Clark County presents analytics solution at IBM IOD 2010.

1. 0
IBM Cognos: Instrumental in
Helping to Identify More
Federal Revenue Sources for
Clark County
Session Number BGV-2323A
Eboni Washington, Clark County Nevada
Lori Higdon, Clark County Nevada

2. 1
Agenda
• Family Services Overview
• Changing Climate
• External Business Drivers
• Technology Drivers
• Challenges
• IBM Analytics
• Illustrations
• Q & A

3. 2
• Our Mission Statement: “to protect children by building and supporting
nurturing, stable families in collaboration with community providers”.
• Services Provided:
– Child Abuse Hotline
– Child Abuse and Neglect Investigations
– Foster Care Services
– Adoption Services
– Children’s Advocacy Center
Department of Family Services

4. 3
Family Services Overview
“Vision Statement”
Child Welfare
Services
Administrative
Services
-- HotlineHotline
-- Child Protective ServicesChild Protective Services
-- Foster Care/In Home ServicesFoster Care/In Home Services
-- Clinical ServicesClinical Services
-- Placement/Receiving TeamsPlacement/Receiving Teams
-- Medical Case ManagementMedical Case Management
-- Shelter Program ServicesShelter Program Services
-- Quality Assurance/ImprovementQuality Assurance/Improvement
-- Fiscal ServicesFiscal Services
-- Foster Parent RecruitmentFoster Parent Recruitment
-- Foster Parent LicensingFoster Parent Licensing
-- EligibilityEligibility
-- Business CentersBusiness Centers

5. 4
Facts and Figures
• The Department of Family Services employs 750 Full-Time and
125 Part-Time staff and the operating budget for fiscal year
09/10 was $107.4 million
• In CY 2009:
Over 20,000 calls received were
received by the Hotline unit
Over 20,000 calls received wereOver 20,000 calls received were
received by the Hotline unitreceived by the Hotline unit
7,000 referrals were assigned7,000 referrals were assigned
for investigationfor investigation
Over 1,800 of investigations wereOver 1,800 of investigations were
substantiated for child abuse/neglectsubstantiated for child abuse/neglect
8,368 referrals were8,368 referrals were
received by the Hotline unitreceived by the Hotline unit

6. 5
Facts and Figures
• In CY 2009:
Over 2500 children were removedOver 2500 children were removed
from their homesfrom their homes
TwoTwo--thirds of removed childrenthirds of removed children
are placed directly withare placed directly with
relatives or foster familiesrelatives or foster families

7. 6
Changing Climate- BACKGROUND
• State of Nevada Assembly Bill 1 (2001) mandated that Child
Welfare services in Nevada be integrated.
• Leading up to 2005, there was a series of events that prompted
major systemic and administrative changes.
• In 2006, new senior management developed the “Safe Futures”
plan for overhauling the troubled Child Welfare system.
• In 2008, analysts began developing a series of performance
management reports that assist with monitoring compliance with
policies and procedures.

8. 7
External Business Drivers
• A Federal Program Improvement Plan was issued which
threatened loss of federal dollars to Nevada to support child
welfare services
• The Administration for Children and Families cited numerous
deficiencies in Clark County’s progress toward achieving National
standards for safety and permanency
• National Center for Youth Law has filed a suit in Federal District
Court alleging Clark County is failing its responsibility to protect
children
• Youth Law Center engaged the County in negotiations in lieu of
filing a lawsuit

9. 8
Business Challenges
• Management Skill Set
– No alignment of measures to strategic plan
– Lack of understanding how to interpret and analyze data
– Very little use of data to initiate program improvement
• Organizational Climate
– Phenomenal growth within the Department as a result of
the Child Welfare integration of State and County entities
– Organizational climate for learning and improvement not
established throughout the Department
– New Senior Management and a subsequent influx of new
staff to accommodate new initiatives

10. 9
New Management and Data Needs
• The number of investigations per worker
• The number of investigations open beyond 45 days
• The number of children seen by their caseworkers every 30 days
• The number of new foster homes
• The number and length of Child Haven placements
• Reunification of families within 1 year
• Length of time from removal to adoption

11. 10
Targeted Case Management (TCM)
• Service paid by the Federal Medicaid program
• Generated over $9 million in federal reimbursement funds.
– Additional revenues were used to help off set State and
County budget cuts.

12. 11
Technology Drivers
• IT staff unable to meet Department reporting needs:
– Numerous ad hoc reporting requests to support various litigation
– Lack of sufficient operational reports in Statewide system
– Inability to measure organization and cost-effectiveness due to primitive
reporting capabilities
• Fixing the current system is a cumbersome process:
– Modifications are completed by the State and require a jurisdictional
change management process
– Reporting requirements not always the same for each jurisdiction

13. 12
Technology Challenges
• Data challenges faced prior to implementation
– Transactional system with limited reporting capabilities
– Information silos (Source system, Access databases and Excel
spreadsheets)
– Limited information about case management data/information
required significant programming time
– “Rogue” systems attempting to be implemented in violation of
Federal Statewide Automated Child Welfare Information
System (SACWIS) regulations
– Hand-counting conflicts
– Immediate need for specific and real-time data

14. 13
Cognos at Family Services
• Implemented in 2005
• Using Cognos across all areas of business
• Over 100 users accessing outputs for
decision making
• 24x7 operation; daily updates
• Over 75 reports available monthly
• Generating more than 8 cubes
• Dashboards customized to different
business areas

15. 14
Family Services
Carson City
UNITY
Database
Clark County
Reporting
Database
Family Services, Courts, DA,
& External Agencies
1.5 FTE
Developers
Cognos Environment
Data Marts
Cubes
Scorecards
ETL
Requests for
Information
Reports
Analytics
IndicatorsData
Every
5 Minutes
Enters Data
Data Warehouse

16. 15
Backups exported
7:00 p.m.-7:30 p.m.
Reboot App Servers
4:30 a.m.
End Table Row
Count Audit
Reports generated
6:30 a.m.
Audit Report generated for DB
10:20 p.m.
Information Integrator shut down
10:20 p.m.
Staging DB rebooted
11:00 p.m.
ETL Process started against Staging
11:30 p.m.
DB backed up
1:00 p.m.
VMWare Server backups
2:00 a.m.
Maintenance Window
4:00 a.m. – 6:00 a.m.
Stop Cognos Service on Servers
4:00 a.m.
Switch DWHouse
Load into DWHouse
ETL Processes Complete
against DW House Load
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llllllll
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Extract, Transform, and Load (ETL) Production Timeline

17. 16
Project Timeline
Phase 1Phase 1
20052005--20062006
Phase 2Phase 2
20062006--20072007
PostPost
ImplementationImplementation
Staffing .5 PM
2.5 BA
1.5 PA
.5 DBA
Consultants
.5 PM
2.5 BA
1.5 PA
.5 DBA
Consultants
(IT Resources)
1 BA
1 PA
.25 DBA
Consultants
Scope Scorecards
OLAP Cubes
Reports
Data Marts
Dashboards
Reports
Data Marts
Dashboards
Reports
Training Data Manager
Framework
Transformer
Query/Report
TTT
Query/Report
Advanced Report
Advanced Report

18. 17
Three-Year Costs
Software 10%
Training 11%
Personnel 51%
Consulting 28%
Hardware >1%
Personnel $1,542,845
Consulting $839,404
Training $334,899
Software $319,462
Hardware $7,327

19. 18
Business Value
• Increased productivity, 55%
reduction in report development time
Pre ImplementationPre Implementation
100% of reports developed by IT staff100% of reports developed by IT staff
14.3 hrs. average development time per report14.3 hrs. average development time per report
Post ImplementationPost Implementation
Over 90% of reports developed by DFSOver 90% of reports developed by DFS
management analystsmanagement analysts
6.5 hrs. average development time per report6.5 hrs. average development time per report

20. 19
Business Value
• Improved access and case
management
Post ImplementationPost Implementation
Ready access to information for decisionReady access to information for decision
making by staff helps to determine best coursemaking by staff helps to determine best course
of action on casesof action on cases
Post ImplementationPost Implementation
Central data store helps supervisors andCentral data store helps supervisors and
managers quickly track and ensure policiesmanagers quickly track and ensure policies
and procedures are followedand procedures are followed
• Improved compliance
Pre ImplementationPre Implementation
Reports available before Cognos had to be importedReports available before Cognos had to be imported
into Excel to create graphical representations.into Excel to create graphical representations.
No threshold alerting capabilitiesNo threshold alerting capabilities
Post ImplementationPost Implementation
Data is more readily available for the media, CountyData is more readily available for the media, County
Commissioners and Executive Management inCommissioners and Executive Management in
desired formatsdesired formats

21. 20
Nucleus Research
Financial Analysis Report
ABOUT NUCLEUS RESEARCH
Nucleus is an independent research
firm providing advisory services that
include in-depth analysis, tools, and
analyst access to help companies make
technology investment decisions that
deliver the greatest return to the
corporate bottom line.
SUMMARY RESULTS
Payback period 9 months
Average Annual Benefit $4,393,259
© 2010 Nucleus Research, Inc. Reproduction in whole or part without written permission is prohibited.
Nucleus Research is the leading provider of bottom line-focused technology research and advice.
NucleusResearch.com

22. 21
Child Contacts Metric
Sample of
Daily Metric
Sample of
Daily Metric
Sample of
Daily Metric

23. 22
Placement Dashboard
NewsItems
Report Links

24. 23
Management Report Dashboard
Report Links

25. 24
CHILD HAVEN POPULATION
2006-2010 YTD
Child Haven
Population
trending down.
Child Haven
Population
trending down.
0
50
100
150
200
250
300
350
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2006 2007 2008 2009 2010

26. 25
LENGTH OF STAY IN CARE
CHILD HAVEN
Downward
Trend
0
2
4
6
8
10
12
14
16
18
2006 2007 2008 2009 2010
YTD
Average Median

27. 26
CPS Response Time Report
On-Time Response Percentage
0%
20%
40%
60%
80%
100%
2006 2007 2008 2009
Increase

28. 27
Overdue Investigations
0%
10%
20%
30%
40%
2006 2007 2008 2009
DownwardTrend

29. 28
Removals/Investigations (2010)
0
100
200
300
400
500
600
700
800
Jan Feb Mar Apr May Jun Jul
Removal Count Investigation Count

30. 29
Other Successes
• Implementation of Performance
Based Management
– Business processes are improved
with fact-based decision making.

31. 30
Summary
• Single Source of Truth
• Flexible, dynamic environment that provides user friendly Web-
based, Zero-footprint interface
• Cost Effective reporting solution for non-IT staff
• Reduction in reporting turn-around
• Evaluate and compare trends in caseloads across the spectrum
of services

32. 3131
Thank You!
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Tech

33. 32
Eboni Washington
Family Services
Clark County, Nevada
Office: 702-455-5983
EboniW@co.clark.nv.us
Lori Higdon
Information Technology
Clark County, Nevada
Office: 702-455-6899
HIGDONLA@co.clark.nv.us
Contact Information
Booth Located:
Business Analytics Section #020
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