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B. Roles, Responsibilities and Staffing for Regional Supervision <br /> Regional offices with be tasked with nine functions to strengthen support and supervision to counties: <br /> 1) best practice dissemination, <br /> 2)compliance monitoring, <br /> 3) fiscal monitoring, <br /> 4) integrated data systems and recordkeeping, <br /> 5) interagency coordination, <br /> 6)policy guidance and technical assistance, <br /> 7)quality improvement, <br /> 8) staffing standards and support,and <br /> 9)training. <br /> Across these nine functions, a total of 40 duties are assigned to the central office in Raleigh and 45 are assigned <br /> to regional offices. <br /> Both the CSF and SSWG Stage 1 reports recommended each region be staffed to cover all social services and <br /> child welfare areas:Aging and Adult Services, Child Support Services, Child Welfare Services and Economic <br /> Services. DHHS is proposing a staffing structure for regions based on caseloads, complexity of the program, and <br /> current staffing and performance. <br /> TABLE 1. PROPOSED REGIONAL OFFICE STRUCTURE <br /> ROLE <br /> # OF POSITIONS <br /> Leadership Regional Director 1 <br /> Administrative Assistant 1 <br /> Aging and Adult Services Continuous Quality Improvement Specialist 3 <br /> Child Support Continuous Quality Improvement Specialist/Trainer 2 <br /> Child Welfare Continuous Quality Improvement Specialist 3 <br /> Trainer 2 <br /> Economic Services Continuous Quality Improvement Specialist 3 <br /> Fiscal Support Local Business Liaison 2 <br /> In addition to the regionally-based positions, DHHS has sought to address the following resource deficiencies identified <br /> by CSF: "There are five primary resource issues that must be addressed in order to successfully reform the current social <br /> services system:inconsistent policy development and dissemination;deficiencies in workforce development in the <br /> form of staff training;a lack of high quality community resources;underserved populations in need of mental health <br /> services;and no easy access to reliable program and performance data... The need for clear, consistent, accessible <br /> and timely policy and training was raised during focus groups, stakeholder interviews and calls, document reviews, <br /> and county and state-level conferences and meetings. The need for improved access to high-quality training cut <br /> across social services programs and was strongly voiced by counties of all sizes, types, and tier ranking." <br /> Maximizing efficient use of existing personnel was a top priority in developing the reorganization plan. DHHS <br /> conducted extensive analyses which resulted in recommendations to repurpose/redeploy existing central and <br /> home-based staff and identify the number of new positions needed. <br /> DHHS recommends repurposing/redeploying 104 existing positions to support regionalization, repurposing/ <br /> redeploying all managerial staff needed to support regionalization in the central office, and phasing in funding and <br /> positions to support 43 new regional and central office staff. DHHS further recommends prioritizing staffing to <br /> improve the child welfare system and moving to full implementation of a regional model with offices. <br /> 2of3 <br />