Strategic Plan 2008-2013 - Human Services

Transcription

San Mateo County
Human Services Agency
Strategic Plan 2008-2013
Inspiring Individuals. Empowering Communities.
TA B L E O F C O N T E N T S
I
WELCOME: Letter from the Agency Director
1
II
THE STRATEGIC PLAN AT A GLANCE
2
III
MISSION, VISION, VALUES
3
IV
CALL TO ACTION: Listening to the Community
4
V
FIVE YEAR STRATEGIC GOALS
Introduction
7
Planning Framework
7
Goal 1: Proactive Agency Culture (Agency Director)
8
Goal 2: Greater Economic Self Sufficiency (Economic Self-Sufficiency)
13
Goal 3: Child, Youth, and Family Well-Being (Child Welfare)
18
Goal 4: Community Well-Being (Prevention and Early Intervention)
25
Goal 5: Internal Agency Capacity (Program Support)
31
VI
IMPLEMENTATION and MONITORING PROGRESS
VII
APPENDICES
A.
36
Overview of Steps in the 2008-2013 Strategic Planning Process (FY
07-08); Chronology of Human Services Agency Strategic Planning
since 1992
Tab A
B.
Demographic Information
Tab B
C.
Participants in the Planning Process
Tab C
D.
Dashboards (Strategic Goal dashboards; Agency Mission dashboard)
Tab D
E.
Synopsis of First Year Implementation through the County & Agency
Outcome Based (OBM) Management System
Tab E
Selected References
Tab F
F.
WELCOME
Fall, 2008
Dear Friends and Colleagues:
I am so pleased to present you with our new five-year strategic plan. The theme of our plan –
“Inspiring Individuals. Empowering Communities.” – reflects the new course we are implementing over
the next five years.
We created this five-year plan to renew our mission and vision, to set new directions and values,
to listen to you, our community and our staff, to maintain and increase our organizational capacity to
serve, and to measure and validate the quality of our service delivery, the relevance of our outcomes, and
our impact.
Our plan comes at an opportune time and at a tough time for public service, nationally, in the
state of California, and in our county. Fiscal uncertainty, national and state budget deficits, rising costs
of living and pressing needs for human services among the most vulnerable and those struggling on the
edge make this plan both urgent and a blueprint for change that makes a difference in the lives of our
children, youth, families, individuals, and communities.
This document is a detailed presentation of our strategic plan. It is intended for practical use and
regular reference during implementation. Here you will find our new agency vision, mission, and values,
and our five-year strategic goals. You will also find, for each strategic goal, the accompanying strategic
change areas and the outcomes, indicators, and strategies that describe what we will do to reach the goals.
In addition, this document contains several appendices, which provide supplementary background to the
planning process and a synopsis of the first year of implementing our plan through San Mateo County’s
award winning outcome based management process.
This five-year strategic plan is part of an evolutionary process of delivering human services in San
Mateo County. During the agency’s founding years (1992-2005), our strategy was to create integrated
service delivery systems and to catalyze networks of public-private partnership. Today, and over the next
five years (2008-2013), our strategy focuses on the quality and responsiveness of those systems.
Accreditation from the Council on Accreditation is a standards-based strategy to achieve our
mission, increase our capacity, and measure and validate our quality. Achieving and maintaining
national accreditation and launching and implementing our strategic plan complement each other. Doing
both well means our community is engaged – and we are all engaged.
I invite you to join me in fulfilling the commitments we make in this strategic plan. Our
commitment is to use this plan, and our agency accreditation standards and processes, to manifest our
C.L.E.A.R. values, with each of us taking leadership for specific goals, and all of us together sharing
accountability for all the strategic outcomes. Together, we can, we will, and we must realize our mission
and our vision that every child, adult, and family in San Mateo County lives in a safe, healthy, and
thriving community.
Sincerely,
Beverly Beasley Johnson, J.D.
Director, San Mateo County Human Services Agency
1
T H E S T R AT E G I C P L A N AT A G L A N C E
Vision, Mission,
Values
Call to Action
Five Strategic
Goals
14 Strategic
Change Areas
•
Vision: Every child, adult, and family lives in a safe, healthy, thriving
community.
•
Mission: San Mateo County Human Services Agency assists individuals and
families to achieve economic self-sufficiency, promotes community and family
strength, and works to ensure child safety and well being.
•
C.L.E.A.R. Values: Collaboration, Learning practices, Excellence in providing
quality human services, Accountability, Respect
Community conversations and a review of our policy environment identified forces
and challenges driving our commitments and our call to action. Challenges include:
pressing service needs, barriers to accessing HSA services, quality of customer
service, visibility of the agency in the community, disproportionality, high cost of
living, fiscal uncertainty, and mandates and fiscal sanctions. Our commitments to
respond to these challenges: We are committed to strengthen customer service with
improved cultural and linguistic responsiveness, to deliver services in new ways, to
target limited resources based on evidence and need, and to proactive community
engagement.
•
Agency Culture: Foster a proactive agency culture to achieve the vision and
effective outcomes for staff, customers, and community
•
Economic Self-Sufficiency: Promote greater self-sufficiency among the
neediest, eligible residents of San Mateo County
•
Child, Youth & Family Well-Being: Promote child, youth, and family
strength, lifelong stability, and maximize child and family well-being
•
Community Well-Being: Foster community well-being, integrated strength
based prevention and early intervention services
•
Internal Agency Capacity: Facilitate improvements in agency infrastructure
to support better services to individuals, families, and communities
Achieving our five strategic goals requires we realize outcomes in 14 strategic
change areas. If we are successful, we will show results in:
•
Managing our External Environment and Internal Agency Culture
•
Employment, Health Care, & Food Security Outcomes
•
Child Safety, Permanence, & Well-Being Outcomes
•
Equitable Outcomes for Children and Families of Color
•
Well-Being of Targeted Communities & HSA Consumers
•
Human & Information Capacity; Financial, Electronic, Emergency, & Physical
Capacity; Customer Service in Administrative Support
Implementation
We implement the Strategic Plan using the indicators and strategies identified for
each strategic goal. These are described and updated each year using the county’s
annual Outcome Based Management and Budgeting process.
Monitoring
Progress
We monitor progress in implementing the Strategic Plan through ongoing
community engagement and feedback; report cards and dashboards showing status
on progress indicators, performance reporting to the County Manager and Board of
Supervisors, and continuous quality improvement processes.
2
M I S S I O N , V I S I O N , VA L U E S
The purpose of the San Mateo County Human Services Agency, what it strives to be, and the quality
and characteristics we consider important are reflected in our new mission, vision, and values. The
statements are a result of deliberations and feedback during August 2007 to February 2008 from
community stakeholders and staff throughout the agency.
Mission
The San Mateo County Human Services Agency assists individuals and families to achieve economic
self-sufficiency, promotes community and family strength, and works to ensure child safety and wellbeing.
Vision
Every child, adult, and family lives in a safe, healthy, thriving community.
Values
HSA programs and units will work to achieve and maintain the highest standards of quality by
demonstrating:
Collaborations and partnerships that are community-based and client focused;
Learning practices throughout the organization, including continuous quality improvement,
development and innovation;
Excellence
in providing quality human services that value and support our clients,
community partners, and employees for their skills, knowledge, and commitment;
Accountability that encourages the highest standards of ethical conduct and honesty; and
Respect and honoring the diversity, rights, and dignity of each other and those we serve.
3
C A L L T O AC T I O N :
LISTENING TO THE COMMUNITY
Multiple forces shape the environment in which HSA operates to realize its mission and vision, many
of which are well documented in the county’s Shared Vision 2010 / 2025, the County Budget Book,
and in the 2008 Community Assessment of Health and Quality of Life in San Mateo County released
by the Healthy Community Collaborative.
We began our strategic planning by holding nine conversations with more than 100 community
stakeholders (between the summer of 2007 and early 2008). Those conversations, along with what
we discussed internally, opened our eyes to needs and how the services we deliver are important to
communities. More than that, what we heard called us to action.
This section highlights the challenges we heard from community stakeholder conversations and the
commitments we are making to address the challenges. Capturing and monitoring challenges in our
policy and community environment is an ongoing process, so the forces outlined here are a snapshot
that will be regularly updated.
Challenges In Delivering Human Services
Pressing service needs
Barriers to accessing
HSA services
Quality of customer
service
Residents recounted multiple needs, including needs for child care,
clean drinking water, affordable housing, culturally appropriate
counseling, transportation to jobs, youth services for immigrants,
literacy training, etc. In Pescadero, social isolation was a pressing
issue, as was the need for a Laundromat. Community partners also
noted inadequate and uneven local service delivery capacity among
community based organizations (CBOs).
Residents recounted barriers to accessing HSA services such as: lack
of transportation (particularly for those in geographically isolated
areas), inconvenient hours of operation, wait lists for certain services
(such as shelters), language barriers, and fear of going to a
government office. Stakeholders also indicated that HSA in general
lacks sensitivity towards the cultural and linguistic needs of clients
and the community. They also noted the importance of understanding
differences and issues within groups, such as internalized oppression
and generational differences.
In focus groups we conducted in East Palo Alto, South San Francisco,
and La Honda and Pescadero, some residents shared stories of
inadequate customer service, including delayed call backs, lost paper
work, complicated application/eligibility processes, unmet language
needs, and unwelcoming attitudes. Though they also shared stories of
strong customer service, the inadequate service experiences were
vivid, compelling, and require agency action.
4
Visibility of HSA
services in the
community
Residents in all of our focus groups reported being unaware of the
range of services that HSA offers (e.g., domestic violence services),
and which services were relevant to their unique needs. This was
particularly true for certain populations, such as the monolingual.
Further, there was uncertainty of the impact of immigration status
on eligibility. Community partners noted a need for training on how
to make referrals to HSA, and on what happens after a referral is
made. Community partners also noted a lack of awareness on the
part of HSA regarding how CBOs work in the local community, and of
the good programs already in place.
Disproportionality
The overrepresentation of children of color and minorities in child
welfare and economic self sufficiency programs is a serious problem
that needs to be understood, discussed, and addressed. For example,
in San Mateo County, African American children account for only 2%
of all children in the county, yet these children are overrepresented in
our foster care system (average percent of total per year being 30%).
Why do some groups stay in the foster care system longer than
others? What is the relationship between race and sanctions in
CalWORKs? Sustained progress will require concerted action over an
extended period.
High cost of living
Although our county enjoys prosperity, clients of our agency struggle
to make ends meet given the high cost of living. San Mateo County is
one of the wealthiest California counties (in 2004, real median family
income was $87,762, the highest of any county in California, and the
ninth highest of any county in the United States). However income
gains are not universal; there is concentrated poverty in some cities;
and since 2000, the number of homeless people in the county has
more than doubled.
Fiscal uncertainty
HSA faces the challenge of operating in an environment that is
fiscally uncertain, especially on the federal and state levels.
Resources are increasingly scarce, and competition is growing.
Consequently, we can not serve everyone in need, and we face the
daunting task of targeting limited resources. Stakeholders
emphasized the importance of using sub-city (neighborhood) level
data to target resources because higher level aggregations often mask
the economic polarization within those areas. For example, the Half
Moon Bay/Pescadero region had the highest share (64%) of families
earning over $75,000, yet within this region, there exist pockets of
high poverty where residents lack basic needs, such as clean water
and food. Stakeholders also reviewed data describing cities where
core service agencies are located (e.g., East Palo Alto, which has the
largest concentration of low income residents in San Mateo County:
39% of families earned less than $35,000).
Mandates & fiscal
sanctions
Some of our programs could face fiscal sanctions unless stringent
federal and state standards are met. For example, the CalWORKs
work participation rate (WPR) for two parent families is 90%, but
San Mateo County’s performance was at 14% in June of 2007. Closing
this and other performance gaps (e.g., food stamp enrollment rates,
selected measures in child welfare such as recidivism) is an ongoing
challenge for HSA and the community.
5
Responding To The Challenges — Our Agency’s Commitments
Increase cultural &
linguistic
responsiveness
We are committed to strengthen our cultural and linguistic
responsiveness to those we serve. Stakeholders stressed the
importance of HSA developing trusting and accessible relationships
with the many diverse cultures and ethnic groups in the county.
These relationships will be enhanced with evidence-informed
multicultural training for staff and partners focusing on how to
deliver culturally and linguistically appropriate resources and
services.
Deliver services in new
ways
We are committed to improving outreach and listening to customers
and partners, all of whom asked us to “think differently” to deliver
human services in new ways. For example, in the community
conversations, participants wondered how we can together change
people’s state of mind about poverty. They asked us to create new
actions to strengthen client input into service delivery (e.g.,
suggestion boxes in lobbies of HSA offices). They challenged us to
create and implement service delivery and partnership models that
will foster more just and equitable outcomes.
Target limited resources
based on evidence and
need
We are committed to target our limited resources based on evidence
and need. Assuming a no growth fiscal environment over the next
five years, stakeholders advised that we prioritize discretionary
services targeting those who are most vulnerable (e.g., children and
youth, disabled), using sub-city (neighborhood level) data, and
creating well planned and focused efforts. They also suggested that
the agency devise funding strategies that create leveraging to bring
in additional resources.
Proactive, ongoing
community
engagement
We are committed to proactively engage community residents and to
build on the strengths and assets of our targeted communities. We
will learn how to act as community navigators and advocates to
proactively engage residents, we will train partners in the referral
process, and we will take actions to improve the co-location of HSA
staff within CBOs in high need areas.
6
F I V E Y E A R S T R AT E G I C G O A L S
Introduction
The issues, challenges, and opportunities our stakeholders identified, coupled with Board of
Supervisor and CMO priorities, and our in-depth internal reviews of mandates and client needs over
the next five years, resulted in the creation of five strategic directions or goals.
These five goals form the core of the strategic plan, as each is instrumental in fulfilling the new
agency mission and vision. Each strategic goal includes (1) a rationale; (2) a summary of strategic
areas and key outcomes; and (3) a description of how the goal and outcomes align or share
commitments with other county initiatives. Then, for each strategic goal, we highlight (4) a five year
implementation plan, focusing on examples of strategies to realize the outcomes, and indicators to
measure the progress we are making.
The diagram below summarizes how the agency conceptualizes the linkages among the newly
adopted values, the five strategic goals and the new mission and vision.
O
Ouurr CCoom
mm
meenntt
miittm
MISSION
VALUES
Proactive
Agency
Culture
Collaboration
Learning
Excellence
Accountability
Respect
Child
Youth &
Family
Well-Being
HSA
Strategic
Plan
Community
Well-Being
Greater
E c onom i c
S e l fS u ffi c i e n c y
Internal
A genc y
Capacity
Assist individuals
and families to
achieve economic
self-sufficiency
Promote
community and
family strength
Ensure child
safety and wellbeing
VISION
Every
child, adult,
and family
lives in a
safe,
healthy,
thriving
community
7
Agency Director
GO AL
2008-2013
HSA will create a proactive Agency
culture structured to achieve vision and
mission, managing change effectively,
and promoting equitable and effective
outcomes for staff, customers, and
community.
Rationale
The organizational culture of the San Mateo County Human Services Agency is a reflection of our
leadership and our perception of the changing needs of individuals, children, youth, families, and
communities in our county.
As we reached out to listen to the community and to our staff during the creation of this strategic
plan, we heard many voices telling us we needed to change or adapt our organizational culture to be
more proactive, more linguistically and culturally responsive, and more focused on promoting
equitable and effective outcomes for staff, customers, and community.
Strength based approaches to meet basic human needs are essential in today’s public human service
delivery systems. In our community outreach, residents challenged us to change the way we think
about and deliver public human services. They asked us to join them in changing our mindset about
poverty, recognizing and addressing institutional racism, being more visible and embedded in
communities, and providing more opportunities for clients and consumers to be partners with
stronger input and participation in service delivery and achieving outcomes.
Recognizing the strengths, limitations, and roots of our agency culture is the essence and ultimate
challenge of leadership. In the founding years, our agency culture focused on creating integrated
service delivery systems. Today and over the next five years, we are creating a culture focused on
the quality of those systems and on strengthening our organizational capacity. For example, one of
our standards-based strategies to create a proactive agency culture is the implementation of
evidence-informed standards of the Council on Accreditation, and the achievement and maintenance
of COA accreditation.
A proactive agency culture, structured to achieve our vision, mission, and strategic goals, managing
change effectively, and promoting equitable and effective outcomes for staff, customers, and
community, is the intelligence, the heart and the soul of realizing the new directions set forth in this
strategic plan.
8
Summary of Outcomes
STRATEGIC AREA: External Environment
•
HSA is accountable, financially viable, and recognized for its leadership, caliber and
integrity
•
The community is knowledgeable of HSA programs and services, and knows how to access
them
•
HSA is visible and embedded in San Mateo County communities working to be closer to
consumers and communities, and responsive to their needs
STRATEGIC AREA:
Internal Agency Culture
•
HSA staff have a voice and share ownership in defining solutions
•
HSA monitors and reports on progress and the quality of its programs and implementation
of its strategic plan
•
HSA has process and systems improvements that reflect best practices and evidenceinformed standards
STRATEGIC AREA:
•
Equitable Outcomes
Stakeholders are engaged in an informed, coordinated call-to-action to address the
prevalence of disproportionality in child welfare and economic self sufficiency programs
Alignment & Shared Commitments
The five year strategic goal of creating a proactive agency culture contributes, is aligned to, or shares
commitments with the following examples of initiatives underway in San Mateo County:
•
County Shared Vision 2010 / 2025: Aligns to the County Shared Visions of “People” and
“Partnerships” and contributes to the following commitments and goals:
-
People: Commitments: Realize the potential of our diverse population; Ensure
basic health and safety for all.
Goals:
Our diverse population works well together to build strong
communities, effective government and a prosperous economy; Children grow
up healthy in safe and supportive homes and neighborhoods; Help vulnerable
people – the aged, disabled, mentally ill, youth and others – achieve a better
quality of life.
Partnerships: Commitments: Responsive, effective and
collaborative government; Leaders work together across boundaries to
preserve and enhance our quality of life.
Goals: Government decisions are based on careful consideration of future
9
impact, rather than temporary relief or immediate gain; Leaders throughout
the county provide the impetus for broader regional solutions in land use,
housing, childcare, education, health, and transportation.
•
County Budget Book / FY 08-10 Outcome Based Management (OBM) Program
Plans. The outcomes, indicators, and strategies in this Strategic Goal are reflected in and
aligned to the Agency Outcome Based Management Plans found in the County Budget
Book, namely, the: Human Services Agency “Agency Overview Plan”; and the program
plans for: Office of the Agency Director, Program Support, Economic Self Sufficiency, Child
Welfare Services, and Prevention and Early Intervention Services. As such, they are also
aligned to county priorities set by the Board of Supervisors and the County Managers’
Office.
•
Accreditation Standards: Outcomes, indicators, and strategies in this Strategic Goal
rely on achieving and maintaining the national quality standards defined by the Council on
Accreditation (COA, 8th edition, public agencies) and by the Commission on the
Accreditation for Rehabilitation Facilities (CARF). Both accrediting bodies are focused on
continuous quality improvement systems and on alignment of day-to-day practices to
evidence-informed standards.
Implementation (see next page)
10
Outcomes
Indicators
Five Year Strategies
Strategic Area: EXTERNAL ENVIRONMENT
HSA is accountable,
financially viable, and
recognized for its leadership,
caliber and integrity
•
Number and percent of staff and
stakeholders who view HSA as:
-
A leader in delivering creative, quality human
services
-
Proactive/ anticipatory to external forces,
such as fiscal environment and policy changes
-
Good steward of taxpayer money
-
Structured to achieve outcomes (e.g. enough
staff located where they are most needed
and able to deliver quality services)
-
Having a shared agency culture and identity
-
Taking actions congruent with agency values
(C.L.E.A.R.)
•
Agency budget is balanced each year
•
Agency passes financial audits
•
Agency maintains COA and CARF
accreditations
The community is
knowledgeable of HSA
programs and services, and
knows how to access them
•
Percentage of residents and partners who
know how and where they can access
services if they need them
•
Number of community advisory group
meetings tracking progress on
implementing the Strategic Plan
HSA is visible and embedded
in San Mateo County
communities, working to be
closer to consumers and
communities, and responsive
to their needs
•
Percentage of residents in targeted
communities who say that HSA
responded in a way that has made a real
difference in their communities
•
Percentage of residents in targeted
communities who say that HSA delivers
culturally and linguistically responsive
services
•
Number of community groups attended
by HSA staff
•
Percentage of residents and partners who
say the services provided by HSA are
aligned with the actual needs in targeted
communities
- Integrate best practices into all aspects of HSA
service delivery
- Create new performance standards to measure
agency outcomes and report progress
- Implement an internal cross-sectional leadership
group to analyze significant problems impacting
the agency, and to develop and implement
innovative solutions
- Strengthen communication between planning and
budgeting functions
- Engage in proactive social marketing in targeted
communities to ensure communities recognize
who we are and what we do
- Use evidence to identify targeted communities
- Return to focus group communities to report
progress and assess needs
- Meet with Community Advisory group twice a
year
- Increase cultural competence of agency staff and
continue the agency cultural diversity initiative
- Augment multilingual resources (e.g., translation
capacity, multilingual forms)
11
Outcomes
Indicators
Strategic Area: INTERNAL AGENCY CULTURE
HSA staff has a voice and
shares ownership in defining
solutions
•
Percentage of staff who say they feel
valued and treated with respect
•
Percentage of staff who are aware of
agency’s priorities, how these impact their
job, and who report sharing ownership of
these priorities
•
Percentage of staff who say that their
work environment helps them to be
successful in their jobs
•
Percentage of staff who say that their
work environment is safe and secure
HSA monitors and reports
on progress and the quality
of its programs and
implementation of its
strategic plan
•
Number of strategic plan implementation
objectives completed in Year 1, Year 2,
etc.
HSA has process and systems
improvements that reflect
best practices and evidenceinformed standards
•
- Continue the agency cultural diversity initiative to
familiarize staff with the symbols and celebrations
in different cultures
- Improve and systematize processes to measure
customer and employee satisfaction
- Continue the implementation of the agency’s
continuous quality improvement program
- Create a short concise report that says what the
strategic plan is, how it will be monitored, and
tracking amendments to the plan as needed
- Create a strategic plan outcomes dashboard
which shows progress in achieving the outcomes
contained in the plan, and that anyone can access
- Create a reporting and tracking infrastructure to
quickly access data and other information (e.g.,
click on a screen)
Number of process / systems
improvements initiated
- Implement best practice outcomes and sustain the
organization at the level required to achieve and
maintain accreditation
- Implement and follow up on identified
opportunities revealed through the agency’s first
COA self study
- Commit to investing in professional development
of managers and supervisors related to county
initiatives in positive succession planning
Strategic Area:
EQUITABLE OUTCOMES
Stakeholders are engaged in
an informed, coordinated
call-to-action to address the
prevalence of
disproportionality in child
welfare and self sufficiency
programs
•
•
Number of informational / educational
materials/events
Percentage of stakeholders who say they
understand their role in addressing
disproportionality, and feel they are
making a real difference
- Form an agency-level group to champion and
sustain momentum for this work
- Identify and deliver appropriate training to create
shared understanding of disproportionality and
client outcomes in our public assistance systems.
Internally engage and educate our Social Workers,
supervisors, and managers
- Identify community members from the African
American community to work with us on our
strategies
- Review our processes and procedures for
systemic bias
- Engage in proactive social marketing to ensure
communities recognize who we are, what we do
- Identify and implement specific actions to address
what we find from a period of assessment and
understanding of disproportionality and client
outcomes in our systems
- Develop a disproportionality dashboard of key
indicators to track progress in fostering fairness
and equity
- Implement the County Manager’s Study to
Improve Outcomes for Children of Color (FY 0810 Recommended Budget)
12
Economic Self-Sufficiency
GO AL
2008-2013
HSA will promote greater self-sufficiency
among the neediest, eligible residents of
San Mateo County by increasing
employment, increasing and retaining
enrollments in our Medi-Cal program,
and contributing to our community’s
efforts to increase food security.
Rationale
Compelling client needs and data showing program performance gaps convey a sense of urgency that
the Human Services Agency must continue to promote greater self-sufficiency – through advances in
employment, healthcare, and food security - among the neediest residents in our high cost of living
environment.
Employment Gaps: The gap between the number of San Mateo County families on public assistance
who are working versus the number who need to be working in approved work activities is wide.
The county and state face fiscal penalties of up to 5% of the state’s block grant if federal standards
are not met. Federal (TANF - Temporary Assistance to Needy Families) standards mandate that
50% of all families and 90% of two parent families will meet CalWORKs Welfare to Work
requirements. Yet today, in San Mateo County, our work participation rate hovers at around 13%.
HealthCare Gaps: Low-income adults are often medically underserved and face significant barriers
to accessing and obtaining health care coverage. The cost of providing comprehensive health
services has risen dramatically in recent years. A County Blue Ribbon Task Force on Adult Health
Care Coverage Expansion is exploring options to provide coverage to low-income adults. The MediCal program plays a significant role in helping to transform the health system for the medically
underserved. It also plays a key role as a support to low-income adults seeking to achieve and/or
maintain self-sufficiency. Yet the program is complex, difficult to understand, and sometimes
difficult to qualify for.
Food Security Gaps: Hunger and food insecurity trends must be reversed. An estimated 128,000
people in the county live in households experiencing a range of food shortage problems.
Approximately 32,000 low-income adults in the county are food insecure, and approximately 9,000
eligible people in the county are not participating in the Food Stamp Program. The total estimated
lost federal Food Stamp $ to the county for low participation is approximately $11 million.
Racial Disproportionality and Disparity: As an agency, we are very concerned about the issue of
racial disproportionality and disparity. In CalWORKs, for example, 4% of the county’s diverse
population is African American. Yet 42% of CalWORKs cases which have been timed out due to
using their full 60 month federal benefits are African American. Not only have their grants been
reduced, but also families who have timed out are prohibited from receiving CalWORKs services for
the rest of their life.
13
We view the mandates, the gaps, and the increasingly complex self sufficiency needs of our families
as opportunities. By 2013, our highest aspirations are that all families on public assistance are
working in San Mateo County, all low-income adults in the county have health insurance, all lowincome adults are food secure, and we have strengthened equitable outcomes for families of color.
Summary of Outcomes
STRATEGIC AREA: Employment
•
CalWORKs Welfare to Work clients are engaged and served with evidence-informed
practices
•
Increased participation in CalWORKs Welfare to Work employment activities
STRATEGIC AREA: Health Care
•
The community is educated regarding Medi-Cal eligibility
•
Increased enrollment and retention in the Medi-Cal Program
STRATEGIC AREA: Food Security
•
Food Stamp applications rise with implementation of effective outreach strategies
•
Increased enrollment and retention in the Food Stamp Program
STRATEGIC AREA: Equitable Outcomes
•
Ensure culturally competent service delivery in Economic Self Sufficiency programs to
strengthen equitable outcomes for families of color
The Economic Self-Sufficiency Strategic Goal contributes to, is aligned or shares commitments with
the following examples of initiatives underway in San Mateo County:
•
County Shared Vision 2010: This strategic goal aligns to the County 2010 Shared
Visions of “People” and “Prosperity” and contributes to the following commitments and
goals:
-
People: Commitments: Realize the potential of our diverse population; Ensure
basic health and safety for all
14
Goals: Our diverse population works well together to build strong
communities, effective government, and a prosperous economy; Residents
have access to healthcare and preventive care; Help vulnerable people – the
aged, disabled, mentally ill, at-risk youth and others – achieve a better
quality of life
-
-Prosperity: Commitments: Create opportunities for every household to
participate in our prosperity; Sow the seeds of our future prosperity
Goals: All households experience real gains in income; the skill level of new
workers rises with improved K-12 education and training options
•
County Blue Ribbon Task Force on Adult Health Care Coverage Expansion: HSA
is participating in this community-wide exploration to improve access of adults to health
care. This initiative began in 2006 with the Board of Supervisors convening the Blue
Ribbon Task Force to explore options for providing coverage to low-income adults. A
January 2008 report, “Assessment of Strategic Priorities for San Mateo Health Services”,
finds that the county has opportunities to create new efficiencies and has the assets to
transform the health system for the medically underserved. The Medi-Cal Program plays a
significant role in this effort.
•
San Mateo County CalWORKs Plan Addendum: This Plan describes how the county
will meet the goals defined in Welfare and Institutions (W&I) Code Section 10540, while
taking into consideration the work participation requirements of the federal Deficit
Reduction Act of 2005. The focus of the Plan Addendum (2007) is on three areas intended
to increase the Work Participation Rate for households which were not previously included
in the WPR calculation: (1) renewed focus on Work Pays, (2) creation of a specialized
Engagement and Retention Team, and (3) expansion of work and employment related
activities available to help clients meet their work participation requirements.
•
County Blueprint for Prevention of Childhood Obesity: Examples of related key
objectives in the County Blueprint for Prevention of Childhood Obesity include: By 2010:
All residents will have access to high-quality, appealing, and affordable fruits, vegetables,
and other healthy foods. There will be a clearinghouse of recommended nutrition and
physical activity educational materials, agency contact information, and a referral system
to technical assistance resources available for the entire community of San Mateo County.
•
Sustainable San Mateo County Indicators Project: This initiative tracks key issues,
statistics, and trends that threaten the sustainability of the county, including the number
of county residents who are either hungry or food insecure, and the number of households
receiving food stamp benefits.
•
Workforce Investment Board Priorities: Current priorities of the San Mateo County
Workforce Investment Board are: (1) Deliver broad access to basic job seeking resources,
(2) Pioneer employer-driven retaining and job transition programs, (3) Assemble
capabilities from workforce partners to deliver in-depth support for targeted high-need
populations, and (4) Engage partners and the community to address the needs of people
caught in the structural gap between wages and the cost of living.
15
Outcomes
Indicators
Strategic Area: EMPLOYMENT
Engage and serve
CalWORKs Welfare to
Work clients using
evidence-informed
practices
Increased participation in
CalWORKs Welfare to
Work employment
activities
•
•
CalWORKs work participation
rate for families participating in
countable employment related
activities – e.g.:
-
work
-
community service
-
training
-
other
Number of CalWORKs clients
eligible for and receiving child care
(cf: PEI)
Work Participation Rate
•
Make management decisions based on data tracking
and analysis to better serve the targeted Welfare
to Work population
•
Identify and implement evidence-informed practices
to better serve CalWORKs Welfare to Work
clients
•
Expand strategies to target CalWORKs Welfare to
Work clients to participate in countable job
activities
•
Increase the range of countable Work Participation
activities
•
Implement and evaluate Creative Avenues to
Successful Hires (C.A.S.H.) unit strategies
•
Increase collaboration with Vocational
Rehabilitation Services and Workforce Investment
Act programs
•
Increase collaboration with community colleges
•
Tailor strategies to engage clients working less than
32 hours
•
Conduct ongoing staff training in case management
to provide tools to meet the ever changing
demands and needs of CalWORKs Welfare to
Work clients
Child Care
•
Coordinate with Prevention and Early Intervention
to ensure those eligible to receive child care
receive the needed services
16
Outcomes
Indicators
Strategic Area: HEALTH CARE
The community is
educated regarding MediCal eligibility
Increased enrollment and
retention in the Medi-Cal
Program
•
•
Number of Medi-Cal applications:
-
submitted
-
approved
-
denied
Number of individuals receiving
Medi-Cal
•
Conduct first-tier case reviews to ensure MediCal program integrity (second-tier are conducted
by the Office of the Agency Director)
•
Identify and implement service improvements
related to the Health Insurance Telecenter (HIT)
•
Continue to partner with the Health Department,
San Mateo Medical Center, and the Health Plan of
San Mateo to increase Medi-Cal enrollments
•
Educate the community regarding Medi-Cal
eligibility
•
Conduct ongoing staff training to provide tools to
meet the ever changing demands and needs of
Medi-Cal
•
Educate the community about the Food Stamp
program through targeted outreach
•
Evaluate effectiveness of outreach strategies and
impact on Food Stamp applications
(approvals/denials)
•
Increase referrals to the Food Stamps program
•
Increase access to nutritious food and the number
of places that accept Food Stamps
•
Conduct ongoing staff training to improve staff
knowledge regarding Food Stamps and regulations,
and to provide tools to meet the ever changing
demands and needs of Food Stamps participants
•
Participate in completing the study requested by
the County Manager to understand
disproportionality and to prepare concrete actions
to reverse the trends
•
Identify best practices (including training) in
culturally competent service delivery relevant to
self sufficiency programs
•
Contribute to creating an agency dashboard to
track progress
Strategic Area: FOOD SECURITY
Food Stamp applications
rise with implementation
of effective outreach
strategies
Increased enrollment and
retention in the Food
Stamp Program
•
Number of Food Stamp
applications:
-
submitted
-
approved
-
denied
•
Number of individuals receiving
Food Stamps
•
Average Food Stamp allotment
Strategic Area: EQUITABLE OUTCOMES
Ensure culturally
competent service delivery
in Economic Self
Sufficiency programs to
strengthen equitable
outcomes for families of
color
•
TBA
17
Child Welfare
GO AL
2008-2013
HSA will promote child, youth, and
family strength by providing a
continuum of early intervention,
protection and permanency services that
fosters lifelong stability and maximizes
child and family well-being.
Rationale
We are passionate about ensuring the stability and safety of children and the strength of families in
San Mateo County. That passion permeates our administration of a child welfare system which is
continuously focused on achieving the highest quality outcomes in child safety, child and family well
being, and permanency.
Recognizing the urgency to protect children, child welfare standards from federal, state, and local
sources now number more than 30 mandated outcomes. Many of these requirements are found in the
federal response to the 1997 Adoption and Safe Families Act, which created the Child and Family
Services Review (CFSR) to help the federal government evaluate child welfare in all 50 states. Much
of the CFSR looks at outcomes data and other sources to assess each state’s ability to achieve safety,
well-being, and permanency for children. Since it began in 2001, no state has “passed” all the
requirements specified in the CFSR. But all are working to do so.
The C-CFSR encourages state and county leadership to identify and replicate best practices to
assure the unique and critical needs of children and their families are met. To meet these and other
child welfare outcomes the Human Services Agency embraces a process of continuous quality
improvement and rigorous self-examination that also integrates evidence-informed practices into our
work.
We welcome the rigorous mandates as opportunities for us to pursue operational excellence as we
address significant challenges in the child welfare system. For example, we struggle with a critical
shortage of people willing to become foster parents, a situation which may be exacerbated by the
rising cost of living on the Peninsula. Our child welfare system also has a disproportionate number
of children of color, and research indicates that once they enter the child welfare system, they are
more likely to remain longer, to be adjudicated in the juvenile justice system, and to be less likely to
return to their families of origin or to be adopted and have a permanent family.
By 2013, our highest aspirations are to be known for operational excellence that strengthens
equitable outcomes of safety, permanency, and well being for children and families.
18
Summary of Outcomes
STRATEGIC AREA: Child Safety
•
Children who were victims of maltreatment will not suffer recurrence of abuse
•
Children will remain safe while in out-of-home care
•
Referrals will be responded to within immediate and ten-day timelines
STRATEGIC AREA: Permanence
•
Increase the percentage of children who are reunified with their families
•
Children will not re-enter the foster care system (reduce the percentage of reunified
children who reenter foster care)
•
Ensure timely adoptions for children in foster care
•
Children will exit foster care to permanent homes
•
Increase placement stability for children in foster care
STRATEGIC AREA: Well-Being
•
Ensure social workers meet with their foster children monthly
STRATEGIC AREA: Equitable Outcomes
•
Ensure more equitable outcomes for children of color in the San Mateo County child
welfare system
The child, youth and family well-being strategic goal contributes and is aligned to, or shares
commitments with, the following examples of initiatives underway in San Mateo County and beyond:
•
County Shared Vision 2010/2025: Aligns to County Shared Vision 2010 (SV 2025)
Principle of “People” and contributes to the following commitments and goals:
People: Commitment: “Ensure basic health and safety for all”. Goals:
-
Children grown up healthy in safe and supportive homes and neighborhoods
-
Maintain and enhance the public safety of all residents and visitors
-
Help vulnerable people – the aged, disabled, mentally ill, at-risk youth and
others- achieve a better quality of life
19
•
San Mateo County Child Welfare Systems Improvement Plan. Aligns to outcomes
regarding child safety, permanence, placement stability, and child and family well being.
•
San Mateo County Ten Year Plan to End Homelessness (Housing Our People
Effectively). Aligns to the goal that children and youth will have access to safe,
accessible, affordable housing.
•
San Mateo County Strategic Directions 2010 in Alcohol and Other Drug Services.
Aligns to the following goals:
-
Children and youth will live in safe, supportive and stable families and
communities
-
Children and youth are engaged in pro-social activities which enhance resiliency
and develop protective assets
-
Families (parents, foster parents, youth, children) complete alcohol and drug
treatment and services
Implementation (next page)
20
Outcomes
Indicators
Strategic Area: CHILD SAFETY
Children who were
victims of maltreatment
will not suffer
recurrence of abuse
•
Percentage of children who
were victims of a
substantiated maltreatment
allegation within the first 6
months of a specified time
period for whom there was
no additional substantiated
maltreatment allegation
during the subsequent 6
months
Intake and Assessment
- Partner with the County Medical Center and Keller Center to develop an
integrated system for child abuse assessments
- Require evidence-based home visiting models in our contracts, e.g..,
Differential Response (DR)
- Develop evidence-based on-line practice manual for neglect (including
substance abuse), severe neglect, sexual abuse, physical abuse, and domestic
violence cases. Include a file on disproportionality and how to impact
practice to ensure fairness and equity
Access and Availability of Quality Services
- Research availability and use of tools that might help staff better assess
Alcohol and Other Drug (AOD) issues
- Provide for more community-based mental health services
- Ensure contracted providers are of good quality, have capacity to serve, can
meet client needs in a culturally appropriate manner, are in high need
communities, can engage clients
- Ensure cultural awareness skill building to increase appropriate referrals to
families that meet their unique needs
Data Issues
- Use GIS mapping to determine service availability and service gaps
Children will remain
safe while in out-ofhome care
•
Percentage of children who
were not victims of a
substantiated maltreatment
report while in out-ofhome care
- Strengthen Licensed Foster Homes (LFH), Foster Family Agencies (FFA), and
Legal Guardianship Homes (LGH) by providing additional supports, technical
assistance and quality assurance
- Increase support services for caregivers
- Collect and analyze placement data to determine:
-
Social worker face-to-face contacts and any correlation to decrease
of abuse.
-
In what type of placement (e.g., foster, kinship, group home) prior
incidents of maltreatment have occurred.
- Assess evidenced-based caregiver support programs e.g. Project KEEP for
possible implementation
Referrals will be
responded to within
immediate and ten-day
timelines
•
Percentage of child abuse
and neglect referrals that
require an in-person
investigation stratified by
immediate response and
ten-day referrals
- Analyze workflow from hotline referrals to supervisor in-box to social
worker assignment
- Improve social worker performance by increased oversight, supervision,
training, and data tracking tools
- Increase the use of data by developing regular reports to assist
managers/supervisors in monitoring productivity and performance in their
regions/units
21
Outcomes
Indicators
Strategic Area: PERMANENCE
Increase the
percentage of children
who are reunified with
their families
•
Percentage of children
discharged to reunification
within 12 months of
removal
Concurrent Planning
- Pilot Family Finding
- Ensure staff are trained and understand the goals of concurrent planning.
Ensure concurrent planning is addressed with parents and caregivers in court
Visitation
- Redesign visitation scope of work to reflect a variety of visitation levels and a
step-down process
- Train staff on effective visitation models
Team Decision Making (TDM)
- Use TDM for case planning and at time of reunification
- Educate faith-based community members about child welfare services and
involve them in the TDM process
- Partner with Prevention/Early Intervention at closure TDM
Services
- Designate AOD and Prevention/Early Intervention (P/EI) priority slots for
CFS parents
- Expand wraparound services and designate CFS wraparound slots
- Address the need for culturally competent mental health services for
families. Include faith-based community as another potential mental health
support
Process Improvements
- Strengthen communication among social workers as CFS cases move
through different programs
- Implement new parenting curriculum
Children will not reenter the foster care
system (Reduce the
percentage of reunified
children who re-enter
foster care)
•
reentering foster care
within 12 months of a
reunification discharge
Services
- Expand wraparound services and designate CFS wraparound slots
- Recognize that quality of services is a re-entry factor and assess and improve
the quality of contracted services
Other
- Use data to obtain additional information regarding re-entry (e.g. protective
issue, services provided, length of reunification, TDM conducted at closure)
- Do more comprehensive TDM meetings at case closure, including hand off
to community based organizations. Include the faith-based community.
Ensure connection to prevention/early intervention resources, e.g. Family
Resource Centers (FRC)
- Develop targeted re-entry prevention strategies for adolescents
- Develop a mentoring program to assist families in preventing re-entry
22
Outcomes
Ensure timely
adoptions for children
in foster care
Indicators
•
adopted within 24 months of
removal
•
Percentage of children in
foster care for 17 continuous
months or longer on the first
day of the year, who were
then adopted within 12
months
- Strengthen the agency philosophy that all children are adoptable
- Increase number of appropriate concurrent planning homes (approved foster
home license and approved adoption home study)
- Increase targeted adoption recruitment for older children, sibling groups and
children of color
- Increase concurrent planning efforts
- Have adoption staff present at all TDMs
- Designate Indian Child Welfare Act (ICWA) specialist(s)
- Improve up-front resolution of paternity issues
- Create quality assurance controls for long term permanent plan designations.
Create a check and balance system before any child can be recommended
for a permanent plan of Another Permanent Planned Living Arrangement
(APPLA) [Formerly known as Long Term Foster Care (LTFC)]
- Provide regular reports from Adoption Services to Regional Managers
Children will exit
foster care to
permanent homes
•
discharged to a permanent
home by the last day of the
year and prior to turning
18, who had been in foster
care for 24 months or
longer
- Conduct a Family Finding pilot for all children that are in APPLA placements
- Review long term placements and all APPLA cases in supervisory
conferences on a regular basis and assess for permanency
- Participate in a group home reform pilot that allows additional WRAP slots
and the ability to “step down” youth
- Provide staff training on the legal and cultural differences between APPLA,
guardianship and adoption
- Increase educational/special education and Regional Center advocacy on
behalf of foster children through training for social workers and caregivers
- Develop a systematic process to assess cases for the KinGap Program
Increase placement
stability for children in
foster care
•
•
•
Percentage of children with
two or fewer placements, in
foster care for 8 days or
more, but less than 12
months
two or fewer placements, in
foster care for at least 12
months, but less than 24
months
- Increase Licensed Foster Home (LFH) recruitment that meets cultural and
language needs of our children
- Require pre-placement visits with all potential caregivers, including FFA’s,
100% of the time
- Increase recruitment efforts for more placement options in order to place
siblings together and in order to place children in their own communities
- Provide more respite for caregivers
- Ensure, track and monitor face-to-face contacts between social workers and
children and social workers and caregivers
- Explore emergency shelter program models and examine existing program
to identify needed improvements
two or fewer placements,
who have been in foster care
for 24 months or more
Strategic Area: WELL-BEING
Ensure social workers
meet with their foster
children monthly
•
requiring a social worker
contact who received the
contact in a timely manner
- Review existing social worker contact policy and assess for improvements
- Require that the monthly visit be completed by the case-transferring worker
- Review training unit curriculum regarding visitation
- Train staff to use existing technology (Safe Measures, GroupWise) to plan
and track visits
23
Outcomes
Indicators
Strategic area: EQUITABLE OUTCOMES
Ensure more equitable
outcomes for children
of color in the San
Mateo County child
welfare system
•
Percentage of children of
color in out of home care
- Develop a Disproportionality Workgroup. Hire a facilitator for the
workgroup
- Develop a CFS disproportionality work plan for children placed in out-ofhome care
- Conduct TDMs on all new entries into care, maintaining an awareness of
disproportionality. Seek out culturally competent community partners as
TDM participants
- Provide complete disproportionality data for San Mateo County
- Develop a practice where all children of color are assessed before a
permanent plan is created
- Complete disproportionality data by zip code for San Mateo County
24
Prevention and Early Intervention
GO AL
2008-2013
HSA will foster community well-being
and integration of services by building on
the strengths of targeted communities
and ensuring that HSA consumers have
their basic needs met and can thrive in
their own communities.
Rationale
Prevention is a primary strategy for community well-being and for building health and equity in
communities [Prevention Institute, 2007]. Indeed, much of realizing our agency vision that every
child, adult, and family lives in a safe, healthy, and thriving community involves acting on the
urgency to invest early in children, youth, families, and communities.
Several trends illustrate the urgency for the Human Services Agency, in partnership with others, to
strengthen community well-being in San Mateo County. These include: the high cost of living, lack
of affordable housing, need for child care payment assistance, increasing numbers of homeless,
increase of gang activity, and needs of other at-risk populations who are often “on the edge” in terms
of keeping their needs from escalating and intensifying (e.g., victims of domestic violence, parolees,
day workers, emancipating foster youth, veterans).
These trends are offset by numerous strengths and assets of neighborhoods and communities
throughout the county. For example, the County has invested in implementing a Ten Year Plan to
End Homelessness titled “HOPE” or Housing Our People Effectively. The agency and the county
support a strong and growing Jobs for Youth program, which offers opportunities for teens and
young adults to work and to receive career and job coaching. The county’s ethnic and geographic
diversity are also assets in fostering local prevention and early intervention services that meet safety
net and information and referral needs of at-risk residents.
Investing early in human services delivery systems and in San Mateo County communities takes
many forms. We know we need to be more visible and accessible in communities to ensure that we
address client needs as early as possible. And as the potential front-door or gateway to the Human
Services Agency, we know the crucial importance of stabilizing clients when they first contact us by
being able to easily track what services the client is already receiving.
Supporting, partnering with, and helping to sustain seamless prevention and early intervention
systems in targeted communities, and strengthening collaborations with county departments
engaged in prevention are key to fostering long term community well being and integrated services
that invest early and save in the long run.
25
Summary of Outcomes
STRATEGIC AREA: Targeted Communities
•
HSA is involved in community, neighborhood and city-level planning initiatives and
processes that are addressing (a) residents’ basic needs (e.g., food, housing, health
insurance), and (b) community well-being (e.g., crime reduction, jobs for youth, affordable
housing, homeless prevention, youth development, and family resource centers)
•
HSA contributes to prevention and early intervention services in targeted communities
with services that are culturally responsive, quality-based, accessible, and coordinated
•
Individuals and families in targeted communities can thrive, in part because they know
how to get help and can access the necessary services in their own communities before
personal or family basic needs escalate
STRATEGIC AREA: HSA Consumers
•
Every HSA consumer feels that their initial meetings with agency staff – as well as
subsequent contact – were welcoming, strength-based, and linguistically and culturally
responsive
•
Every HSA consumer reports that staff helped them navigate the system(s) in order to
easily access a range of services within and beyond the agency that respond to the basic
needs of their family
•
Every HSA consumer reports that their basic needs were met
•
Every HSA consumer transitions out of their relationship with the agency equipped with a
menu of HSA and community supports, services and staff contacts they can continue to
access if needed
The strategic goal of community well being aligns and shares commitments with the following
examples of initiatives underway in San Mateo County:
•
San Mateo County Shared Vision (SV) 2010/2025: SV2010 area of “People”, especially
the commitment to ensure basic health and safety for all, and the goals that “residents
have access to healthcare and preventive care”; “children grow up healthy in safe and
supportive homes and neighborhoods,” and “help vulnerable people – the aged, disabled,
mentally ill, at-risk youth and others – achieve a better quality of life.”
26
•
Housing Our People Effectively (HOPE): Ending Homelessness in San Mateo
County: The San Mateo County Human Services Agency, Prevention and Early
Intervention Program, is the lead coordinating agency to implement the county’s 10 year
plan to end homelessness released in March 2006. Desired results of implementing this
plan are that by 2015: (1) 7,900 individual and family households in the county who have
been homeless or at severe risk of homelessness due to extremely low incomes, chronic
disabilities and/or other health and special needs, will secure and maintain safe,
permanent, accessible, affordable, and where needed, supportive housing; and (2) 4,300
individual and family households will receive short term assistance to secure or maintain
housing.
•
Prop. 63, the Mental Health Services Act (MHSA): MHSA mandates funding for six
different purposes, one of which is funding for Prevention and Early Intervention to
support the design of programs to prevent mental illnesses from becoming severe or
disabling, with emphasis on underserved populations.
(http://www.heathvote.org/index.php/checkup/C26/ )
•
Roadmap for Alcohol, Tobacco, and Other Drug Prevention: A Guide to
Community Action: Provides a guide for action using a prevention approach of working
together “upstream” to prevent substance use, misuse, and abuse. The San Mateo County
Health Department is the lead coordinating agency; and the Human Services Agency
Prevention and Early Intervention Program supports and is part of the collaborative
approaches to prevention outlined in the Roadmap (focusing on institutional, community
and public policy change).
•
Alcohol and Other Drug Services: Strategic Directions 2010: Strategic Direction 3
in this plan focuses on “Building Prevention and Treatment Capacity”. An estimated
20,000 youth and adults at any one time may need to access publicly funded AOD
treatment services. HSA is part of the strategic direction intent to increase quality and
quantity of services within other agencies and services outside of the direct network of
AOD services as well as within the AOD continuum of care. Outcomes include increasing
prevention and treatment access to a larger number and broader range of clients.
•
First 5 San Mateo County: Strategic Plan Revision 2004: The HSA Agency Director
sits on the First 5 Commission, which is the county's leader on issues pertaining to
children 0-5. The outcomes, indicators, and strategies in our PEI five year strategic goal
align to focus areas in the First 5 Strategic Plan such as Family Support, Child Care and
Early Learning, and Community Health and Well Being.
Implementation (next page)
27
Outcomes
Strategic Area:
Indicators
TARGETED COMMUNITIES
HSA is involved in
community,
neighborhood, and citylevel planning initiatives
and processes that are
addressing (a) residents’
basic needs (e.g., food,
housing, health insurance),
and (b) community wellbeing (e.g., crime
reduction, jobs for youth,
affordable housing,
homeless prevention,
youth development, and
family resource centers)
•
Number of local planning initiatives and
processes HSA is involved in (overall
and in targeted communities)
- Support ongoing services provided in the Family
Resource Centers
- Develop criteria based on need and data to identify target
communities
-
Those primarily addressing basic needs of
residents
- Support community well being priorities that are
identified by targeted communities
-
Those primarily addressing well being of
communities
- Meet with key stakeholders from the existing planning
initiatives and processes to learn what they are doing and
what role HSA can play
- Continue to collaborate with other county departments
–Health, Probation, Schools, Sheriff-to enhance planning
and delivery of prevention services
- Continue coordination and support of implementing plans
with a strong prevention focus (e.g., HOPE)
- Increase access to and awareness of the Community
Information Program
- Continue HSA involvement and leadership in crime
reduction activities and in the Jobs for Youth Program
- Continue to support the East Palo Alto Crime Prevention
Task Force
- Continue to partner in the North Fair Oaks area to
support the community and businesses in a successful
Day Worker Program
•
HSA contributes to
prevention and early
intervention services in
targeted communities with
services that are culturally
responsive, quality-based,
•
accessible, and
coordinated
Percentage of CBOs providing
prevention and early intervention
services in targeted communities who
say they are part of a coordinated
system that is meeting the basic needs
of residents
Capacity of each targeted community
to serve those in need of basic
assistance as shown by;
- Continue work to define and measure short and long
term outcomes of prevention and early intervention
activities
- Increase HSA staff awareness of community partner
priority needs
- Engage with community partners so they are informed of
HSA services
- Partner with targeted communities and be responsive to
the cultural diversity within those communities
- Assess the unique needs of the communities the Core
Service Agencies serve and update the FY 2006-06 Safety
Net Needs Assessment
-
Reduction of crime and violence in the
community
-
Jobs for youth
-
Number of subsidized child care slots
-
Number of subsidized or below marketrate housing units
- Improve access to services for the chronically homeless
-
Number of food bank distribution sites
- Provide assistance to more households to secure housing
or to maintain a stable housing situation
-
Number of stores and farmers markets
that accept food stamps (i.e., EBT cards)
- Improve utilization of Core Service Agency services and
coordination with other local services to tap more
effectively into existing local capacity to meet safety net
needs
28
Outcomes
Indicators
Individuals and families in
targeted communities can
thrive, in part because
they know how to get
help and can access the
necessary services in their
own communities before
personal or family basic
needs escalate
Strategic Area:
•
Percentage of neighborhood residents
(a) who say they know where to get
help – if they needed it and (b) who had
a basic need and requested assistance
to meet that need. For example needs
and requests for:
-
Emergency food support (food bank, Food
Stamps)
-
Counseling support and education and
referral services
-
Health insurance
-
Housing (motel vouchers, rental
assistance, Section 8)
-
Child care payment assistance
-
Work-related services (unemployment
benefits, Peninsula Works)
-
Financial support (cash aid)
-
Transportation
-
Stress relief (feels they have someone to
talk to such as a friend, counselor,
community advocate, minister, school
nurse)
•
who contacted Core Service Agencies
for food and/or shelter in the last year
•
who have their basic needs met (e.g., in
areas such as food, health insurance,
housing, child care payment assistance).
- Develop social marketing in partnership with
communities (examples might be:
-
Talk with line workers of other agencies that are
likely to serve individuals and families with basic
needs
-
Resource page of the phone book
-
Continue holding Homeless Connect events
-
Building relationships at churches and libraries).
- Engage with community partners to identify their
familiarity with HSA services and ways we can impact
their effectiveness to achieve consistent levels of service
- Ensure equitable access to HSA services throughout the
county
HSA CONSUMERS
Every HSA consumer feels
that their initial meetings
with agency staff - as well
as subsequent contact –
were welcoming, strengthbased, and linguistically
and culturally responsive
•
Percentage of recent PEI consumers
who reported that their initial meetings
with agency staff - as well as subsequent
contact – were welcoming, strengthbased, and linguistically and culturally
responsive
- Develop user-friendly processes to get consumer input
(e.g., focus groups, surveys, etc.)
- Hire community workers who will support HSA
consumers in navigating support systems and who reflect
the community they are serving
29
Outcomes
Every HSA consumer
reports that staff helped
them navigate the
system(s) in order to
easily access a range of
services within and
beyond the agency that
respond to the basic
needs of their family
Indicators
•
Percentage of PEI consumers who
received a strength-based family
assessment
•
received a multi-service case plan
•
Percentage of PEI consumers who felt
that their case plan was meaningful and
accessible
•
report that staff helped them navigate
the system(s) in order to easily access
and use the services in their case plan,
and that their needs were ultimately
met
•
Number of applications (e.g.: Food
Stamp applications, Medi-Cal
applications, housing voucher requests,
child care payment assistance requests)
Every H.S.A consumer
reports that their basic
needs were met
•
Percentage of consumers who have
their basic needs met in the areas of
food, health insurance, housing, child
care, etc.
Every HSA consumer
transitions out of their
relationship with the
agency equipped with a
menu of HSA and
community supports,
services and staff contacts
they can continue to
access
•
Percentage of PEI clients who say they
know where to get help – if they
needed it - e.g., for:
-
Emergency food support (food bank, Food
Stamp)
-
Counseling support and education and
referral services
-
Health insurance
-
Housing (motel vouchers, rental
assistance, Section 8)
-
Child care payment assistance
-
Work-related services (unemployment
benefits, Peninsula Works)
-
Financial support (cash aid)
-
Transportation
-
Stress relief (feels they have someone to
talk to such as a friend, counselor,
community advocate, minister, school
nurse)
- Provide every PEI consumer with a comprehensive,
strength-based family assessment that creates linkages
and access to all services for which they may be eligible
(e.g., at Family Resource Centers)
- Ensure every HSA consumer participates in creating a
meaningful and attainable case plan that draws upon a
range of services within and beyond the agency (case plan
responds to their needs and family needs). In the process
HSA consumers learn about the services they need
- Partner with the Behavioral Health and Recovery Services
Division of the Health Department to learn about
consumer and family involvement strategies
- Ensure HSA trains staff in how to act as cross-program
navigators to meet the needs of consumers
- Create an agency-wide process to identify services
provided across programs for any individuals and families
we serve (at any point in time)
- Develop linked data systems or data sharing protocols so
that staff know when they are ‘sharing’ a consumer (e.g.
click to see client history)
- Develop cross-program screening, referral and case
tracking protocols for those consumers not served by the
community navigators (e.g. Child Welfare Services
clients)
- Develop a process to capture feedback on outcomes as
reported by consumers (e.g., at Family Resource Centers
and Family Self-Sufficiency Teams).
- Survey current practices regarding how HSA determines
whether consumer needs were met, and what their
remaining needs are, then identify what kind of
improvements in this process are needed
- Develop the capacity to ensure that HSA clients are
helped to navigate the full system of supports in order to
easily access and use the services identified in the
transition out of their case plan
- Develop a system to capture outcome information about
Family Resource Centers and Family Self Sufficiency
Teams
30
Program Support
GO AL
2008-2013
HSA will facilitate improvements in
financial, human, information, and
physical resources to support our vision of
better services to individuals, families
and communities.
Rationale
Every five years, it seems that the administrative complexity supporting the delivery of integrated
human services – doubles. This complexity takes many forms. For example, demands for:
•
New data to track and document mandated and discretionary outcomes in more than 100
direct client service delivery programs and funding streams;
•
Increasing depth, breadth, and specialization of information requiring 24/7 access;
•
More information that is, at the same time, simple, easy to use and understand; and
demands for
•
Customized administrative responses that also reflect a common approach and message.
Financial regulations change and complexify, not to mention the need to keep pace with advances in
information technology and to stay ahead of the curve to have immediate response capacity in case of
physical or natural emergencies. Yet all of this administrative complexity is essential for public
accountability and it is inherent in public administrative systems of the 21st century.
Information in many forms is the lifeblood of the public policy process and a key lifeline in delivering
reliable, on time, accurate human services. Program managers and direct service delivery staff rely
on the value added of the agency’s program support functions to cut through the layers of
administrative complexity and to provide the resources and internal capacity to support client goals.
Business support systems, financial management, administrative services, and human resource
development functions will be most effective when they actively engage – early and often – with
internal customers and community partners.
In sum, there is an urgent need to foster infrastructure capacity – human, information, financial,
physical – within and across programs, and to provide strong customer service that supports
seamless, integrated service delivery to individuals, children, youth, families, and communities.
31
Summary of Outcomes
STRATEGIC AREA: Human & Information Capacity
•
Training and staff development result in effective, user-friendly, and culturally sensitive
customer service
•
Leadership has the knowledge and developmental opportunities they need to be effective in
delivering integrated human services
•
Leaders have the information needed to assure quality service outcomes
STRATEGIC AREA: Financial, Electronic, Emergency Systems, & Physical Capacity
•
Financial management activities will be performed in compliance with requirements of the
agency, oversight organizations, and COA
•
Resources will be maximized by creative revenue and resource enhancement, and with
fiscal integrity and stewardship
•
To Be Developed: An outcome related to buildings, electronic systems, emergency
management, and resource efficiency
STRATEGIC AREA: Customer Service in Administrative Support
•
Staff and community partners will be aware of applicable policies and Program Support
services, and how to best utilize them
•
Staff and community partners will say that Program Support helped them navigate county
systems and get their needs met
Strengthening internal agency capacity is a strategic goal that aligns and shares commitments with
the following examples of initiatives underway in San Mateo County:
•
•
San Mateo County Shared Vision 2010/2025. SV 2010 commitment of “Responsive,
effective, collaborative government”, including the following SV 2010 goals:
-
Government decisions are based on careful consideration of future impact, rather
than temporary relief or immediate gain
-
County employees understand, support, and integrate the county vision and goals
into their delivery of services
-
County and local governments effectively communicate, collaborate and develop
strategic approaches to issues affecting the entire county
Priorities of the County Managers’ Office
-
County Succession Management Initiative
-
Structural budget deficit (contributing to solving the deficit, enabling the county
to accomplish its work in a reduced fiscal environment)
32
•
Securing resources HSA staff and partners need to do their jobs
Countywide Information Technology Strategic Plan
-
Identifies five Countywide IT strategic initiatives
-
Recommends three Countywide IT infrastructure initiatives
-
Sets a goal of unifying and leveraging information across all County departments
to improve services to residents of San Mateo County
33
Outcomes
Strategic Area:
Indicators
HUMAN & INFORMATION CAPACITY
Training and staff
development result in
effective, user-friendly, and
culturally sensitive customer
service
•
Leadership has the
knowledge and
developmental opportunities
they need to be effective in
delivering integrated human
services
•
•
Percentage of employees actively
engaged in development activities
Leaders have the
information needed to
assure quality service
outcomes
•
Percentage of management report
requests completed accurately, by
type
Percentage of clients/customers
who leave feeling respected,
valued, and indicate no cultural
barriers when seeking services
- Develop and deliver training to staff to improve customer
service
- Conduct exit surveys that measure various aspects of
customer service related to the human condition, cultural
sensitivity, etc.
- Establish a policy that requires employees to have a
minimum of six (6) hours of culturally sensitive customer
service training, per fiscal year
Number of employees who have
employee development plans
- Develop and deliver leadership competency training
relevant to job classifications
- Provide coaching and consultation to employees and their
respective supervisors, as needed, in developing Employee
Development Plans
- Establish a data management policy
- Business Systems Group (BSG) will provide accurate and
timely reporting by;
-
Improving reporting infrastructure
-
Streamlining processes for extracting and loading
data into agency’s reporting infrastructure
-
Automating active on-going reports
-
Improving the partnership with program by
establishing a collaborative data request process
-
Defining reporting standards within programs
Strategic Area: FINANCIAL, ELECTRONIC, EMERGENCY SYSTEMS & PHYSICAL CAPACITY
Financial management
activities will be performed
in compliance with
requirements of the agency,
oversight organizations, and
COA
•
Resources will be
maximized by creative
revenue and resource
enhancement, and with fiscal
integrity and stewardship
•
Amount of new revenue realized
•
Fund balance at the end of the
fiscal year
Percentage of financial audits with
no major findings
- Review and improve our audit management and compliance
program
- Identify and review financial practices not meeting standards
- Implement a Financial Quality Improvement program
including COA standards compliance
- Enhance financial training for program management and staff
- Enhance information about budget monitoring by program
34
Outcomes
Indicators
To Be Developed: An
outcome related to
buildings, electronic
systems, emergency
management, and resource
efficiency.
•
Number of unplanned,
unscheduled major business
system outages
- Business Systems Group (BSG) will use the appropriate
technology to facilitate communication and transparent
decision-making
- BSG will continue to provide core systems operations while
streamlining current processes and procedures by;
-
Maintaining acceptable service levels, security
compliance and minimal disaster recovery measures
on existing automation systems.
-
Developing infrastructure for an enterprise
reporting system
-
Automating HIT Center processes, call monitoring
and business intelligence
-
Implementing Information Technology best practice
standards for service delivery
- Increase resource efficiency (e.g., Green Initiative, reports
on-line, teleconferencing)
Strategic Area:
CUSTOMER SERVICE IN ADMINISTRATIVE SUPPORT
Staff and community
partners will be aware of
applicable policies and
Program Support services,
and how to best utilize them
•
Percentage of internal customers
who access Program Support
services early or in a timely fashion
•
Number of instances where
Program Support services are
called in too late in the process to
be effective or efficient
Staff and community
partners will say that
Program Support helped
them navigate county
systems and get their needs
met.
•
Percentage of customers who rate
services as good or better, by
Program Support function
•
Number and percent of contracts
completed on time
•
Percentage of projects meeting
customer goals by Program
Support function
•
Percentage of closed case file
requests that are met within an
agreed upon time frame
- Effective marketing to educate our customers about what
we do, and how we can best solve problems when called in
early enough in the process to support them
- Financial Services will develop and use a protocol for
receiving, classifying, responding, and evaluating responses to
customer requests
- Administrative Services will ensure contracts are completed
on time:
-
All key staff involved in the contracting process will
receive training, one-on-one consultation with their
contract specialist and will receive information on
how to access the online contracts handbook.
- BSG will provide quick and easy access to case files by;
- Defining Purge Requirements for each specific program in
ESS.
-
Purging ESS case files accordingly
-
Scanning files kept in storage boxes at the Records
Center
-
Expanding imaging of active ESS case files
- BSG Service Desk will be the single point of contact for all
technical-related issues by;
-
Documenting current help desk business processes
-
Defining roles and responsibilities
-
Developing service catalog for services and support
-
Developing service level agreements
- BSG will increase collaboration with end users to better
understand their work process and systems by;
-
Developing incident handling procedures to handle
the 1st and/or 2nd level application requests
-
Developing change and release procedures so the
stakeholders know what, why, and when we are
deploying changes to our supported systems
-
Developing procedures to handle projects
consistently
35
M O N I TO R I N G P R O G R E S S
We are committed to regular monitoring of progress we make in implementing the five strategic
goals using the strategic areas, outcomes, indicators, and strategies as guidelines. Results of
monitoring are important feedback to adjust our priorities and strategies to keep pace with changes
in policy, community, or practice. The progress we make will shape the future of the San Mateo
County Human Services Agency and its client and community impact over the next five years.
We believe we can make a difference implementing this plan in San Mateo County because of the
unique features of our county government and our shared emphasis on quality outcomes. For
example, this plan co-occurs with the implementation of the County Shared Vision 2010 / 2025 and
with the annual outcome based management and budgeting process used in San Mateo County, as
well as with our agency quality improvement and accreditation process.
Why We Can Make a Difference
COUNTY
COUNTY SHARED
SHARED
VISION
VISION 2025
2025
Practice Excellence …
San Mateo County
HSA
HSA STRATEGIC
STRATEGIC
PLAN:
PLAN: 2008-2013
2008-2013
COUNTY
COUNTY OUTCOME
OUTCOME
BASED
BASED MANAGEMENT
MANAGEMENT
Linking it all together …
HSA
HSA QUALITY
QUALITY
IMPROVEMENT
IMPROVEMENT &
&
ACCREDITATION
ACCREDITATION
Examples of the several methods we will use to chart progress and evaluate results include:
1. COMMUNITY FEEDBACK: We will reconvene the Community Advisory Group at least
twice a year to report progress; and we will continue outreach through community
conversations and focus groups in targeted communities.
2. REPORT CARD and DASHBOARDS: We will design and publish a report card /
dashboard to document our status on key indicators of progress, including progress in
achieving the new agency vision and mission.
36
3. ALIGNMENT OF PROGRESS INDICATORS: We will maximize integration of the new
Strategic Plan with the County Budget Planning process as a monitoring mechanism. (See
Appendix E for a summary of FY08-10 Outcome Based Management Plans which implement
the first year of this strategic plan).
4. QUALITY IMPROVEMENT: Finally, we will work to integrate the outcomes and
indicators in our new Strategic Plan with the agency's continuous quality improvement
process and efforts to achieve and maintain national accreditation.
37
Appendix A
• Overview of Steps in the 2008-2013
Strategic Planning Process (FY 07-08)
• Chronology of Human Services Agency
Strategic Planning
Appendix A – Page 1
PLANNING PROCESS TO CREATE 2008-2013 PLAN
Sequence of Key Steps and Meetings: Internal Planning Process
Who are we?
Where are we today?
Agency-wide:
Vision
Mission
Values
Where are we going?
How do we get there?
Agency-wide:
Agency-wide:
Outcomes
Review final
draft plan
Indicators
Strategies
Adopt final plan
Implementation
plans within
programs
Within Programs:
Within Programs:
Within Programs:
Mandates
Issues and
challenges
Demographic
and
performance
data, etc.
Purpose
5 year goals
Moving Forward
Monitoring
progress
Target
populations
Alignment
Budget\OBM Impact: FY 08-09
Community Feedback
OCT 29:
Community
NOV 19:
Community
NOV 26:
Focus Group –
DEC 5:
Focus Group –
JAN 10:
Focus Group –
JAN 15:
Focus Group –
JAN 17:
Focus Group –
JAN 24:
Focus Group –
JAN 28:
Community
Advisory mtg 1
Advisory mtg 2
East Palo Alto
Pescadero 1
South San Francisco
La Honda
Pescadero 2
South San Francisco
Advisory mtg 3
One East Palo
Alto
Puente de La
Costa Sur
Community Conveners
North Peninsula
Neighborhood
Services Center
Puente de La
Costa Sur
North Peninsula
Neighborhood
Services Center
Chronology of Human Services Agency Strategic Planning
1992
Human Services Agency Established. County establishes San Mateo County Human
Services Agency.
First Strategic Plan for Human Services. Human Services Agency invites business,
community, and government leadership to join in creating and releasing the first San Mateo
County Human Services Strategic Plan. More than 600 people are involved in creating the
plan, which produced the mission, vision, and strategic directions to guide the future delivery
of human services in the County.
1999
Status Report on the 1992 Strategic Plan issued by a Subcommittee of the SUCCESS
Advisory Committee. The Status Report called for the formation of a new millennium
strategic plan for human services for the County to build on existing partnerships and
identify more specific action steps to improve child care, housing, and transportation.
Community Involvement in Preparing Second Strategic Plan. An Oversight
Committee to guide development of the second strategic plan forms. Committee is made up of
leaders within County government, business, education, transportation, housing,
foundations, and community based organizations. Twenty focus groups involving 260
participants from labor, business, parent and youth groups, the faith community, the medical
community, service providers and collaborative throughout the County identify strengths and
areas to build on.
2000
Year 2000 Strategic Plan for Human Services. This plan set forth the broad vision,
goals, and general strategic directions for community partners to work collaboratively and
meet the human service needs of the community. The following collaboratives accepted
primary responsibility to implement the plan:
• Peninsula Partnership for Children Youth and Families
• Children’s Collaborative Action Team (CCAT)
• Children and Families First Commission
• Child Care Partnership Council
• New Beginning Coalition
• Housing Leadership Council
• Alcohol Drug and Advisory Board
• Healthy Communities Collaborative
• Community Oriented Health System
• Metropolitan Transportation Commission
2002
Status Report on the Year 2000 Strategic Plan is completed.
2003
Human Services Advisory Committee reviews the priorities in the Year 2000 Plan.
2005
Wrap Up of Year 2000 Strategic Plan: Human Services Agency publishes “Strategic
Directions for San Mateo County Human Services: Progress Update 2005” to wrap up the
year 2000 Strategic Plan.
2008
Human Services Agency Strategic Plan: 2008-2013. Human Services Agency publishes
and begins implementation of new Strategic Plan titled “Inspiring Individuals-Empowering
Communities.”
Appendix B
Demographic Information
Appendix B page - 1 -
APPENDIX B:
SUMMARY OF DEMOGRAPHIC INFORMATION REVIEWED DURING STRATEGIC PLANNING
Throughout the strategic planning process, planning teams examined demographic information describing the County overall as
well as specific subsets of the County population and aspects of the Agency client populations. Some of that information is
highlighted in this appendix.
I. County of San Mateo Demographic Profile
(from: San Mateo County Shared Vision 2010 / 2025 Briefing Book and 2008 Health and Quality of Life Assessment)
Planning Teams examined demographics describing the County including the profiles the County prepared as it updates
County Shared Vision 2010 to Shared Vision 2025, and demographic information in the County 2008 Health and Quality of
Life Assessment. The primary profile included the following information:
•
With a Census count of 711,031 population in 2000, San Mateo County’s population is expected to increase 15.2% by
the year 2050.
•
Diversity is a distinguishing characteristic of San Mateo County – and an enduring strength. The county is one of the
most diverse in the United States. While growing by 7,600 between 2000 and 2004, San Mateo County became a
“majority / minority” county: that is, no single racial / ethic group comprises more than half of the population. About
30% of residents are foreign born; 38% are over 5 years of age and spoke a language other than English at home.
•
The County’s diverse population is not widely distributed, but rather concentrated in a few cities. Over 50% of
Hispanic residents live in just four of the 20 cities, and over 60% of the County’s Asian residents live in just 3 cities.
Almost half of San Mateo’s cities have populations that are more than 80% white.
II. Demographic Profile of Selected Cities Served by the Seven Core Service Agencies*
Planning Teams reviewed selected demographic profiles of some of the cities served by the seven Core Service Agencies,
which provide safety net and information and referral services in high need areas. Those cities, and the accompanying Core
Service Agencies in each city, are as follows:
Demographic Profile
Reviewed For:
Half Moon Bay and Pescadero
Name of
Core Service Agency
Coastside Opportunity Center
Service Area of
Core Service Agency*
El Granada, Half Moon Bay, La Honda, Miramar,
Montara, Moss Beach, Pescadero, San Gregorio
Redwood City
Fair Oaks Community Center
Redwood City, Portola Valley, North Fair Oaks,
Woodside, Atherton
San Mateo
Samaritan House
San Mateo, Burlingame, Millbrae, Hillsborough,
Belmont, San Carlos, Foster City
Pacifica
Pacifica Resource Center
Pacifica, north of Devil’s Slide
South San Francisco
North Peninsula Neighborhood
Services Center
South San Francisco, San Bruno, Brisbane
Daly City
Daly City Community Center
Daly City, Broadmoor, Colma
East Palo Alto
El Concilio
East Palo Alto, Menlo Park
*Note: In aggregate, the seven Core Service Agencies “serve” the entire County.
Demographic profiles: San Mateo County and Selected “Safety Net” Cities
(prepared by Applied Survey Research)
San Mateo
County
Age
Ethnicity*
0-19
25%
20-44
39%
45-64
65+
Caucasian
Latino
African
American
American
Indian
Asian
Pacific
Islander
(Samoan)
Tongan?
Other
Language in
Households
(and % that
are
linguistically
isolated)
Income
Levels
(Family) **
Foreign
Born
Two
more
English
or
Spanish
Asian
Other
Under
$34,999
$35,000 $74,999
$75,000 +
Half Moon
Bay and
Pescadero
25%
Redwood
City
San Mateo
Pacifica
South San
Francisco
Daly City
East Palo
Alto
25%
22%
25%
27%
25%
39%
36%
44%
41%
38%
39%
40%
42%
24%
29%
21%
22%
27%
22%
23%
14%
12%
10%
10%
15%
10%
12%
12%
50%
67%
54%
57%
61%
31%
18%
5%
7%
22%
23%
31%
21%
15%
32%
4%
4%
2%
3%
3%
3%
22%
5%
0%
1%
1%
1%
1%
1%
0%
1%
20%
3%
9%
15%
15%
29%
51%
2%
1%
(n=2072)
TBD
0%
(NA)
TBD
1%
(n=77)
TBD
1%
(n=137)
TBD
1%
(n=83)
TBD
1%
(n=375)
TBD
1%
(n=570)
TBD
8%
(n=417)
TBD
10%
11%
14%
9%
4%
15%
11%
35%
5%
4%
4%
5%
6%
7%
6%
4%
60%
15%
4%
15%
3%
10%
1%
71%
14%
2%
3%
1%
12%
2%
63%
20%
6%
7%
1%
10%
1%
65%
13%
4%
11%
3%
11%
1%
71%
11%
1%
11%
1.%
7%
1%
43%
23%
5%
23%
4%
11%
2%
33%
19%
4%
40%
8%
8%
1%
43%
45%
16%
7%
1%
5%
0%
15%
14%
17%
13%
10%
18%
12%
39%
30%
27%
37%
40%
36%
36%
31%
22%
59%
23%
54%
64%
53%
60%
53%
42%
52%
25%
32%
24%
30%
30%
19%
39%
52%
44%
Source for data unless otherwise specified: US Census Bureau, 2000.
* Totals may not add up to 100% due to the combination of races.
**Data for San Mateo County, Redwood City, San Mateo City, and Daly City = 2006 American Community Survey; the remaining city data comes from the
U.S. Census Bureau, 2000.
+ Source of data: Strengthening the Safety Net for San Mateo County’s Neediest Residents: A Community Assessment, 2006.
Profi l e of Sel ected Citi es ser ved by Core Ser vice Agen cy
C i t i e s ( p re p a re d by A p p l i e d S u r vey R e s e a rc h )
COUNTY-LEVEL SNAPSHOT
VARIABLE
CITY-LEVEL COMPARISONS
•
Although we know the average age of the
population is increasing, we don’t yet see this
in this data.
Age
•
Compared to the other cities served by Core
Service Agencies, the youngest population is in
East Palo Alto (39% are less than 19 years of age),
oldest in San Mateo (15% are 65 years and older).
•
About half of county residents are Caucasian,
but this percentage appears to be decreasing
with time. There are large proportions of
Hispanic and Asian residents as well.
Ethnicity
•
Great regional diversity (67% Caucasian in Half
Moon Bay/Pescadero; 7% in East Palo Alto).
Highest Latino concentration in East Palo Alto, as
is the highest African American concentration.
Highest Asian concentration in Daly City ((51%).
The cities with the largest number of Samoan
individuals are Daly City, East Palo Alto and South
San Francisco.
•
Besides English (currently spoken by about
57% of the county), there are significant
proportions of residents who speak Spanish
and Asian languages, and one in ten fall into
the “other” category of languages.
Language
•
Highest concentration of Spanish speakers in East
Palo Alto (45%), and EPA also has highest share of
linguistically isolated Spanish-speakers (16%).
Highest concentration of Asian language speakers
is in Daly City (40%); highest share that are
linguistically isolated are there also (8%).
•
Almost one in five have a household income
under $35,000. (When we use family
income, it’s a smaller percentage – 15%.)
Income
•
EPA has the largest concentration of low income
residents: 39% of families earned less than
$35,000. Half Moon Bay/Pescadero had the
highest share of families earning over $75,000
(64%).
•
Almost one in three are foreign born. Among
that sub-group, 57% are naturalized citizens.
Foreign- born
•
Daly City has the greatest share of foreign-born
individuals (52%), followed by EPA (44%) and
South San Francisco (39%). Pacifica had the
lowest share of foreign-born individuals (19%).
•
About half of households are married
households; about one third are non-family
households. About one third have at least
one child under 18.
Households
•
Although data was only available for three cities,
Redwood City seemed to have a higher
proportion of households with children than Daly
City and San Mateo.
•
Generally, a highly educated county, there are
still 11% who have less than a high school
education.
Education
•
Redwood City also seemed to have slightly more
residents who had not completed high school
than did Daly City or San Mateo.
A
no
What Does Our County Look Like?
(This handout was prepared by Dr. Kristi Kelly, Applied Survey Research)
Highlights of key demographics
Data sources and how they compare:
•
Data provided by the John W Gardner Center for Youth and Their Communities at Stanford University, from the 2006
American Community Survey
•
Data put together by ASR based largely on the 2000 Census, but with pieces from 2006 American Community Survey
and results of a needs assessment that ASR did two years ago examining Safety Net needs in the county.
•
Differences between the two:
o
The Gardner data is more recent (from 2006) than ASR data (from 2000). But data collection methods are
slightly different for ACS and full ten-year census, so comparing 2000 data to 2006 data should be done with
some caution.
o
Gardner data has type of household and educational attainment included; ASR’s does not.
o
Gardner data has city-level data for 3 cities; ASR has city-level data for 7 cities (labeled high-need cities and
corresponding to locations of the core service agencies that provide safety net services).
County-Level Snapshot
•
Age: Although we know the average age of the population is increasing, we don’t yet see this in this data.
•
Diverse Ethnicity: About half of county residents are Caucasian, but this percentage appears to be decreasing with
time. There are large proportions of Hispanic and Asian residents as well.
•
Many language needs: Besides English (currently spoken by about 57% of the county), there are significant
proportions of residents who speak Spanish and Asian languages, and one in ten fall into the “other” category of
languages.
•
Low incomes: Almost one in five have a household income under $35,000. (When we use family income, it’s a
smaller percentage – 15%.)
•
High percentages of foreign-born residents: Almost one in three are foreign born. Among that sub-group, 57%
are naturalized citizens.
•
Household make-up: About half of households are married households; about one third are non-family
households. About one third have at least one child under 18.
•
High education levels: Generally a highly educated county, there are still 11% who have less than a high school
education.
City-Level Comparisons
•
Age: Compared to the other cities served by HSA core agencies, the youngest population is in East Palo Alto (39%
are less than 19), oldest is in San Mateo (15% are 65+)
•
Ethnicity: Great regional diversity (67% Caucasian in Half Moon Bay/ Pescadero; only 7% in East Palo Alto). Highest
Latino concentration is in East Palo Alto, as is the highest African American concentration. Highest Asian
concentration is in Daly City (51%). The cities with the largest number of Samoan individuals are Daly City, East Palo
Alto and South San Francisco.
•
Language: Highest concentration of Spanish speakers is in East Palo Alto (45%), and EPA also has highest share are
linguistically isolated Spanish-speakers (16%). Highest concentration of Asian language speakers is in Daly City (40%);
highest share that are linguistically isolated are there also (8%).
•
Income: EPA has the largest concentration of low income residents: 39% of families earned less than $35,000. Half
Moon Bay/ Pescadero had the highest share of families earning over $75,000 (64%).
•
Foreign-born: Daly City has the greatest share of foreign-born individuals (52%), followed by EPA (44%) and South
San Francisco (39%). Pacifica had the lowest share of foreign-born individuals (19%).
•
Households: Although data was only available for three cities, Redwood City seemed to have a higher proportion of
households with children than Daly City and San Mateo.
•
Education: Redwood City also seemed to have slightly more residents who had not completed high school than did
Daly City or San Mateo.
San Mateo County
2006 American Community Survey, U.S. Census Bureau*
Age
Ethnicity**
Language in
Households (and
% that are
linguistically
isolated)
Income Levels
(HOUSEHOLD)
Foreign Born
Household
Composition
Educational
Attainment
Total Population
0-19
20-44
45-64
65+
Caucasian
Latino
African American
American Indian
Asian
Pacific Islander
Other
Two or more
English Only
Spanish
Linguistically Isolated
Asian
Other
Median Household
income
Under $35,000
$35,000-$74,999
$75,000+
Foreign Born
% of Foreign Born who
are naturalized citizens
Total Households
Married Households
Single Head of Household
Non-family Households
% of Households with at
least 1 child under 18
Less than High School
High School through
Associates degree
College Graduate
California
36,457,549
29%
37%
23%
11%
43%
36%
6%
0%
12%
0%
0%
2%
59%
25%
San Mateo
County
705,499
26%
34%
28%
13%
46%
23%
3%
0%
23%
1%
0%
2%
57%
16%
Daly City
100,237
22%
36%
28%
13%
14%
23%
3%
0%
57%
1%
0%
2%
30%
17%
Redwood
City
78,122
28%
37%
23%
12%
48%
38%
4%
0%
7%
1%
0%
1%
61%
25%
San
Mateo
90,959
23%
38%
25%
14%
53%
23%
2%
0%
17%
2%
1%
2%
60%
16%
7%
3%
4%
8%
3%
9%
17%
47%
4%
13%
3%
4%
13%
1%
4%
7%
10%
5%
10%
11%
1%
1%
1%
2%
1%
$56,645
31%
32%
37%
27%
$77,914
19%
29%
52%
32%
$66,817
18%
39%
43%
52%
$71,628
23%
30%
47%
29%
$73,916
18%
32%
49%
31%
43%
12,151,227
50%
19%
32%
57%
251,755
52%
14%
34%
69%
29,249
55%
17%
28%
36%
27,582
47%
15%
38%
49%
36,795
50%
12%
38%
39%
20%
33%
11%
31%
12%
36%
18%
28%
11%
51%
29%
45%
44%
54%
34%
48%
34%
45%
44%
Source of data: 2006 American Community Survey (ACS)
* ACS estimates at the Census-designated 'place' level may be unreliable due to large margins of error. Differences in values between two
'places' may not reflect statistically significant differences between geographic locations. Daly City, Redwood City, and San Mateo are the three
places in San Mateo County for which data is available in 2006
** Ethnicity categories were created using ACS table B03002 to avoid having totals sum to more than 100% .
Created by John W. Gardner Center for Youth and Their Communities, Stanford University
Appendix C
Participants in the Planning Process
Appendix C page - 1 -
APPENDIX C: PARTICIPANTS IN THE PLANNING PROCESS
The Human Services Agency Strategic Plan (2008-2013) is the result of the dedication and
commitment of many individuals and organizations in San Mateo County. Thanks are extended
to all those who have given their time to create and to advise these new directions:
Members of the Community Advisory Group for their guidance and input to the planning
process:
Maya Altman Health Plan of San Mateo
Susy Castoria Commission on Disabilities
Joanna Caywood Lucille Packard Foundation
Lilia Cruz-Garcia Foster Youth
Beverly Dekker-Davidson Human Services Agency
Falope Fatunmise Edgewood San Mateo
Anne Hipskind Cunha Intermediate School
Chip Huggins Second Harvest Food Bank of Santa Clara and San Mateo Counties
Jim Kenney Veterans Services
Mavis Knox East Palo Alto Resident
Sharon McAleavey AFSCME
Cindy McCown Second Harvest Food Bank of Santa Clara and San Mateo Counties
Patricia Miljanich San Mateo CASA
Allan Moltzen Veterans Services
Pastor Larry Moody Menlo Park Presbyterian Church
Sylvia Nuñez San Mateo County Board of Supervisors
Chester Palesoo Pacific Islander Community Center
Srija Srinivasan San Mateo Health Department, San Mateo County Manager’s Office
Dr. Douglas Styles, PsyD Youth and Family Enrichment Services
Alejandro Vilchez Peninsula Conflict Resolution Center
Sharon Williams Job Train
Our Community Partners and their staff for convening six geographic focus groups and
engaging the many stakeholders who participated in the community conversations: (A list of focus
groups is provided in reference library documenting the complete Strategic Plan)
One East Palo Alto:
Dr. Faye C. McNair-Knox
Jacqueline Greely
Kava Tulua
Julio Garcia
Ysedra Mustiful
Jeanne Tatum
N. Tito
Sharifa Wilson, College Track
& Clients & other Stakeholders in East Palo Alto
Puente de la Costa Sur:
Kerry Lobel
Rita Mancera
Lorena V. de Mendez
Belinda Arriaga
Veronica Ortega
July Ugas
Isamael Flores
& Clients & other Stakeholders in La Honda and Pescadero
North Peninsula Neighborhood Services Center:
Yvonna Fields
Jennifer Chancay
Angela Bernal-Silva
Karla Molina
Angela Picado
Stella Miranda
Martina Wilson
Zenaida Monteanos
& Clients & other Stakeholders in South San Francisco
Some of the many San Mateo County Human Services Agency directors, managers, and staff
who conducted strategic planning sessions agency-wide and in specific policy areas, and who
managed the planning process and provided logistical support:
Rex Andrea Shelter Services
Elaine Azzopardi Child Welfare Services
Pali Basi Economic Self-Sufficiency
Gary Beasley Southern Region
Beverly Beasley Johnson Agency Director
Ellen Bucci Child Welfare Services
Jackie Coombs Quality Assurance
Elsa Dawson Economic Self Sufficiency
Bill Dean Human Resources Development
Roberta Deis Southern Region
Beverly Dekker Davidson Adolescent Services
April Dunham Domestic Violence Programs
Lenita Ellis Economic Self-Sufficiency
Patrick Enriquez Business Systems Group
David Erickson Human Resources Development
Sharif Etman Financial Services
Sue Ferren Child Welfare Services
Betty Fisher Graphics and Publications
Marnita Garcia-Fulle Financial Services
Wendy Goldberg Center on Homelessness
Sofia Gomez Financial Services
Lorena Gonzalez Health Insurance TeleCenter
Dr. Alexis Halley Planning and Evaluation
Nicole Hamilton Planning and Evaluation
William Harven Planning and Evaluation
Linda Holman Integrated Services
Ann Johnson Economic Self-Sufficiency
Ann Jones Peninsula Works
Barb Joos Child Welfare Services
John Joy Program Support
Amy Kaiser Business Systems Group
Amanda Kim Accreditation and Quality Improvement
Marissa King Human Resources Development
Eduardo Kiryczun Health Insurance TeleCenter
Jerry Lindner Northern Region
Patty Lockman Administrative Services
Jennie Hwang Loft Public Information Officer
George Lumm Fiscal Services
Bobbi MacLean Administrative Services, Fair Hearings
Robert Manchia Financial Services
Karen McElroy Receiving Home
John Meermans Financial Services
Jessica Morales Prevention Early Intervention
Darla Munson Northern Region
Dennis Myers Economic Self-Sufficiency
Susan Naylor Southern Region
Carmen O’Keefe Vocational Rehabilitation Services
Pravin Patel Child Welfare Services
Stephanie Perrier Office of the Agency Director
Carolyn Rogers Economic Self-Sufficiency
Clarisa Simon-Soriano Business Systems Group
Mark Skubik Financial Services
Fred Slone Workforce Development (WIA)
Renee Smylie Child Welfare Services
Shannon Speak Economic Self-Sufficiency
Desi Tafoya Accreditation and Quality Improvement
Al Teglia Children’s Fund
Jenell Thompson Human Resources Development
Deborah Torres Prevention Early Intervention
Selina Toy-Lee Accreditation and Quality Improvement
Carine Verdusco Program Support
Michael Volis Peninsula Works
Shannon Werner Administrative Services, Facilities
Donna Wocher Human Resources Development
Maggie Wong Financial Services
Art Yoshihara Financial Services
Keith Young Workforce Development (WIA)
Consultants for design and facilitation of the planning process, research on evidence-based
practices, alignment to COA standards, and consultation in writing and publication of the
strategic plan:
Applied Survey Research:
Angie Aguirre
Susan Brutschy
Lisa Colvig-Amir
Dr. Kristi Kelly
Kristin Ozawa
Sunya Ojure
Monica Morales
Quality Improvement/COA Consultants:
Dr. Fotena Zirps
Karen Sammons
Appendix D
• Dashboards to Track Progress Reaching Strategic
Goals
• Agency Mission Dashboard (draft)
Appendix D page - 1 -
Dashboards to Track Progress Reaching Strategic Goals
AGENCY CULTURE
DASHBOARD
Outcomes
Indicators
Strategic Area: External Environment (Broader Society)
•
H.S.A. is accountable, financially viable, recognized for
leadership, caliber, integrity
•
The community is knowledgeable of H.S.A. programs
and services, and knows how to access them
•
H.S.A. is visible & embedded in San Mateo County
communities, working to be closer to consumers and
communities, responsive to their needs
•
Stakeholders are engaged in an informed, coordinated
call to action to address prevalence of
disproportionality in child welfare and economic self
sufficiency programs
Number & percent of staff and stakeholders who view
H.S.A. as achieving the outcomes
Agency budget is balanced each year
Agency passes financial audits
Agency maintains COA and CARF accreditations
% of residents and partners who know how and where
they can access services if they need them
# of community advisory group meetings tracking
progress on implementing strategic plan
% of residents in targeted communities who say that
H.S.A. responded in a way that has made a real difference
in their communities
# of community groups attended by H.S.A. staff
% of residents in targeted communities who say H.S.A.
delivers culturally and linguistically responsive services
# of community groups attended by H.S.A. staff
% of residents and partners who say the services
provided by H.S.A. are aligned with actual needs in
targeted communities
# of informational / educational materials/events
% of stakeholders who say they understand their role in
addressing disproportionality, and feel they are making a
real difference
Strategic Area: Internal Agency Culture
•
•
•
H.S.A. staff has a voice and shares ownership in
defining solutions
H.S.A. monitors and reports on progress and quality
of programs and implementation of strategic plan
H.S.A. has process and systems improvements that
reflect best practices and evidence-informed
standards
Percent of H.S.A. staff who say they feel valued and
treated with respect
% of staff aware of agency’s priorities, how these impact
their job, and who report sharing ownership of these
priorities
% of staff who say their work environment helps them to
be successful in their jobs
% of staff who say that their work environment is safe
and secure
Number of strategic plan implementation objectives
completed (Year 1, Year 2, etc.)
Number of process/systems improvements (a) initiated
and/or (b) evaluated for impact
SELF-SUFFICIENCY
DASHBOARD
Outcomes
Indicators
Strategic Area: Employment
•
Increase participation in CalWORKs Welfare to
Work employment activities
CalWORKs work participation rate for families
participating in countable employment related activities
[Number of CalWORKs clients eligible for and receiving
child care – (cf: PEI) ]
Strategic Area: Health Care
•
Increase enrollment and retention in the Medi-Cal
program
Number of Medi-Cal applications submitted, approved,
denied
Number of individuals receiving Medi-Cal
Strategic Area: Food Security
•
Increase enrollment and retention in the Food Stamp
program
Number of Food Stamp applications submitted, approved,
denied
Number of individuals receiving Food Stamps
Average Food Stamp allotment
Strategic Area: Equitable Outcomes
•
Ensure culturally competent service delivery in
Economic Self-Sufficiency programs to strengthen
equitable outcomes for families of color
TBA
CHILD, YOUTH and FAMILY WELL-BEING
DASHBOARD
Outcomes
Indicators
Strategic Area: Child Safety
•
•
•
Children who were victims of maltreatment will not
suffer recurrence of abuse
Children will remain safe while in out-of-home care
Referrals will be responded to within the immediate
and ten day timelines
Percent of children with no additional substantiated
maltreatment allegation
Percent of children not victims of substantiated
maltreatment report while in out of home care
Percent of child abuse and neglect referrals that require
in-person investigation stratified by immediate response
and ten-day referrals
Strategic Area: Permanence
•
•
•
•
•
More children are reunified with their families
Reduce % of reunified children who reenter foster
care
Timely adoptions for children in foster care
Children exit foster care to permanent homes
Increase placement stability for children in foster care
Percent of children discharged to reunification w/in 12
months of removal
Percent of children reentering foster care w/in 12 months
of a reunification discharge
Percent of children adopted w/in 24 months of removal
Percent of children in foster care for 17 months or longer
who are adopted w/in 12 months
Percent of children discharged to permanent home prior
to turning 18 who had been in foster care 24 months or
longer
Percent of children w/ 2 or fewer placements in foster
care (a) more than 8 days but less than 12 months; (b) at
least 12 months but less than 24 months; © 24 months or
longer
Strategic Area: Well-Being
•
Ensure social workers meet with their foster children
monthly
Percent of children requiring social worker contact who
received the contact in a timely manner
Strategic Area: Equitable Outcomes
•
Ensure more equitable outcomes for children of color
in San Mateo County child welfare system
Percent of children of color in out of home care
COMMUNITY WELL-BEING
DASHBOARD
Outcomes
Indicators
Strategic Area: Targeted Communities
•
H.S.A. involved in community, neighborhood or citylevel initiatives and processes that are addressing: (a)
residents’ basic needs (e.g., food, housing, health
insurance); and (b) community well being (e.g., crime
reduction, jobs for youth, affordable housing,
homeless prevention, youth development, and family
resource centers)
•
H.S.A. contributes to a prevention continuum in
targeted communities in targeted communities with
services that are culturally responsive, quality-based,
accessible, and coordinated
Number local planning initiatives and processes H.S.A. is
involved in (overall and in targeted communities)
Percent CBO’s providing PEI services in targeted
communities who say they are part of a coordinated
system that is meeting basic needs of residents
Capacity of each targeted community to serve those in
need of basic assistance
Percent neighborhood residents who contacted Core
Service Agencies for food and/or shelter in the last year
Percent neighborhood residents who have their basic
needs met (e.g., in areas such as food, health insurance,
housing, child care payment assistance)
Strategic Area: H.S.A. Consumers
•
•
•
•
Feel their initial meetings with agency staff – as well as
subsequent contact - were welcoming, strengthbased, and linguistically and culturally responsive
Report that staff helped them navigate the system(s)
that respond to the basic needs of their family
Report their basic needs were met
Transition out of relationship with H.S.A. equipped
with a menu of community supports, services and
staff contacts they can continue to access
Percent recent PEI consumers who report initial meetings
with agency staff – as well as subsequent contact – were
welcoming, strength-based, and linguistically and culturally
responsive
Percent PEI consumers who receive a strength based
family assessment
Percent PEI consumers who receive a multiservice case
plan
Percent of PEI consumers who felt that their case plan
was meaningful and accessible
Percent of PEI consumers who report that staff helped
them navigate the systems(s) in order to easily access and
use services in their case plan, and that their needs were
ultimately met
Number of applications (e.g., Food Stamp applications,
Medi-Cal applications, housing voucher requests, child
care payment assistance requests)
Percent of consumers who have their basic needs met in
the areas of food, health insurance, housing, child care,
etc.
Percent of PEI clients who say they know where to get
help if they need it for (specific services)
INTERNAL AGENCY CAPACITY
DASHBOARD
Outcomes
Indicators
Strategic Area: Human & Information Capacity
•
•
•
Training and staff development result in effective,
user-friendly, and culturally sensitive customer service
Leadership has the knowledge and developmental
opportunities they need to be effective in delivering
integrated human services
Leaders have the information needed to assure
quality service outcomes
Percent clients/customers who leave feeling respected,
valued, and indicate no cultural barriers when seeking
services
Number of employees with an employee development
plan
Percentage of employees actively engaged in development
activities
Percent of management report requests completed
accurately, by type
Strategic Area: Financial, Electronic, Emergency Systems, & Physical Capacity
•
•
Financial management activities performed in
compliance with requirements by the Agency,
oversight organizations, and COA
Resources maximized by creative revenue and
resource enhancement, and with fiscal integrity and
stewardship
Strategic Area:
•
•

Percent financial audits with no major findings
Amount of new revenue realized
Fund balance at the end of the fiscal year
Number of unplanned, unscheduled major business
system outages
Customer Service in Administrative Support
Staff and community partners aware of applicable
policies and Program Support services, and how to
best utilize them
Staff and community partners say that Program
Support helped them navigate county systems to get
their needs met
Percent internal customers who access Program Support
services early or in timely fashion
Number of instances where Program Support services
are called in too late in the process to be effective or
efficient
Percent customers rating services as good or better by
Program Support function
Number and % of contracts completed on time
Percent of projects meeting customer goals by Program
Support function
Percent of closed case file requests that are met within an
agreed upon time frame
AG E N C Y M I S S I O N DA S H B OA R D
(Draft: using feedback from the January ‘08
Community Input Advisory Group)
New Mission:
The San Mateo County Human Services Agency assists individuals and families to achieve economic
self sufficiency, promotes community and family strength, and works to ensure child safety and well
being.
INDICATORS by MISSION ELEMENTS
The San Mateo County Human Services Agency assists individuals and families to achieve
economic self sufficiency ….
Ref
A
Potential Indicators of Positive Impact
•
•
•
Increase in food security
Increased participation in food stamps
More outreach to emancipated foster youth & veterans so they know
about food stamps
B
Increased child care allows welfare families to go to work at higher rates
C
Employment assistance leads families and youth into careers they can grow and
succeed in
D
In five years, decrease the rate of uninsured in the County by __% based on
making people eligible for existing programs (like Medi-Cal)
E
Ombudsman positions are in high need communities
F
WTW working more on community outreach – has effective ways of engaging
clients and employers
G
Increase the work participation rate
CalWORKs participants can do outreach to peers as a form of workforce
participation
Notes
Think outside the box
to increase
participation
Gaps between San
Mateo County rate and
federal rate
Link between WPR and
child care?
H
Workforce re-entry for the formerly incarcerated
Mission: The San Mateo County Human Services Agency …. promotes community and family
strength … .
Ref
A
Gang membership plummets as does violence
B
Informed providers
C
Providers are trained re: how to make referrals to H.S.A.
Increased recognition of what H.S.A. does
D
Have prevention focused data tracking
E
Increase youth access to County employment
F
Annual report of what the Family Resource Centers do
Families know about and use Family Resource Centers
G
Increase the number of childcare providers in the County
H
H.S.A. develops trusting and accessible relationships with community
partners and residents
I
H.S.A. targets priority need areas like East Palo Alto, Daly City,
Coastside, and East Menlo Park. Well-planned efforts are data-driven.
Data is used at a level specific enough to let us provide the right services
in the right locations.
J
People are enrolled in and using the services around them
K
Outreach is more efficient and effective (e.g., consider reading level of
residents)
L
H.S.A. workforce reflects the diversity of the community it serves
M
Clients will receive quality and comprehensive services
N
Proper referrals in a timely manner
O
Adequate capacity to serve
Notes
Need to educate re: FRC’s
(families don’t know about
them)
How do we continue
integrating health services
at FRC’s into health
insurance?
Mission: The San Mateo County Human Services Agency … works to ensure child safety and
well being.
Ref
A
Decrease in disproportionality in CFS
•
•
•
•
B
Children will stay in their communities and not be removed from their homes
C
More children in the County are placed with relatives
D
Foster youth leave the system with jobs and benefits for which they are eligible
E
(Foster youth have) Increase in permanent connections
F
Foster youth emancipate with permanent long-term housing supports and
options
G
Increased foster home recruitment leads to no youth being placed out of the
County
H
Rates of incarceration, drug and alcohol use, and unplanned pregnancies among
former foster youth decreases by 75%
I
Foster youth are completing college
J
More coordinated strategy around domestic violence
Notes
Why do some
groups stay in the
system longer than
others?
Disproportionality
is a tremendous
concern for child
welfare
Caucasians are
under-represented
Training for
workers to
understand cultural
differences
Appendix E
Summary of First Year Implementation Objectives
and Strategies (FY 08-09)
Appendix E page - 1 -
APPENDIX E
SUMMARY OF FIRST YEAR IMPLEMENTATION OF STRATEGIC PLAN
(First year implementation, FY 08-09, is taken from agency and program plans in the
San Mateo County FY 08-10 Recommended Budget)
GOAL: PROACTIVE AGENCY CULTURE (AGENCY DIRECTOR)
Program Objectives
The Office of the Agency Director will meet performance targets by doing the following:
Ensure the Agency is Responsive to Needs of the Communities and Citizens Served
• Implement and update the Agency’s new strategic plan and integrate with County Shared Vision 2010/2025
• Implement Agency reorganization structure to achieve maximum service delivery
• Revise and monitor performance measures to conform to new Agency strategic plan
• Convene Agency community advisory group to review mid- and year-end progress on strategic plan; update as
needed
• Implement a knowledge management process for evidence-informed assessments of priority policy and
management issues
• Complete study and action plan to address disproportionality in child welfare and economic self sufficiency
programs
Effectively Inform the Public of the Agency’s Mission, Programs, and Services
• Increase Agency visibility and public awareness of Agency services through a targeted social marketing campaign
• Target outreach and education about Agency services in East Palo Alto, South San Francisco, La Honda, and
Pescadero
Assure a Functional Service Delivery System in Cooperation with Staff and Partners
• Work across county departments to further county strategies for health coverage for all residents
• Partner with county law enforcement, criminal justice, health, and human services providers to serve criminal
justice population re-entering San Mateo County
• Provide leadership for a multi-agency workgroup tasked with the Maple Street Shelter relocation project in
order to accommodate the women’s jail
Achieve an Overall Stakeholder Satisfaction Rating of at least 90%
• Improve and expand the process of evaluating customer satisfaction to include interviews, surveys, and focus
groups
Ensure Agency-wide Continuous Quality Improvement and Quality Assurance that Supports Strategic and
Program Goals
• Provide ongoing support to complete the first COA accreditation
• Maintain COA accreditation through the Continuous Quality Improvement Program
• Conduct focus reviews on Medi-Cal discontinuances, and valid sample case record reviews in self-sufficiency
programs and in relative-home child placements to improve program integrity
• Implement recommendations received from fiscal operations review and the Medi-Cal call center review
GOAL: GREATER SELF-SUFFICIENCY (ECONOMIC SELF-SUFFICIENCY)
Program Objectives
Economic Self-Sufficiency will meet performance targets by doing the following:
Assist 50% of WIA-Enrolled Participants Leaving Intensive and Training Services with Employment
• Assist the County’s Jail Re-entry Task Force to help the County identify new employment and training
strategies
• Create increased educational, employment, and training opportunities for economically disadvantaged youth
including current and former foster youth and youth involved with the juvenile justice system
Assist Sanctioned CalWORKs Families to be Re-Engaged in Allowable Activities
• Engage a higher percentage of CalWORKs participants in countable work-related activities
• Engage CalWORKs families in activities to prevent sanctions and protect children
• Partner with the community college district to tailor programs that meet the needs of the CalWORKs
population
• Continue to implement strategies and redirect current resources to better target those most in need and
hardest to serve
• Identify and implement best practices to achieve an increase in the work participation rate and self-sufficiency
for CalWORKs recipients
• Increase the CalWORKs work participation rate for two-parent families and all families. Increase employment
and employment- related activities to achieve a successful work participation rate
• Make management decisions based on data tracking and analysis to better serve the targeted welfare to work
population
• Identify and implement evidence-informed practices to better serve CalWORKs clients
• Expand the implementation of strategies to target CalWORKs clients to participate in countable job activities
Increase the Number of New and Approved Food Stamp Applications by 3% per Quarter
• Continue to implement and evaluate effectiveness of strategies identified in the Food Stamp outreach and
enrollment plan
• Enhance two-tiered case record reviews of Food Stamp denials
• Improve community knowledge about the Food Stamp program and increase referrals to the Food Stamp
program
Increase Community Understanding of the Medi-Cal Program
• Launch an education campaign to increase knowledge about MediCal and what share of cost means
• Increase and sustain enrollments in Medi-Cal. Increase the number of adults enrolled and retained in the MediCal program
• Conduct two-tiered case reviews—supervisory and quality control—to ensure Medi-Cal program integrity
• Identify and implement customer service improvements using results of the integrity assessments
• Continue to partner with the Health Department, San Mateo Medical Center (SMMC), and Health Plan of San
Mateo (HPSM) to increase Medi-Cal enrollments
Develop Job Skills and Job Placement for Jobs for Youth Participants in Targeted Communities
• Mentor and assist youth in the Jobs for Youth Program to develop job skills and achieve self-sufficiency through
employment
Expand Services Provided to Veterans
• Increase outreach and access to services for veterans
Develop targeted social marketing campaign and disseminate materials to improve community knowledge and
increase referrals to, and use of, self-sufficiency programs
GOAL: CHILD, YOUTH, FAMILY WELL-BEING (CHILD WELFARE)
Program Objectives
Child Welfare Services will meet performance targets by doing the following:
Ensure 18% of all Children in Foster Care for 24 Months or Longer are Discharged to a Permanent Home
• Implement a Family Finding pilot for all children with a permanent plan of long term foster care. (Family Finding
seeks to locate family and relatives for potential life long connections and permanent placement.)
• Research advanced search technology for use in locating absent parents and family
• Increase housing availability for foster youth
• Target adoptive home recruitment for children of color, sibling groups, and older children
Ensure that no more than 15% of all Children Discharged from Foster Care to Reunification During the Year Reenter Foster Care in Less than 12 Months from the Date of Discharge
• Conduct TDM meetings at all case closings to ensure connection to community-based organizations, the faith
community, and the Economic Self-Sufficiency and Prevention/Early Intervention programs of HSA
• Utilize wraparound service slots for children with behavior problems to prevent entry or re-entry
Ensure 39% of all Children in Foster Care for at least 24 months Experience Two or Fewer Placements
• Conduct TDM meetings prior to all changes of placement to ensure appropriate services are in place to
stabilize the placement and track results
• Target foster home recruitment for children of color, sibling groups, and older children
Other CWS Objectives/Strategies:
•Finalize the Law Enforcement/CFS Protocol which outlines how child welfare social workers and law enforcement
personnel partner on child abuse investigations
•Provide technical assistance to community-based organizations in high need areas to develop kinship support
services
•Provide the necessary supports to kinship caregivers in order to stabilize placements
•Provide additional supports to caregivers by finalizing the respite care policy
•Develop a disproportionality project action plan that uses data, research, promising practices, and training to pilot
implementation of the action plan in one or more communities. Decrease the overrepresentation of children of
color in out-of-home care
•Develop and implement a project action plan for foster home and adoptive home recruitment using communitybased organizations and the faith-based community
•Partner with SMMC to develop and implement a comprehensive system for child abuse assessments including
training, expert testimony, child abuse medical expert assessments, and forensic interviewing
•Hire new social worker staff who hold Bachelors and Masters degrees in the social sciences
•Meet annual training requirements on core competencies for social workers and supervisors as outlined by state
regulations
•Strengthen the Independent Living Program by developing additional housing resources and support services
•Increase newly licensed foster parents in high need areas
•Move children to permanency as early as possible and decrease the number of placement moves
•Ensure services are available in the clients’ language, culture, and geographic area. Ensure child welfare staff have
the resources needed to provide competent and culturally sensitive case management
GOAL: COMMUNITY WELL-BEING (PREVENTION AND EARLY INTERVENTION)
Program Objectives
Prevention and Early Intervention will meet performance targets by doing the following:
Continue Progress Toward Ending Homelessness through the HOPE Program by Increasing Housing
Opportunities and Supportive Services
• Create additional housing units for emancipated foster care youth, and homeless individuals and families
• Provide assistance to more households to secure housing or to maintain a stable housing situation
• Improve access to services for the chronically homeless by holding two to three Homeless Connect events
• Implement the next phase of HMIS (Homeless Management Information System) to track clients receiving
supportive services and their outcomes
• Plan for the January 2009 one day homeless count
Support Core Service Agencies in Meeting the Safety Net Needs of 25,000 Individuals / 4,000 Families
• Design and implement a process to improve Core Service Agency capacity to report on client outcomes
• Assess the unique needs of the communities the Core Service Agencies serve and update the FY 2005-06
Safety Net Needs Assessment
• Improve utilization of Core Service Agency services and coordination with other local services to tap more
effectively into existing local capacity to meet safety net needs
• Implement a process to yield reliable and valid customer satisfaction information regarding services provided by
Core Service Agencies
Provide Childcare Assistance to 2,800 Children
• Maximize the awareness, access, and use of childcare assistance by families who are eligible
• Implement the new California Department of Social Services guidelines regarding payment for trustline
childcare providers
Develop Job Skills and Job Placement for Workers Obtaining Jobs through the Day Worker Program
• Continue to partner in the North Fair Oaks area to support the community and businesses in a successful Day
Worker Program
• Support the East Palo Alto Crime Prevention Task Force
Enhance Access to Services that Strengthen Case Plans by Referring Consumers to Family Self-Sufficiency Teams
and Benefits Analysts at FRCs
• Improve coordination and tracking of families referred to Family Resource Centers with the onsite Benefits
Analyst
• Identify a process to capture outcome information about the Family Resource Centers and Family Self
Sufficiency Teams
• Identify and refer targeted populations to Family Self Sufficiency Teams to enhance their access to services and
strengthen their case plans
Other PEI Objectives/Strategies:
• Collaborate with other county departments—Health, Probation, Schools, Sheriff’s Office—to enhance
planning and delivery of prevention services; e.g., the Mental Health Services Act. Partner with the Behavioral
Health and Recovery Services Division of the Health Department to learn about consumer and family
involvement strategies
• Continue work to define and measure short- and long-term outcomes, success and impact of prevention and
early intervention activities
• Develop criteria to identify targeted communities. Build on and expand to additional communities the CBO
partnerships and community focus groups started in the Agency strategic planning process (e.g., South San
Francisco, East Palo Alto, Pescadero/La Honda)
• Develop social marketing in partnership with communities so neighborhood residents and key partners know
how to get local help before personal or family needs escalate. Engage with community partners so they are
informed of HSA services and so that HSA staff increase their awareness of community partner priority needs
• Develop the capacity to ensure that HSA clients are helped to navigate the full system of supports in order to
easily access and use the services identified in their case plan. Create an Agency-wide process whereby staff
know all HSA services a consumer is receiving
• Ensure equitable access to HSA services throughout the county
GOAL: INTERNAL AGENCY CAPACITY (PROGRAM SUPPORT)
Program Objectives
Program Support will meet performance targets by doing the following:
Achieve 80% of Business Systems Group (BSG) Report Requests Meeting Customer Requirements Completed
within the Requested Timeframe
• Enhance current IT processes and procedures including automation of HIT Center processes and development
of infrastructure for an enterprise reporting system, while continuing core information system operations
• Establish BSG service desk as the single point of contact for all technical-related issues
• Demonstrate, in completed IT projects, BSG understanding of end-user/customer work processes and systems
• Establish a collaborative data request process with end users, which includes defining reporting standards
within programs
• Continue to improve quick and easy access to case files by expanding the case file imaging project
Promote Career Growth and Development of Leadership Talent at all Levels of the Organization to Ensure
Continuity and Success of Operations and Service to the Community
• Develop and provide training to contribute to improving direct service customer engagement by the delivery of
respectful, caring, and error-free customer service
• Ensure that new HSA employees receive employee development plan training at orientation
• Implement a revised Agency mentorship program
Achieve 100% of Completed Audits with No Major Financial Management Findings
• Improve financial management practices through quality improvement and compliance programs related to
audit management and COA standards
• Develop and implement protocols for receiving, prioritizing, classifying, responding, and evaluating responses to
customer requests for financial management assistance
• Maximize use of existing program resources through revenue enhancement and cost reduction activities,
development of a multi-year revenue plan, and productivity improvement projects
• Maximize use of federal, state, and grant funds while minimizing use of County funds
Achieve 95% On-Time Approval of All Direct Client Service Delivery Contracts
• Train all staff involved in the contracting process, including how to access the online contracts handbook and
one-on-one consultation with their contract specialist
• Review pending RFPs to ensure all required language is included before RFP issuance
• Issue dashboard reports and enhance the contract database to capture direct client service categories of
information
Appendix F
Selected References
Appendix F page - 1 -
SELECTED REFERENCES
John M. Bryson. Strategic Planning for Public and Nonprofit Organizations, 3rd Edition. San
Francisco, CA: Jossey Bass, 2004.
Larry Cohen, Vivian Chavez, Sana Chehimi. Prevention is Primary: Strategies for Community Well
Being. San Francisco, CA: Jossey Bass, 2007.
Council on Accreditation for Children and Families. PA-AM Standard (Public Agency –
Administration and Management Standard). http://www.coastandards.org
Elizabeth Frizsell, Mary O’Brien, Lynda Arnold. “Strategic Planning for Child Welfare Agencies.”
National Child Welfare Resource Center for Organizational Improvement, Children’s Bureau,
U.S. Department of Health and Human Services, 2004.
Friedman, Mark. Trying Hard is Not Good Enough. How to Produce Measurable Results for
Customers and Communities. Victoria, B.C., Canada: Trafford Publishing, 2005.
San Mateo County Shared Vision 2010 and Shared Vision 2025 Briefing Materials.
http://www.co.sanmateo.ca.us
Healthy Community Collaborative of San Mateo County. “2008 Community Assessment: Health and
Quality of Life in San Mateo County.” http://www.plsinfo.org/healthysmc
“Strategic Directions for San Mateo County Human Services: Progress Update 2005”. San Mateo
County Human Services Agency.
Zirps, Fotena. “Doing It Right the First Time: A Model of Quality Improvement for Human Service
Agencies.” Florida Institute of Quality Improvement, 1995.
Appendix F page - 2 -