OF CONDUCT Adopted April 22, 2010 BOARD OF COOPERATIVE EDUCATIONAL
More informationChild Care Program (Licensed Daycare)
Chapter 1 Section 1.02 Ministry of Education Child Care Program (Licensed Daycare) Follow-Up on VFM Section 3.02, 2014 Annual Report RECOMMENDATION STATUS OVERVIEW # of Status of Actions Recommended Actions
More informationWAKE COUNTY SHERIFF S OFFICE
STATE OF NORTH CAROLINA OFFICE OF THE STATE AUDITOR BETH A. WOOD, CPA WAKE COUNTY SHERIFF S OFFICE RALEIGH, NORTH CAROLINA INVESTIGATIVE REPORT OCTOBER 2017 1 EXECUTIVE SUMMARY PURPOSE The Office of the
More informationFLORIDA DEPARTMENT OF JUVENILE JUSTICE PROCEDURE
PROCEDURE Title: Incident Operations Center and Incident Review Procedures Related Rule: 63F-11, Florida Administrative Code (F.A.C.) This procedure applies to both the Incident Operations Center (IOC)
More informationRisk Pool Peer Review Committee Reports Summary of Findings, Conclusions and Recommendations March 28, 2016
Risk Pool Peer Review Committee Reports Summary of Findings, Conclusions and Recommendations March 28, 2016 The Risk Pool Peer Review Committee reports each contain findings and conclusions as well as
More informationZero-Based Budgeting Review. Final Subcommittee Recommendations for Health & Human Services
Zero-Based Budgeting Review Final Subcommittee Recommendations for Health & Human Services To: Legislative Budget Commission From: Senator Ron Silver, Chairman Zero Based Budgeting Subcommittee on Health
More informationDEPARTMENT OF ELDER AFFAIRS PROGRAMS AND SERVICES HANDBOOK. Chapter 5. Administration of the Community Care for the Elderly (CCE) Program
Chapter 5 Administration of the Community Care for the Elderly (CCE) Program Table of Contents TABLE OF CONTENTS Section: Topic Page I. Purpose of the CCE Program 5-3 II. Legal Basis and Specific Legal
More informationBUREAU OF MONITORING AND QUALITY IMPROVEMENT PROGRAM REPORT FOR
S T A T E O F F L O R I D A D E P A R T M E N T O F J U V E N I L E J U S T I C E BUREAU OF MONITORING AND QUALITY IMPROVEMENT PROGRAM REPORT FOR JDAP Circuit 12 Bay Area Youth Services (Contract Provider)
More informationSheriffs Child Protective Investigations
Sheriffs Child Protective Investigations PROGRAM PERFORMANCE EVALUATION REPORT Fiscal Year 09-10 Conducted by the Broward, Citrus Hillsborough, Manatee, Pasco, Pinellas, Seminole County Sheriff s Offices
More informationProgram Performance Review
Program Performance Review Broward Addiction Recovery Division (BARC) April 15, 2008 Report No. 08-11 Office of the County Auditor Evan A. Lukic, CPA County Auditor Table of Contents Topic Page Executive
More informationChild Welfare Quality Management Plan
FY 14/15 Child Welfare Quality Management Plan Big Bend Community Based Care, Inc. One of Big Bend Community Based Care s core values is the belief that all children have the right to grow up safe, healthy
More informationPreventing Fraud and Abuse in Health Care
Preventing Fraud and Abuse in Health Care Corporate Compliance what is it? Corporate Compliance is about the effort to fight healthcare fraud and abuse by making it a state and federal criminal offense
More informationChild Protection Services Quality Management Plan Fiscal Year
Child Protection Services Quality Management Plan Fiscal Year 2015-2016 Serving Escambia, Santa Rosa, Okaloosa, and Walton Counties through contract with the Florida Department of Children & Families.
More informationSTATE OF FLORIDA DEPARTMENT OF. NO TALLAHASSEE, April 1, Safety INCIDENT REPORTING AND ANALYSIS SYSTEM (IRAS)
CFOP 215-6 STATE OF FLORIDA DEPARTMENT OF CF OPERATING PROCEDURE CHILDREN AND FAMILIES NO. 215-6 TALLAHASSEE, April 1, 2013 Safety INCIDENT REPORTING AND ANALYSIS SYSTEM (IRAS) 1. Purpose. This operating
More informationAnnual Report Fiscal Year 2001
Annual Report Fiscal Year 2001 Accountability Efficiency Integrity Committed to working in partnership with local communities to ensure safety, well-being, and self-sufficiency for the people we serve.
More informationBUREAU OF QUALITY IMPROVEMENT PROGRAM REPORT FOR
S T A T E O F F L O R I D A D E P A R T M E N T O F J U V E N I L E J U S T I C E BUREAU OF QUALITY IMPROVEMENT PROGRAM REPORT FOR Probation and Community Intervention - Circuit 3 Department of Juvenile
More informationFamily Service Practice Audit
Vancouver Richmond Service Delivery Area Family Service Practice Audit Report Completed: October 2014 Office of the Provincial Director of Child Welfare and Aboriginal Services Quality Assurance Branch
More informationDEPARTMENT OF ELDER AFFAIRS PROGRAMS AND SERVICES HANDBOOK Chapter 5: Community Care for the Elderly Program CHAPTER 5
CHAPTER 5 Administration of the Community Care for the Elderly (CCE) Program July 2011 5-1 Table of Contents TABLE OF CONTENTS Section: Topic Page I. Purpose of the CCE Program 5-3 II. Legal Basis and
More informationINTRADEPARTMENTAL CORRESPONDENCE. June 7, 2016 BPC #
INTRADEPARTMENTAL CORRESPONDENCE June 7, 2016 BPC #16-0173 1.0 TO: The Honorable Board of Police Commissioners FROM: Inspector General, Police Commission SUBJECT: OFFICE OF THE INSPECTOR GENERAL INVESTIGATION
More informationPrison and Jails Standards Documentation Requirements
Prison and Jails Standards Documentation Requirements This document is meant to assist agencies and facilities in their PREA compliance efforts. The standards listed below are examples of prison and jail
More informationDEPARTMENT OF BUSINESS AND PROFESSIONAL REGULATION. Office of Inspector General. Audit Report A-1415BPR-020
DEPARTMENT OF BUSINESS AND PROFESSIONAL REGULATION RICK SCOTT Governor KEN LAWSON Secretary MELINDA M. MIGUEL Chief Inspector General LYNNE T. WINSTON, Esq., CIG Inspector General Office of Inspector General
More informationMarch 15, 2018 CFOP Chapter 12 IMPLEMENT REUNIFICATION AND POST-PLACEMENT SUPERVISION
Chapter 12 IMPLEMENT REUNIFICATION AND POST-PLACEMENT SUPERVISION 12-1. Purpose. Per s. 39.521(e)(9), F.S., the reunification decision evaluates the extent to which the circumstances and behavior identified
More informationOFFICE OF CHILDREN AND FAMILY SERVICES NEW YORK CITY DAY CARE COMPLAINTS. Report 2005-S-40 OFFICE OF THE NEW YORK STATE COMPTROLLER
Alan G. Hevesi COMPTROLLER OFFICE OF THE NEW YORK STATE COMPTROLLER DIVISION OF STATE SERVICES Audit Objectives... 2 Audit Results - Summary... 2 Background... 3 Audit Findings and Recommendations... 4
More informationAgency for Health Care Administration
Page 57 of 174 requirements of an administrator pursuant to paragraph (1)(a) of this rule. Managers who attended the core training program prior to July 1, 1997, are not required to take the competency
More informationMay 1, Internal Audit Report Child Care Assistance Program Health and Human Services
Internal Audit Report 2008-7 Introduction. The Department of received $1,075,000 from the State of Alaska Division of Public Assistance to administer the (CCAP) for fiscal year 2007 and $1,278,081 for
More informationOffice of the Public Defender. Staff Presentation FY 2016 Revised and FY 2017 Budgets April 7, 2016
Office of the Public Defender Staff Presentation FY 2016 Revised and FY 2017 Budgets April 7, 2016 1 Public Defender Created in 1941 by Chapter 1007 of the Public Laws Office and its functions defined
More informationOffice of the District of Columbia Auditor
021:13:LH:ID:cm Audit of the Department of Small and Local Business Development Certified Business Enterprise Program September 27, 2013 Audit Team: Laura Hopman, Assistant Deputy Auditor Ingrid Drake,
More informationANNUAL PROGRAM PERFORMANCE EVALUATION REPORT
Florida Sheriffs Performing Child Protective Investigations ANNUAL PROGRAM PERFORMANCE EVALUATION REPORT Fiscal Year 2010-2011 Conducted jointly by DCF and the Sheriff Offices of Broward, Citrus, Hillsborough,
More information907 KAR 15:080. Coverage provisions and requirements regarding outpatient chemical dependency treatment center services.
907 KAR 15:080. Coverage provisions and requirements regarding outpatient chemical dependency treatment center services. RELATES TO: KRS 205.520, 42 U.S.C. 1396a(a)(10)(B), 1396a(a)(23) STATUTORY AUTHORITY:
More informationResidential Treatment Services Manual 6/30/2017. Utilization Review and Control UTILIZATION REVIEW AND CONTROL CHAPTER VI. Page. Chapter.
1 UTILIZATION REEW AND CONTROL CHAPTER 2 CHAPTER TABLE OF CONTENTS PAGE Financial Review and Verification... 3 Utilization Review (UR) - General Requirements... 3 Appeals... 4 Documentation Requirements
More informationFRAUD IN PERSONAL CARE PROGRAMS
FRAUD IN PERSONAL CARE PROGRAMS JAMES G. SHEEHAN CHIEF INTEGRITY OFFICER NEW YORK CITY HUMAN RESOURCES ADMINISTRATION sheehanj@hra.nyc.gov (212) 274-5600 LEARNING OBJECTIVES Identifying personal care services.
More informationGAO INTERAGENCY CONTRACTING. Franchise Funds Provide Convenience, but Value to DOD is Not Demonstrated. Report to Congressional Committees
GAO United States Government Accountability Office Report to Congressional Committees July 2005 INTERAGENCY CONTRACTING Franchise Funds Provide Convenience, but Value to DOD is Not Demonstrated GAO-05-456
More informationCorporate Compliance Program and Code of Conduct
Hope. Care. Cure. M/S S-232 PO Box 50020 Seattle, WA 98145-5020 www.seattlechildrens.org Pub. 8/01 Rev. 11/04 10/06 4/09 6/12 Corporate Compliance Program and Code of Conduct We are all responsible. About
More informationECKERD COMMUNITY ALTERNATIVES CBC LEAD AGENCY SERVING CHILDREN IN PINELLAS AND PASCO COUNTIES
ECKERD COMMUNITY ALTERNATIVES CBC LEAD AGENCY SERVING CHILDREN IN PINELLAS AND PASCO COUNTIES QUALITY MANAGEMENT PLAN July 1, 2010 - June 30, 2011 Page 1 Overview This document represents the quality improvement
More informationGAO WARFIGHTER SUPPORT. DOD Needs to Improve Its Planning for Using Contractors to Support Future Military Operations
GAO United States Government Accountability Office Report to Congressional Committees March 2010 WARFIGHTER SUPPORT DOD Needs to Improve Its Planning for Using Contractors to Support Future Military Operations
More informationFamily Service Practice Audit
Northeast Service Delivery Area Family Service Practice Audit Report Completed: June 2014 Office of the Provincial Director of Child Welfare and Aboriginal Services Quality Assurance Branch Table of Contents
More informationINLAND EMPIRE HEALTH PLAN CODE OF BUSINESS CONDUCT AND ETHICS. Our shared commitment to honesty, integrity, transparency and accountability
INLAND EMPIRE HEALTH PLAN CODE OF BUSINESS CONDUCT AND ETHICS Our shared commitment to honesty, integrity, transparency and accountability UPDATED: February 2014 TABLE OF CONTENTS Topic Page A. The IEHP
More informationU.S. Department of Education Office of Inspector General
U.S. Department of Education Office of Inspector General Fundamentals of Title IV Administration Office of Inspector General Investigation Services Overview Presented by OIG Investigation Services Special
More informationSNF Compliance: What s at Stake?
SNF Compliance: What s at Stake? HARMONY UNIVERSITY The Provider Unit of Harmony Healthcare International, Inc. (HHI) Presented by: Elisa Bovee, MS OTR/L Vice President of Operations About Elisa Elisa
More informationSTATE OF FLORIDA DEPARTMENT OF HEALTH ORDER OF EMERGENCY RESTRICTION OF LICENSE. Celeste Philip, M.D., M.P.H., State Surgeon General, ORDERS the
STATE OF FLORIDA DEPARTMENT OF HEALTH Final Order No. DOH-17-1097- ea -MQA JUN 2 2 2017 FILED DATE - Department of By 4-71-mrrttn-PriorTftri; In Re: Emergency Restriction of the License of Al Handal, L.C.S.W.
More informationOFFICE OF AUDIT REGION 9 f LOS ANGELES, CA. Office of Native American Programs, Washington, DC
OFFICE OF AUDIT REGION 9 f LOS ANGELES, CA Office of Native American Programs, Washington, DC 2012-LA-0005 SEPTEMBER 28, 2012 Issue Date: September 28, 2012 Audit Report Number: 2012-LA-0005 TO: Rodger
More informationC I N S / F I N S C h i l d r e n / F a m i l i e s I n N e e d o f S e r v i c e s S T A N D A R D S
C I N S / F I N S C h i l d r e n / F a m i l i e s I n N e e d o f S e r v i c e s S T A N D A R D S Bureau of Quality Improvement Introduction The quality improvement process was developed pursuant to
More informationUNIVERSITY OF ROCHESTER MEDICAL CENTER BILLING COMPLIANCE PLAN
UNIVERSITY OF ROCHESTER MEDICAL CENTER BILLING COMPLIANCE PLAN Revised December 31, 1998 INTRODUCTION This plan is an integral part of the University s ongoing efforts to achieve compliance with federal
More informationLCB File No. R PROPOSED REGULATION OF THE BOARD OF OCCUPATIONAL THERAPY
LCB File No. R179-01 PROPOSED REGULATION OF THE BOARD OF OCCUPATIONAL THERAPY Chapter 640A of NAC is hereby amended by adding thereto a new section to read as follows: NAC640A.XXX Application for a temporary
More informationANNUAL PROGRAM PERFORMANCE EVALUATION REPORT
Florida Sheriffs Performing Child Protective Investigations ANNUAL PROGRAM PERFORMANCE EVALUATION REPORT Fiscal Year 2011-2012 Conducted jointly by the Florida Department of Children and Families and The
More informationThe Code of Ethics applies to all registrants of the Personal Support Worker ( PSW ) Registry of Ontario ( Registry ).
Code of Ethics What is a Code of Ethics? A Code of Ethics is a collection of principles that provide direction and guidance for responsible conduct, ethical, and professional behaviour. In simple terms,
More informationFebruary 2016 Report No
February 2016 Report No. 16-03 AHCA Reorganized to Enhance Managed Care Program Oversight and Continues to Recoup Fee-for-Service Overpayments at a glance As of December 2015, 80% of Florida s approximately
More informationOffice of Inspector General Adults with Disabilities Dan Marino Foundation
Office of Inspector General Adults with Disabilities Dan Marino Foundation Report #A-1617-015 July 2017 Executive Summary In accordance with the Department of Education s fiscal year (FY) 2016-17 audit
More informationCHAPTER Committee Substitute for Committee Substitute for House Bill No. 1411
CHAPTER 2016-150 Committee Substitute for Committee Substitute for House Bill No. 1411 An act relating to termination of pregnancies; amending s. 390.011, F.S.; defining the term gestation and revising
More informationGeorgia Institute of Technology/Georgia Tech Research Corporation A-133 Coordinated Audit Research and Development Cluster Summary Schedule of Prior
Summary Schedule of Findings, Recommendations and Questioned Costs Status of FY 2004 Prior Year Findings and Questioned Costs Current Year Department of Audits of the State of Georgia Page FINANCIAL STATEMENT
More informationCompassionate Care Hospice
GOVERNING BODY AUTHORIZATION... 3 Compliance Program Introduction... 4 Compliance Officer Introduction... 5 COMPLIANCE POLICY... 6 COMPLIANCE PLAN... 7 COMPLIANCE PROGRAM... 8 Compliance officer... 8 Compliance
More informationPeterborough Office. Select Support Partnerships Ltd. Overall rating for this service. Inspection report. Ratings. Requires Improvement
Select Support Partnerships Ltd Peterborough Office Inspection report Workspace House 28/29 Maxwell Road Peterborough Cambridgeshire PE2 7JE Tel: 01733396160 Date of inspection visit: 14 June 2017 19 June
More informationAGENCY FOR PERSONS WITH DISABILITIES OFFICE OF INSPECTOR GENERAL ANNUAL REPORT JULY 1, 2013 JUNE 30, 2014
Barbara Palmer Director Carol Sullivan Inspector General AGENCY FOR PERSONS WITH DISABILITIES OFFICE OF INSPECTOR GENERAL ANNUAL REPORT JULY 1, 2013 JUNE 30, 2014 FLORIDA CAPTIAL, APRIL 2, 2014, AUTISM
More informationLA14-22 STATE OF NEVADA. Performance Audit. Department of Education. Legislative Auditor Carson City, Nevada
LA14-22 STATE OF NEVADA Performance Audit Department of Education 2014 Legislative Auditor Carson City, Nevada Audit Highlights Highlights of performance audit report on the Department of Education issued
More informationFLORIDA LOTTERY OFFICE OF INSPECTOR GENERAL ANNUAL REPORT FISCAL YEAR
September 2013 FLORIDA LOTTERY OFFICE OF INSPECTOR GENERAL ANNUAL REPORT FISCAL YEAR 2012-13 Andy Mompeller Inspector General Table of Contents Overview 2 OIG Mission and Goal 3 Summary of OIG Activities
More informationCORPORATE COMPLIANCE POLICY AUDIT & CROSSWALK WHERE ADDRESSED
QUALITY OF CARE Sufficient Staffing Inadequate staffing levels or insufficiently trained (inadequate clinical expertise) or insufficiently supervised staff providing medical, nursing, and related services
More informationFlorida MIECHV Initiative Provider Quality Assurance Monitoring Procedure Manual
2016 Florida MIECHV Initiative Provider Quality Assurance Monitoring Procedure Manual Florida MIECHV Initiative This project is/was supported by the Health Resources and Services Administration (HRSA)
More informationState of Florida Department of Children and Families Semi-Annual Progress Report April 2017 through September 2017 Title IV-E Demonstration Waiver
I. Overview This document updates the information in the initial design and implementation report as required by section 2.3 of the Waiver Terms and Conditions. This semi-annual progress report for the
More informationModel Comprehensive Residential Services Programs and Comprehensive Residential Group Care Services State Fiscal Year
Model Comprehensive Residential Services Programs and Comprehensive Residential Group Care Services State Fiscal Year 2005-2006 Stephanie Romney Amy Vargo Mary Armstrong Louis de la Parte Florida Mental
More informationS T A T E O F F L O R I D A D E P A R T M E N T O F J U V E N I L E J U S T I C E BUREAU OF MONITORING AND QUALITY IMPROVEMENT PROGRAM REPORT FOR
S T A T E O F F L O R I D A D E P A R T M E N T O F J U V E N I L E J U S T I C E BUREAU OF MONITORING AND QUALITY IMPROVEMENT PROGRAM REPORT FOR Project Connect Twin Oaks Juvenile Development Corporation
More informationPolicy and Procedures
Policy and Procedures DEPARTMENT NAME: Quality Management SUBJECT: POLICY NUMBER: QM-043 APPROVAL: EFECTIVE DATE: REPLACES : DC-002, dated 11/15/08 I. PURPOSE: To establish Children's Network of Southwest
More informationFamily Service Practice Audit
North Vancouver Island Service Delivery Area Family Service Practice Audit Report Completed: June 2014 Office of the Provincial Director of Child Welfare and Aboriginal Services Quality Assurance Branch
More informationQuestions Regarding Justice Center. Jacqueline Harnett Incident Management Unit Office of Special Education New York State Education Department
Questions Regarding Justice Center Jacqueline Harnett Incident Management Unit Office of Special Education New York State Education Department Chapter 501 O Do the definitions of abuse/neglect as defined
More informationCIO Legislative Brief
CIO Legislative Brief Comparison of Health IT Provisions in the Committee Print of the 21 st Century Cures Act (dated November 25, 2016), H.R. 6 (21 st Century Cures Act) and S. 2511 (Improving Health
More informationReport No. D February 22, Internal Controls over FY 2007 Army Adjusting Journal Vouchers
Report No. D-2008-055 February 22, 2008 Internal Controls over FY 2007 Army Adjusting Journal Vouchers Report Documentation Page Form Approved OMB No. 0704-0188 Public reporting burden for the collection
More informationManaged Care Fraud: Enforcement and Compliance HCCA Compliance Institute March 28, 2017
Managed Care Fraud: Enforcement and Compliance HCCA Compliance Institute March 28, 2017 Pamela Coyle Brecht, Partner Pietragallo Gordon Alfano Bosick & Raspanti, LLP Risk Area: False Data and/or Certifications
More informationSeptember 2011 Report No
John Keel, CPA State Auditor An Audit Report on The Criminal Justice Information System at the Department of Public Safety and the Texas Department of Criminal Justice Report No. 12-002 An Audit Report
More informationFINAL AUDIT REPORT DEPARTMENT OF COMMUNITY AFFAIRS CALHOUN COUNTY WEATHERIZATION ASSISTANCE PROGRAM - ARRA SUBGRANT AGREEMENT
FINAL AUDIT REPORT DEPARTMENT OF COMMUNITY AFFAIRS CALHOUN COUNTY WEATHERIZATION ASSISTANCE PROGRAM - ARRA SUBGRANT AGREEMENT SUBGRANT AGREEMENT NUMBER 10-WX-7X-17-49-01-706 SEPTEMBER 14, 2009 THROUGH
More informationCounselor, Social Worker & Marriage and Family Therapist Board
Counselor, Social Worker & Marriage and Family Therapist Board 77 South High Street, 24th Floor, Room 2468 Columbus, Ohio 43215-6171 614-466-0912 & Fax 614-728-7790 http://cswmft.ohio.gov & cswmft.info@cswb.ohio.gov
More informationCompliance Program. Life Care Centers of America, Inc. and Its Affiliated Companies
Compliance Program Life Care Centers of America, Inc. and Its Affiliated Companies Approved by the Board of Directors on 1/11/2017 TABLE OF CONTENTS Page I. Introduction... 1 II. General Compliance Statement...
More informationDepartment of Human Services Baltimore City Department of Social Services
Special Review Department of Human Services Baltimore City Department of Social Services Allegation Related to Possible Violations of State Procurement Regulations and Certain Payments Made to a Nonprofit
More informationPlaying by the Rules
U.S. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT Office of Community Planning and Development Community Development Block Grant Program Playing by the Rules A Handbook for CDBG Subrecipients on Administrative
More informationThe Southern Region Miami-Dade and Monroe Counties Child Welfare System of Care. Peer Consultation Team Summary
The Southern Region Miami-Dade and Monroe Counties Child Welfare System of Care Peer Consultation Team Summary September 10, 2014 Summary of the Team s Process and Objectives The Peer Consultation Team
More informationUNITED STATES PATENT AND TRADEMARK OFFICE The Patent Hoteling Program Is Succeeding as a Business Strategy
UNITED STATES PATENT AND TRADEMARK OFFICE The Patent Hoteling Program Is Succeeding as a Business Strategy FINAL REPORT NO. OIG-12-018-A FEBRUARY 1, 2012 U.S. Department of Commerce Office of Inspector
More informationAudits, Administrative Reviews, & Serious Deficiencies
Audits, Administrative Reviews, & Serious Deficiencies 20 Contents Section A Audits...20.2 Section B Administrative Reviews...20.3 Entrance Interview...20.3 Records Review...20.3 Meal Observation...20.5
More information