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Note: Missing finding numbers detected: F2, F3, F4, F5, F8, F10, F12, F15, F16, F18, F19
Findings 9 findings
F01
Development of metrics within the PAPG created a monthly activity report new case management system that tra cks and monitors key metrics and process objectives that include case load numbers, timeliness of client visits, timeliness of completed investigations to County Counsel, trial outcomes and financial activities. The PAPG office met with Panoramic to identify the best method for capturing this data.
F06
PAPG has not been able to meet Since the review, the office is fully its policy goals of visit frequency to staffed and timeliness of visits increased conservatees. There has been significantly to 68%. Our goal is 100% instability in the PAPG staff. There but 90% is likely the better target as Number Finding Status/Outcome has been a complete turnover in some clients are AWOL or in the leadership within the PAPG since hospital. The addition of new and added July of 2011. There is no current vehicles has increased our ability to visit use of interns to provide on-going clients timely. The agency Director staffing needs. Vacancies existed presented the increase of cases to the in July 2011 and continue in April Board at the annual budget review. 2012. Recruitment of new staff, projected growth in the client base, anticipated changes in the court and mandated certification requirements necessitate an ongoing process of training and personnel development
F07
The large transactional workload The staff is aware of services through and the effects of the work dealing the EAP as well as relying on a team with the mentally ill and severely approach to case management. disabled seem to have contributed to turnover of PAPG workers. The term for the latter issue is empathy fatigue.
F09
Training personnel via on-the-job On the job training is key to assisting training without documented new employees in learning how to standard practices increases the access important legal information that workload on management and staff guides our work. The PAPG office which may lead to inconsistent utilizes one to one supervision meetings program implementation. This to address technical issues, case result removes resources from management and client issues, and to documenting standard practices. provide support, guidance and Given the anticipated increases in instruction. One to one meetings are workload for the PAPG there may standard practice in the AFS be further delay in documenting Department. PAPG processes and procedures
F11
The wide geographic distribution of The PAPG office uses a standard clients and the need for template for documenting visits by the transportation, documentation and CSW that is uploaded into the visitation of conservatees Panoramic case management system consumes a significant portion of located under “events.” This allows the the workload of the PAPG. The Deputy to easily view the status of the documentation includes status of client as observed and documented by the clients and the clients’ care the CSW. The Deputy also documents facilities. Due to the distances observations into “events”. Number Finding Status/Outcome traveled, the completion of a handwritten contact visitation form is occasionally completed after a visit.
F13
Client valuables are being stored in The PAPG Office obtained an additional the cash cart and in the warehouse, storage bin at the TTC vault under a due to lack of secure storage in the revised MOA dated August 2012. We no PAPG office. This is in violation of longer store valuables in the cash cart. PAPG policy. There is a need for The PAPG also obtained new space at safe storage of clients’ small-sized GSA warehouse that will permit an assets and papers in a container increase in the number of spaces for near the offices of the DPGs. small-sized assets. This space is secure Accessibility to the Treasury vault as was the previous space. by the PAPG needs to be based on the variable nature of the PAPG requirements in a timely fashion. In addition, the availability of secure storage must meet the size and quantity needs of the PAPG at various times, rather than an allocation of a fixed set of lock boxes
F14
The PAPG has no policy in place The PAPG policy requires the fiscal for liquidating assets after closure manager to verify and confirm that all of cases assets have been liquidated at case closure. All inventories are identified in Panoramic and can be directly documented, thus eliminating the need for handwritten notes.
F17
The present telephonic interactions In consultation with VCBH, the PAPG between PAPG sub-payee office created a list that is sent out processing and VCBH case monthly to VCBH that shows the client workers could be improved with name, case number, status, and funds information technology applications available. The PAPG office also now enforces the practice that calls to the PAPG sub-payee program are redirected to the appropriate VCBH case manager. Number Finding Status/Outcome
F20
GroupWise software system has a potential to exchange data with the Panoramic system to a greater extent than is currently utilized. Number Recommendation Status/Outcome
Recommendations 6
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R02The PAPG should purchase lap-top or tablet HSA implemented the computers with photographic capability for DPGs use of iPADS for key and CSWs with standard templates for performing field workers throughout inventories in the field, evaluating care facilities and the agency. All field staff documenting contacts with conservatees. The in the PAPG office have template should allow direct input to the Panoramic received iPADS, have software. been trained and receive regularly scheduled mini- training on increasing functionality.
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R03The PAPG and VCBH should add to their MOA the Completed and signed charter and procedure of the Continuity of Care June 20, 2012 Committee. The PAPG and the Treasurer-Tax Collector should Completed and signed
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R04review their current MOU with respect to the use of August 22, 2012 the TTC vault to allow more flexible access and storage.
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R05The PAPG should, as part of their policy for closing The fiscal department cases, address the liquidation of assets of clients has modified the closing prior to closure. The policy should address the final case checklist to include distribution of funds to the TTC. items for property distribution and funds and signatures as needed. Number Recommendation Status/Outcome
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R08The PAPG should develop and document in-house A desk manual will policies and procedures for the operation, data address operations in administration, security and change control of combination with best Panoramic database. The PAPG should also practice manual, rules of develop a handbook documenting policies, the court under the WIC procedures, checklists, forms and contacts as a and Probate Code. guide for deputies.
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R12The PAPG should update the fiscal oversight policy Policy completed. to establish the frequency of periodic inventory of client assets in the PAPG office vault, cash cart, warehouse and the Treasury vault. The inventory should be reconciled to the Panoramic database and other inventory records. This inventory should include all sites yearly on a random basis chosen by the head of the PAPG office. The PAPG and VCBH should jointly assess the In consultation with issue of empathy fatigue of DPGs and CSWs and if VCBH, it was appropriate, provide the necessary training to deal determined that issues with this issue. related to staff personal reactions to work is best addressed through one to one supervision and EAP. The PAPG and Health Care Agency establish an Completed June 20, MOU delineating joint roles, responsibilities and 2012 reporting requirements for conservatees of the PAPG under treatment in County medical facilities to assure compliance with existing law.
Agency Responses 1
Government agencies' official responses to this report's findings and recommendations. Click on a response to see the structured breakdown.