FRESNO COUNTY DEPARTMENT OF SOCIAL SERVICES STRATEGIC PLAN FY

Transcription

1 FRESNO COUNTY DEPARTMENT OF SOCIAL SERVICES STRATEGIC PLAN FY Director Delfino E. Neira

2 FRESNO COUNTY DEPARTMENT OF SOCIAL SERVICES STRATEGIC PLAN OVERVIEW MISSION The Fresno County Department of Social Services assists adults, children, and families to achieve health, safety and self-sufficiency through a diverse range of programs and partnerships. CORE VALUES Develop Relationships with All Show Integrity within All Seek Excellence in All VISION The people we serve are healthier, stronger, and thriving because the Fresno County Department of Social Services staff and partners deliver excellent, quality services that lead to positive outcomes. CHILD, FAMILY, AND INDIVIDUAL OUTCOMES More DSS clients employed Improved child safety, permanency, and well-being Safer, and more independent, self-sufficient elders and persons with disabilities Maintenance of high Medi-Cal coverage rates More satisfied clients DEPARTMENTAL GOALS & OBJECTIVES Improve the client experience. a. Increase proactive, positive client communication. b. Increase the percentage of documentation meeting quality standards and improve the appropriate utilization of documented information during client interactions. c. Complete a comprehensive review of the Service Center model and make recommendations for improvement by June 30, d. Review all program application and/or intake processes to streamline and align practices by June 30, e. Increase the percentage of clients utilizing technology to satisfactorily meet program requirements. Enhance department performance. a. Promote development of staff. b. Implement a Communications Plan by. c. Meet or exceed the Welfare-to-Work Participation Rate of 50 percent for single parents and of 90 percent for two-parent households by June 30, d. Assess demand, prioritize requests, and sequence deployment of administrative supports to best meet needs across all programs with ongoing prioritization protocols by March 30,

3 Adult Services CalWORKs & Welfare-to-Work Child Welfare Services MC/CF Call Center & Regional Offices Medi-Cal, CalFresh & Service Center Administration ALIGNED FRESNO COUNTY DSS BRANCH GOALS 1. Maintain or increase the percentage of documentation meeting quality standards. 2. Identify and align technology services and support to facilitate program operational needs and improve customer service and experience. 3. Identify data needs and dashboards for accountability, fiscal information, and business needs. 4. Create, development needs and wants for all programs. 1. Achieve eligibility requirements. 2. Meet or exceed Welfare-to-Work participation rate for single parent and two-parent households. 3. Develop and implement evaluation methods for the Welfare-to-Work program. 1. Improve the client experience. 2. Enhance department performance. 1. Increase the percentage of documentation meeting quality standards and improve the appropriate utilization of documented information during customer interactions. 2. Increase the percentage of clients utilizing technology to satisfactorily meet program requirements. 3. Meet or exceed the Welfare-to-Work participation rate for single parents and two-parent households. 1. Increase the percentage of documentation meeting quality standards and improve the appropriate utilization of documented information during client interactions. 2. Develop and implement measurable work standards for Eligibility and Clerical staff. 3. Complete a comprehensive review of the Service Center model and make recommendations for improvement. 4. Decrease the manual work processes for clerical staff. 1. Leverage technology, data, and resources to enhance the service delivery to all Branches and clients. 2. Evaluate business operations continuously to align with State and Federal performance measures. 2

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5 INTRODUCTION This document articulates the Fresno County Department of Social Services (FCDSS) mission, vision, core values, and strategic plan for July 2018 through August 2020, as well as how it will organize to accomplish its vital tasks and monitor for results. Fresno County DSS operates within California s state-supervised, county administered system of health, workforce and social service programs. Fresno County DSS reports to the Fresno County Board of Supervisors. Director of Social Services, Delfino E. Neira oversees six programmatic branches and a total staff of 2,600+ people. For some service delivery, Fresno County DSS contracts with direct-service providers to meet the needs of its clients. DSS also partners with other public and non-profit agencies to create a system of public services and supports for the community it serves. The process followed five major planning steps that included Planning Team meetings, staff input sessions, as well as provider and community stakeholder involvement. 1. Exploring the context for planning. 2. Soliciting input from County leaders, DSS service providers, county partners, community partners, and very importantly, staff. 3. Updating Charter Documents: Mission, Core Values. 4. Crafting a Vision, selecting target outcomes to achieve, and adopting goals, objectives and associated performance measures. 5. Establishing a process for drafting and monitoring implementation work plans. The combined experiences, perspectives and commitment of staff and stakeholders, helped ensure that a pragmatic, results-oriented plan was generated. THE STRATEGIC IMPLEMENTATION TEAM Maria Aguirre - Deputy Director Carmen Sanchez-Sauceda - Program Manager Joy Cronin - Deputy Director Vivian Mendez Garcia - Program Manager Linda Du Chene - Deputy Director Chester Prince - Program Manager Linda Espinosa - Deputy Director Angie Flores - Program Manager Oralia Gomez - Deputy Director Joe Xiong - Program Manager Tricia Gonzalez - Deputy Director Jessica Carrillo - Program Manager Delfino E. Neira - Director Hector Medina - Program Manager 4

6 Understanding the operating environment is critical to making solid judgements regarding what actions to prioritize. Fresno County DSS explored its program directives, county-based context, service record, operational capacity, and trend data to make pragmatic, go-forward determinations. Since the department s Executive Team and staff comprised the planners, their day-to-day working knowledge of Fresno County DSS meant not all baseline or foundational data needed to be reviewed to begin dialogue. As with any planning process, the context reflects a point-in-time scan. A brief, far from inclusive, summary of data reviewed throughout the planning process follows. Fresno County Fresno County is one of the largest, fastest growing, and most diverse counties in the State of California. According to the State of California Department of Finance as of January 2017, the County s population estimate was 995,975 which was a 1.1% increase over the January 2016 estimate and a 535% increase over 2010 estimates. Fresno County is the 10 th most populous county in the State. Population by Age Cohort 578,619 80, , ,189 <5 5 to Population By Race Black 6% Asian 11% Am. Indian, Alaska White 77% 3% Hawaiian/Pacific 0% Two or more 3% 52% of the county's population is Hispanic or Latino. 5

7 Economic indicators show the median household income ($45,201 FC / $61,489 CA) and the per capital income ($20,231 FC / $29,906 CA) in Fresno County fall below statewide levels. Educational attainment is also lower at the high school degree (73% FC / 82% CA) and Bachelor Degree (20% FC / 31% CA) levels. During the planning period, the county unemployment rate was almost twice the state rate. Poverty rates are also higher than statewide rates. These economic factors help drive the need for effective Fresno County DSS service. POVERTY RATE 25% Fresno County 13% California 21% 20% P O V E R T Y R A T E C H I L D P O V E R T Y R A T E The Department of Social Services The Fresno County DSS is a large, multi-faceted government agency. The department s Director, Delfino E. Neira, reports to the County s Board of Supervisors. The department s 2,600+ staff members administer a broad range of health, workforce and social service programs that touch almost half of the county s population. The majority of clients served have jobs, but are considered working poor. The major branches of Fresno County DSS are: Adult Services CalWORKs & Welfare-to-Work MC/CF Call Center & Regional Offices Medi-Cal, CalFresh & Service Center Administration Child Welfare Services Fresno County DSS is a 24 hour / 7-day-a-week organization that operates from 40 locations throughout the county. Financials The total annual Fiscal Year budget for Fresno County DSS is $685,577,954. Federal and State funds comprise 60% of the department budget. Financial assistance to individuals in Fresno County totals over half of the department s annual expenditures. Program Total $ Amount Expended FY CalWORKs $162,035,599 Foster Care $ 59,031,200 Adoptions $ 33,462,658 IHSS $ 57,971,360 FCA/CAPI $ 927,481 General Relief $ 8,410,7668 6

8 Services and Supports Last year, Fresno County DSS served thousands of individuals along its continuum of services. An overview of major services is shown in the table below. The table provides a snapshot-in-time of the programs and caseloads typically administered by the department and its partners. The specific services, workload, and length-of-service associated with each program s caseload varies dramatically based on the population being served and federal, state and county program parameters. The table provides a glimpse into the scope of individuals served and the scale of Fresno County DSS operations. 7

9 The programmatic design of each program dictates how services are delivered. For some, Fresno County DSS staff provide direct service delivery. For others, Fresno County DSS contracts with knowledgeable vendors / partners for direct service delivery. Fresno County DSS also collaborates with a variety of county and community agencies to coordinate services in order to attain the best outcomes for children, families, and individuals. Technology plays an increasingly important role in administering programs and for direct service provision. At times, Fresno County DSS must operate within a state-designed and supported information technology infrastructure. Other technology applications can be county specific. Staff and Stakeholder Input The Fresno County DSS Strategic Implementation Team proactively garners the input of staff, service providers and community partners to provide additional insights into current and emerging needs, and potential areas of future focus. The information base for establishing the planning context included data analysis from staff and stakeholder input and feedback to initial planning concepts from: Staff in all job classification levels who participate in branch meetings and presentations Fresno County DSS Managers, Supervisors and Line Staff Stakeholders representing a wide range of Fresno County DSS constituencies The input of staff and stakeholders enriches the process and the planning. This Tracking Implementation DSS and its Director are committed to executing the DSS Strategic Plan FY To that end, the Strategic Implementation Team will oversee appropriate, chartered working groups to develop and implement objective-level work plans. The Branch Goal Captains and designated Branch Deputies will form a Strategic Implementation Team (SIT). The SIT will meet routinely to track progress, problem solve, and elevate issues for Executive Team decision making. The Executive Team holds accountability for overall plan implementation and will make necessary plan adjustments based on changing conditions. 8

10 FRESNO COUNTY DSS GOAL ONE: Improve the client experience. At the core of the mission, Fresno County DSS must maintain focus on improving the client experience as a key facet of securing better overall outcomes. Clients must be able to smoothly access needed services and recognize the value of their involvement in meeting program requirements to improve their overall health, safety, or economic condition. This starts with Fresno County DSS being a user-friendly environment for the community served including those who work standard business hours. Goal One pursues positive client communications and interactions. It seeks to adapt its delivery models to today s client needs and harness technology wherever feasible for cost-effective interactions. Goal One: Improve the customer experience 1a Increase proactive, positive client communication. Communication Plan completed Communications tactics executed and tracked via Client Satisfaction Survey 1b Complete a comprehensive review of the Service Center model and make recommendations for improvement by June 30, Service Center recommendations executed 1c Increase the percentage of documentation meeting quality standards and improve the appropriate utilization of documented information during client interactions. % staff completing documentation training % of supervisory case / Children & Family Service / Management Evaluation reviews meet standards Improved client survey results re: # DSS contacts necessary on the same issue # repeat call 1d Review all program application and/or intake processes to streamline and align practices by June 30, Application reform executed and tracked Implementation tracked as articulated 1e Increase the percentage of clients utilizing technology to satisfactorily meet program requirements. Initial all program assessment completed % clients complete process via technology Time to complete technology transaction % cases resulting in a call center inquiry # minutes Provider & Client & Service Center call center wait time 9

11 FRESNO COUNTY DSS GOAL TWO: Enhance department performance. Fresno County DSS supports a continuous improvement culture. Prioritized Goal Two objectives call for investing in the professional development to pursue best practice. Improving communications helps all involved with the department grasp why different actions are important or necessary. Building skills and understanding will help deliver better public value. The Welfare-to-Work participation rate is fundamental to Fresno County DSS programmatic and financial success and requires collaboration across the department. Likewise, elevating administrative support lifts the performance of Fresno County DSS. Goal Two: Enhance department performance. 2a Promote the development of staff. # Staff Development Plan completed # of sponsored development activities # staff participating in activities % staff turnover/retention 2b Implement a Communications Plan by. Communications Plan executed and tracked 2c Meet or exceed the Welfare-to-Work Participation Rate of 50 percent for single parents and of 90 percent of two-parent households by June 30, Work Participation Rate for individuals Work Participation Rate for two-parent households # sanctioned clients % WTW participants exiting with employment 2d Assess demand, prioritize requests, and sequence deployment of administrative supports to best meet needs across all programs with ongoing prioritization protocols by March 30, Administrative Support Plan completed Prioritized implementation tracked Ongoing prioritization protocol set 10

12 BRANCH GOALS Adult Services Adult Services Goal One: Maintain or Increase the percentage of documentation meeting quality standards. 1a Implement quality assurance where needed by June 30, % of supervisory cases, quality assurance reviews, and Management Evaluation reviews meeting standards Needed for IEVS (supervisory reviews in progress with plan to design for Rushmore, waiting for further direction from CDSS) Completed for IHSS, CalFresh, GR, VSO (supervisory reviews), APS (supervisory reviews), PARCC (targeted review of Case Notes) 1b Revise narrative/documentation tools or templates. Quality outcomes have improved from starting percentage Adult Services Goal Two: Identify and align technology services and support to facilitate program operational needs and improve customer service and experience. 2a Implemented plans. Current plans in progress 2b Implement Teleworking plans for applicable programs by January 01, Provide training for staff Increase use tablets in the field Establish protocols and policies 2c Implement Electronic Interim Assistance Reimbursement (e-iar) for GR by January 01, Complete pilot by October 31, 2018 Further increase amount of reimbursed funding 2d Implement upgraded telephone systems for PARCC and APS by January 01, Improved customer service Ability to implement quality controls Availability of data reports to measure the above 2e Implement electronic communication with DOJ for IHSS Public Authority and protocols for electronic storage and subsequent reports by March 01, Clean-up of current records by October 31,

13 2f Develop and design automated services for IHSS Provider Enrollment Processes by June 30, Implementation of system to support greater amount of self-service and reduce lobby traffic 2g Expand use of Voiance Language Line by October 31, Reduce disparity in customer service for non- English-speaking callers/clients 2h Use of TMT within GR and IEVS for task distribution by January 01, More efficient distribution of work and availability of reporting and data tracking 2i Leveraging broader use of VetPro for Veterans Service Office (VSO). Shortened claim adjudication time Reduced paper usage More efficient processes for claim submission 2j Implement use of Veterans Benefit Management System (VBMS). Increased accuracy of claims Improved customer service Currently at 50% (June 01, 2018); Goal of 100% by Adult Services Goal Three: Identify data needs and dashboards for accountability, fiscal information, and business needs. 3a Review and refine desired and necessary data tools and points by October 31, Each program and DD to identify specific data and outcomes 3b Collaborate with IT for development of dashboards or reports from existing systems. Reports are generated monthly or quarterly 3c Implement new data tools by December 31, Improved efficiency and data Adult Services Goal Four: Create, development needs and wants for all programs. 4a Review and refine Staff Development plan by October 31, Wish list created (Review Deer Oaks catalog) 4b Implement plan beginning January 01, Implementation tracked as prescribed 12

14 4c Develop Strategic Plan/Branch Goals communication plan for Adult Services Branch by October 01, Identify Communication Team or workgroup with representation of all Adult Services programs by July 31, 2018 Implement presentations (i.e. road shows) by December 01, 2018; all staff to have opportunity to attend at least one by February 01, 2019 CalWORKs & Welfare-to-Work CalWORKs & Welfare-to-Work Goal One: Achieve eligibility requirement. 1a Integrate multi-program training plan (CF/MN/CWKs/GR/ABD) for EW at Rapid Service Units (RSU), so clients can be serviced in one lobby with one contact. Integrate multi-program training (CF/MN/CWKs/GR/ABD) for EW at Call Center so clients can be serviced with one contact still being assessed. Draft training material finalized and approved by Exec by June 30, 2019 Implement the multi-program training plan to 100% of RSU EW by June 30, b Develop narrative tool for Call Center Complete final draft of CW Narrative Tool by. Fully implement tool by January 01, c Collaborate with Staff Development to finalize multi-program curriculum for RSU EW by February 28, Current training curriculum evaluation completed. Training material review process created Quarterly meetings completed to assess training needs for multi-program training 100% of staff trained in RSU by December 31, d Increase the quality and quantity of documentation meeting department standards and improve the utilization of documented information during customer interactions to reduce SSPS narrative error rate. Develop guidelines to standardize the definition for quality in case documentation. Department goal was to improve quality and quantity of case documentation from 68% and incrementally increase to obtain 100%. 100% of staff conferences include narrative quality report discussion by December 31, % of supervisor conferences include reviews of narrative quality reports by 100% of evaluations and conference summaries include objective 2b by December 31,

15 1e Develop Eligibility Worker Minimum Performance Standards (MPS). Develop Supervisor Minimum Performance Standards (MPS). Reduced SSPS narrative error rate to 0% by Establish definition of quality by October 31, 2018 Establish supervisory guidelines so supervisors discuss Narrative Quality and Quantity Reports (Rushmore Reviews and Monthly Engagement Contact Report) during each conference by October 31, 2018 Establish supervisor guidelines so supervisors record Narrative Quality and Quantity statistics on employee evaluations by Reduce SSPS narrative error rate to 0% by MPS approved and posted on the DSS Portal. Implement by Management is to complete MPS and have final draft submitted to Executive by Implement Supervisor MPS by June 30, f Build a continually prepared, supported workforce to perform high-quality work that contributes to improving the lives of children and families. Provide skill building training for managers and supervisors Develop communication and implement plans that are consistent with DSS strategies and goals. Establish consistent measuring criteria s and provide outcomes to staff 100% of staff reporting feeling equipped for assignment Communications plan consistent with DSS strategies implemented, actions tracked Have all managers and supervisors complete Foundations and UCD Strength Based Motivational Engagement Strategies and Coaching Through Resistance training by Implement communication plans that are consistent with DSS strategies to bring awareness to all department staff on program changes, enhancements, implementations and roles as it impacts their program and their work by Create and implement presentations and Roadshows to provide updates to all Branch staff on a quarterly basis by September 30,

16 CalWORKs & Welfare-to-Work Goal Two: Meet or exceed Welfare-to-Work participation rate for single parent / two-parent households. 2a Increase monthly engagement between the JS and WTW families incrementally by expanding the use of tools, reports and technology. Identify our Contracted Providers and develop a report to track and monitor referrals. Develop engagement contact types in CalWIN and generate reports to monitor and track monthly contact types each month. Deliver classroom training to WTW staff on soft skills to increase knowledge through site visits and continuous training. Provide the Strength Based Motivational Engagement Strategies and Foundation training to PMs and SSPSs. Provide same training to WTW. As of May 31, 2018, the department achieved monthly engagement average of 52% Incrementally increase monthly engagement by 5% to reach department goal of 100% by January 01, 2020 Incrementally increase referrals to Contracted Providers by 5% each month to reach 100% by January 01, Generate a report for our Contracted Providers so that we can identify number of referrals completed each month by Contact Types were created implemented December 01, Monthly Engagement Case Comment Type report from Oracle BI was created. The Monthly Engagement Workgroup continue to develop additional Contract Types and enhance reports to monitor monthly engagement Fully implement CW 2.0 Initiative by Collaborate with Staff Development to provide Foundations training and UC Davis Strength Based Motivational Engagement Strategies and Coaching through Resistance training by 2b Increase the quality and quantity of documentation meeting department standards and improve the utilization of documented information during customer interactions to reduce SSPS narrative error rate. Develop guidelines to standardize the definition for quality in case documentation. Department goal was to improve quality and quantity of case documentation from 68% and incrementally increase to obtain 100% accuracy. 100% of staff conferences include narrative quality report discussion by. 100% of supervisor conferences include reviews of narrative quality reports by. 100% of evaluations and conference summaries include objective 2b by December 31, Reduced SSPS narrative error rate to 0% by 15

17 Establish definition of quality by October 31, 2018 Establish supervisory guidelines so supervisors discuss Narrative Quality and Quantity Reports (Rushmore Reviews and Monthly Engagement Contact Report) during each conference by October 31, 2018 Establish supervisor guidelines so supervisors record Narrative Quality and Quantity statistics on employee evaluations by Reduce SSPS narrative error rate to 0% by CalWORKs & Welfare-to-Work Goal Three: Develop and implement evaluation methods for Welfare-to-Work program 3a Develop Job Specialist Minimum Performance Standards (MPS). Develop Supervisor Minimum Performance Standards (MPS). MPS approved and posted on the DSS Portal June 30, Implement by December 31, 2018 Management is to complete MPS and have final draft submitted to Executive by Implement Supervisor MPS by June 30, b Develop and implement accuracy standards for WTW Program. Include CW 2.0 Initiative by June 30, 2019 Establish review criteria to include client focus versus participation requirements Establish a criteria for procedural errors versus insignificant errors Differentiate errors between worker error and client non-participation error. Establish standards and collaborate with Quality Assurance 3c Evaluate our program success by placing clients into appropriate WTW activities based on CW 2.0 Initiative implementation goals. WTW will make recommendations for improvements based on outcomes. Review evaluations to complete recommendations using CW 2.0 measurements by June 30, 2019 Utilize current data reporting processes to establish a baseline for monitoring progress so that it includes CW 2.0 Initiative factors 16

18 3d Build a continually prepared, supported workforce to perform high-quality work that contributes to improving the lives of children and families. Provide skill building training for managers and supervisors Develop communication and implement plans that are consistent with DSS strategies and goals. Establish consistent measuring criteria s and provide outcomes to staff 100% of staff reporting feeling equipped for assignment Communications plan consistent with DSS strategies implemented, actions tracked Have all managers and supervisors complete this training by 100% of staff reporting feeling equipped for assignment, JS role and CW 2.0 Initiative Implement communication plans that are consistent with DSS strategies to bring awareness to all department staff on program changes, enhancements, implementations and roles as it impacts their program and their work by Create and implement presentations and Roadshows to provide updates to all Branch staff on a quarterly basis by September 30, 2018 Child Welfare Child Welfare Goal One: Improve the client experience 1a Fully implement Practice Model: Infuse the values, principles and practice behaviors embedded in the Practice Model across all program areas. % of CFSR Cases reviewed per quarter Quarterly staff Data dashboard discussion 1b Continue improvement of working relationships with public, private, community and Tribal partners to emphasize teamwork, service coordination, resource management and outcome achievement. Utilize relative placements: By 2020 increase identification, utilization and long-term commitment of relatives as permanency resources for children # of new placement homes will increase Child Welfare Goal Two: Enhance department performance 2a Identify and track key outcome measures. % of CFSR Cases reviewed per quarter 2b Build a workforce that is continually prepared and supported to perform highquality work that contributes to the # of timely staff completion of CORE training to 95% 17

19 improving the lives of children and families. # of staff reporting feeling equipped for assignment 2c Interdepartmental alignment is achieved through ongoing dialogue aimed at aligning efforts, maximizing cooperation and encouraging collaboration with all DSS branches. Staff turnover rate is decreased % of social work staff with technology tools accessible while performing fieldwork Medi-Cal/CalFresh Call Center and Regional Offices MC/CF Call Center and Regional Offices Goal One: Increase the percentage of documentation meeting quality standards and improve the appropriate utilization of documented information during customer interactions. 1a Continue to maintain 100% SSPS/staff conference discussion and review of EWs case comment utilization rate in evaluations. Conference Summary and evaluations will include review of EWs case comment utilization rate 1b Continue reviews of case comment utilization rate by Branch Program Managers during supervisory conferences and evaluations. Conference Summary and evaluations will include review of each unit s case comment utilization report 1c Maintain Department goal of 100% case comment utilization and accuracy rate by Call Center for number of calls handled and tasks processed. Supervisors to monitor and track unit s monthly case comment utilization rate 1d Maintain a minimum of 90% SSPS accuracy rate for narrative related errors. % of Branch/Division narrative-related errors MC/CF Call Center and Regional Offices Goal Two: Increase the percentage of clients utilizing technology to satisfactorily meet program requirements. 2a Submit recommendations to develop lobby tutorial videos teaching clients how to utilize available technology. Recommendation submitted 2b Reduce rural lobby traffic by 10% by increasing technology utilization by. # of clients trained on BCW and self-scanning % of increase in number of clients utilizing RSU self-service technology 18

20 2c Standardize Call Center IVR Cheat Sheet for Department use by October Cheat sheet approval Form number issued for Cheat Sheet IVR form available to all lobbies 2d Evaluate with appropriate staff the cost, compatibility, programming, effectiveness, and fit of Call Center available technology options by. Evaluation completed. Equal Access to be implemented in August 6, 2018 Call Back Feature and Post Call Survey to be implemented by September 2018 Development of Oracle BI CUIC Reports in progress Telephonic Signature option for CalFresh in 2019 MC/CF Call Center and Regional Offices Goal Three: Meet or exceed Welfare-to-Work participation rate for single parents and two-parent households. 3a Continue with WTW Planning meetings to fully implement CalWORKs 2.0 Strategic Initiative by. PM/SSPS/JS completing CalWORKs 2.0 training # of CalWORKs 2.0 tools utilized 3b Continue to engage and collaborate with community network, employment-related and other rural service providers for community resources and job training opportunities. Appropriate meetings identified PM attendance 3c Assess rural WTW program gaps, including identification of rural service providers, and complete a plan to address identified needs by December Assessment and plan completed Implementation tracked as prescribed Mental Health Services in progress PCG WTW Assessment plan to be completed Medi-Cal, CalFresh & Service Center Medi-Cal, CalFresh & Service Center Goal One: Increase the percentage of documentation meeting quality standards and improve the appropriate utilization of documented information during client interactions. 1a Continue communication about the importance of documentation. Standards established by program 1b Continue targeting review of documentation through March 31, % cases meeting Quality Review standards % Supervisory citing for lack of proper documentation 19

21 1c Continue use of the Narrative tool among all Eligibility Worker staff in the Branch. % cases meeting Quality Review standards % Supervisory citing for lack of proper documentation 1d Review QA Rushmore results with staff with an emphasis on results of case comments reviews for alignment with Strategic Plan Goal. % cases meeting Quality Review standards % Supervisory citing for lack of proper documentation Medi-Cal, CalFresh & Service Center Goal Two: Develop and implement measurable work standards for Eligibility and Clerical staff. 2a Complete modification of TMT Calculator to align with Eligibility Worker expectations by. Modification completed 2b Continue and assess the use of the TMT Task Calculator to compare worker productivity to overall Service Center through March 31, Assessment completed 2c Monitor and assess the use of the Minimum Performance Standards guide developed for Eligibility Workers through March 31, Assessment established 2d Monitor and assess CMU clerical performance expectations through March 31, Assessment completed 2e Monitor and assess standardized Branchwide clerical expectations through March 31, Assessment completed Medi-Cal, CalFresh & Service Center Goal Three: Complete a comprehensive review of the Service Center model and make recommendations for improvement. 3a Evaluate current operations, identify gaps Evaluation and recommendations completed in Intake/Ongoing Offices Service Delivery and Productivity, and develop recommendations for improvement by March 31, b Evaluate and recommend new business process for EBT In-Office card replacement by. Evaluation and recommendations completed 20

22 3c 3d Monitor and assess 24CM One Touch Process for CalFresh RRR through March 31, Evaluate and recommend new business process for scheduling of ES and rescheduling CalFresh Intake Appointments by. Assessment completed Evaluations and recommendation completed 3e Evaluate RSU current operations and recommend changes for lobby improvement by March 31, Evaluation and recommendations completed Medi-Cal, CalFresh & Service Center Goal Four: Decrease the manual work processes for clerical staff. 4a Monitor and assess the use of TMT for ICT Clerical functions through March 31, Assessment completed 4b Implement the use of TMT for all clerical functions/operations by March 31, TMT implemented for all clerical functions Administration Administration Goal One: Leverage technology, data, and resources to enhance the service delivery to all Branches and clients. 1a Map business processes and develop work Assessment completed flows to identify gaps, establish efficacy, Business objectives identified and prioritized and begin integration by January 31, Written protocols completed 1b Proactively communicate and engage staff in discussions to improve business processes to better serve clients by January 31, Communication pathways operating and tracked as prescribed 1c Standardize and streamline business processes and administrative functions to increase efficiency and effectiveness by June 30, Response time to business needs 1d Improve access to data, information sharing and integration across the department by June 30, Data availability analysis completed 21

23 Administration Goal Two: Evaluate business operations continuously to align with State and Federal performance measures. 2a Utilize trends and data to make inform organizational and programmatic decisions by June 30, Data availability analysis completed Increase in % of decisions using data 2b Effectively engage in workforce planning and development, including identifying, cultivating, and sustaining a skilled and diverse workforce by June 30, Workforce Plan completed Staff turnover/retention rate % of workforce productivity State and Federal audits are successfully passed 22