County of Sonoma Human Services Department. Strategic Road Map

Transcription

1 County of Sonoma Human Services Department Strategic Road Map

2 Table Of Contents From The Director... 2 Department Profile... 3 Background... 4 HSD Strategic Priorities... 5 HSD Strategic Road Map... 6 Next Steps [ 1 ]

3 From The Director Human services departments across the U.S. are facing many challenges, including rapidly changing economics, social structures, demographics, communications methods and technology. During the recent recession, the Sonoma County Human Services Department (HSD) was challenged to meet the unparalleled growth in the number of residents seeking human services benefits and assistance. In particular, the implementation of the Affordable Care Act caused a significant impact on the department. The number of individuals receiving Medi-Cal more than doubled during July 2011 April 2016, growing from an unprecedented 54,000 to 111,000. Since 2011, with support from the Board of Supervisors, HSD increased staffing and services to clients by 48%. Today, 1 in 5 residents receive a service from HSD. Given the growth in the need for services, HSD created this Strategic Road Map to plan for and adapt to ongoing and future challenges and maintain the quality and public value of our services and programs. As a first step toward in the Road Map process, in 2014 we collected input from community leaders, partners, clients and HSD staff. We also researched evidence-informed, human services business models that were proven to improve capacity, collaboration, client outcomes and community impact. As our framework for positive organizational transformation, we chose the Human Services Value Curve developed by the Harvard University Technology and Entrepreneurship Center s Leadership for a Networked World. The framework provides a path to support organizational effectiveness and improve outcomes for the people and communities we serve. As we journey forward, we ll continue to incorporate input from community leaders, clients, stakeholders and HSD staff. The Road Map is intended to serve the department as the foundation to guide our work for the next four years. More strategies and objectives will be developed as we progress. This will to help us to live our motto, to Empower, Support and Protect Sonoma County residents. We welcome your thoughts. Jerry Dunn, Director Sonoma County Human Services Department Presented on September 13, 2016 On behalf of the County of Sonoma Human Services Department, I m pleased to share the Strategic Road Map that will guide our direction for service innovation and improvement through Due to years of unprecedented growth, today HSD services touch the lives of 1 in 5 residents 20% of the Sonoma County population. [ 2 ]

4 Department Profile The Sonoma County Human Services Department supports the health, safety and well-being of individuals, families and the community. The HSD Mission: Empower, Support, Protect To protect vulnerable children and adults and promote maximum independence and well-being for individuals and families. HSD strives to meet the needs of our community and empower clients through accessible and responsive services. Department Structure, Services & Programs The County of Sonoma s largest department, HSD, has 925 employees and a $325 million Fiscal Year budget. Its leadership is comprised of a director, two assistant directors and five division directors. In-person services are available in six Santa Rosa locations. A new North Petaluma office opens in January 2017, with other satellite offices planned for the future. Clients also access services online or by mail, phone and fax. Every day, HSD s four service divisions help more than 100,000 adults, youth, children, seniors and their caregivers, people with disabilities, veterans and job seekers. Adult and Aging Services helps ensure the safety, independence and well-being of older adults, persons with disabilities and military veterans and their families at home and in the community. Economic Assistance helps low-income and other individuals and families get medical insurance benefits, food purchasing assistance, financial help and other services to meet basic needs. Employment and Training helps individuals and families with job search, employment and training services and financial assistance. It helps employers find qualified workers and supports workforce development through community partnerships. Family, Youth and Children s Services helps ensure the safety and well-being of children and teens who experience abuse, neglect or abandonment. It provides prevention programs, temporary foster care with a family or in our 24-hour emergency shelter and adoption services. Through leadership, collaboration, staffing and community outreach, HSD supports community-wide, prevention-focused initiatives. These initiatives promote equity and increase opportunities for quality education and health in response to the changing needs of County residents. [ 3 ]

5 Background Why an HSD Strategic Road Map? While guided by the County of Sonoma s vision, mission and goals, HSD recognized the need for a more specific plan to navigate ongoing changes in community needs. Changes in the County include: overall population growth to more than a half million, a substantial increase in residents accessing Human Services programs, especially with the Affordable Care Act, growth in the number of seniors and persons with disabilities, and more cultural and linguistic diversity. An Inclusive Planning Process HSD began its strategic planning process in More than 550 residents, clients, staff and community partners participated as HSD: conducted an assessment to gauge the agency s readiness for a large-scale, inclusive planning process, collected input from culturally diverse community leaders, partners and clients through focus groups, interviews and surveys, gathered staff input through focus groups, meetings and surveys, adopted an evidence-informed framework, the Human Services Value Curve, to guide our planning and implementation work, and drafted a Strategic Road Map (in consultation with the American Public Human Services Association). During these steps, participants identified emerging issues and areas of focus that HSD should address in the next few years (listed at right). The process also captured ideas about how to positively effect change to services, programs, training and infrastructure. From July 2011 April 2016, HSD services to individuals and families grew 48%. The highest increase was in Medi-Cal enrollment, as eligibility for benefits expanded to cover more Californians. *Understanding individuals lives across their lifespan and how their experiences have been influenced by personal circumstances and the society and culture they live in. Emerging Issues from Staff and Community Partners Adopt a life course * approach to client services Enhance staff skills and engagement Increase internal and external collaboration and communication Prioritize engagement in communities with greatest needs Include community partners in HSD trainings Facilitate data sharing internally and externally Areas of Need from Clients and the Community Affordable housing Public outreach, education and collaboration Employment services for youth and ex-offenders Expand services for foster youth Expand services for older adults Community and behavioral health: Increase cultural awareness of LGBT communities Ensure that services are trauma-informed Increase access to nutritional education and healthy food [ 4 ]

6 HSD Strategic Priorities The Sonoma County Board of Supervisors Strategic Vision: Investing in Beautiful, Thriving & Sustainable Communities for All. Mission: To Enrich the Quality of Life in Sonoma County through Superior Public Service. Supporting the Board s Strategic Plan, HSD strives to provide the highest quality of community and client public service in its mission to protect vulnerable children and adults and promote maximum independence and well-being for individuals and families. The seven HSD Strategic Priorities focus on changes that support clients, the community and the workforce that serves them HSD Strategic Priorities 1. Further develop an integrated service delivery model. 2. Empower clients to take charge of their own outcomes. 3. Enhance communications systems to better coordinate programs and services. 4. Encourage employee self-care and promote overall positive morale in the workplace. 5. Ensure that staff members have access to information and tools to provide high-quality services. 6. Maximize use of data, technology and evidence-informed practices to drive decision-making that result in positive client outcomes. 7. Maintain and enhance utilization of resources. The seven HSD Road Map Strategic Priorities also align with the Board of Supervisors four Strategic Goals (see center right). Safe, Healthy & Caring Community Invest in the Future Economic & Environmental Stewardship Civic Services & Engagement [ 5 ]

7 HSD Strategic Road Map From input gathered from clients, community stakeholders and HSD staff, the following Strategic Priorities, Strategies and Objectives emerged as most important. These ideas are the core of the HSD Strategic Road Map that will guide us over the next four years. Strategic Priority 1 Further develop an integrated service delivery model. Strategy 1.1: Expand comprehensive services for clients with complex needs. Develop a needs assessment and client feedback tool to address the needs of the whole family. Develop a process for sharing client needs information across HSD and with applicable community partners. Enhance HSD staff s ability to assess and assist clients with complex needs. Strategy 1.2: Wherever possible, expand prevention services that are proven to work. Staff and HSD programs use evidence-informed program planning and evaluation practices to expand preventionbased services. Develop and incorporate common standards for relevant HSD divisions to include evidence-informed criteria in contract processes. Strategy 1.3: Add HSD service sites outside Santa Rosa and develop customized service models to reflect the needs of each community. Open a South County office and pilot neighborhood sites with co-located services from HSD divisions and partners. Develop plans for future co-located service sites and mobile work expansion. Evaluate the impact of co-located service sites and mobile work. The Road Map s Strategic Priorities, Strategies and Objectives offer details on how HSD plans to enhance the department s work. [ 6 ]

8 HSD Strategic Road Map Strategic Priority 2 Empower clients to take charge of their own outcomes. Strategy 2.1: Wherever possible, expand the use of evidenceinformed practices to engage clients as partners in case planning and/or other client interactions. Further train staff in client engagement practices, and revise practices based on client and staff feedback. Evaluate client outcomes to determine internal evidenceinformed practices. Strategy 2.2: Expand user-friendly technology that helps clients and the community easily access services. Define user-friendly technology expectations. Train staff to support clients with user-friendly technology. Evaluate outcomes of clients who use technology to access services, and revise practices based on client and staff feedback. Strategic Priority 3 Enhance communications systems to better coordinate programs and services. Strategy 3.1: Develop better processes that allow informationsharing across all levels of the department. Assess current communication gaps among employees. Develop systems to facilitate information sharing by staff. Strategy 3.2: Increase employees knowledge of HSD and community-based programs so they can connect clients to all appropriate services in the department or in the community. Operationalize this no wrong door approach. Evaluate systems to improve client service coordination. [ 7 ]

9 HSD Strategic Road Map Strategy 3.3: Strengthen community partnerships. Build more community partnerships that integrate or colocate services throughout the County. Help partners understand HSD s Strategic Road Map values and practices. Strategy 3.4: Encourage strategic thinking and proactive planning at all levels of the department. Train staff in HSD Strategic Road Map values and practices. Develop systems to encourage, facilitate and gather strategic/proactive ideas from staff. Strategic Priority 4 Encourage employee self-care and promote overall positive morale in the workplace. Strategy 4.1: Provide employees with information and resources that promote their self-care efforts. Assess employees self-care needs, how staff currently meets those needs and ideas on how those needs might be met in future. Expand training and resources for all employees in self-care methods. Strategy 4.2: Support staff s use of effective approaches to positively resolve workplace issues. Engage employees to determine if training and other support needs are being met. Train staff in techniques to positively resolve workplace conflict and issues. [ 8 ]

10 HSD Strategic Road Map [ 9 ] Strategic Priority 5 Ensure that staff members have access to information and tools to provide high-quality services. Strategy 5.1: Maximize training and education opportunities for staff that target emerging needs for critical employee skill sets. Evaluate emerging needs for critical, employee skills sets and determine if those hiring needs are being met. Develop and expand trainings for emerging needs. Strategy 5.2: Support employees to balance professional development with managing workload. Assess employees needs for professional growth and workload management, and develop support systems to better meet their needs. Strategic Priority 6 Maximize use of data, technology and evidenceinformed practices to drive decision-making that results in positive client outcomes. Strategy 6.1: Define and track metrics that reliably measure outcomes. Define client outcome metrics and accountability, including shared outcomes with staff and community partners. Develop a sustainable infrastructure to measure outcomes. Strategy 6.2: Ensure that evidence-informed practices are incorporated into program planning, policy development and budgeting. Provide staff with further access to evidence, such as data and best practices, to inform their work. Provide more staff with the training to analyze and use evidence to inform decision-making.

11 HSD Strategic Road Map Strategy 6.3: Reduce barriers to using technology for efficient operations and quality client service delivery. Assess staff and client barriers to technology use and ways to remove barriers. Implement a plan to remove barriers through training and technology. Strategic Priority 7 Maintain and enhance utilization of resources. Strategy 7.1: Enhance budget optimization. Train program managers on key program performance metrics and efficient use of funds. Re-examine the budget process and ensure that budget priorities align with Strategic Priorities. Analyze expenditure utilization to align with Strategic Priorities. Enhance budget monitoring and management to ensure full and proper utilization and maximization of funds. Strategy 7.2: Expand policy advocacy at local, regional, state and federal levels. Enhance employee awareness on legislative issues impacting HSD operations. Expand employees participation on local, regional, state and federal committees. Increase public awareness of issues facing HSD. Strategy 7.3: Expand financial outcome measures. Expand key performance measures. Increase fund development efforts that support HSD s existing and emerging needs and prevention-based services. [ 10 ]

12 Next Steps Implementing the HSD Strategic Road Map: Moving Forward with Energy and Imagination The challenges faced by human services departments now and in the future can be met through collaborative energy, planning and imagination. HSD leadership will move forward with the work outlined in the Strategic Road Map once it is approved by the Board of Supervisors. In the coming years, this flexible guide allows us to adapt to changes in the needs of the people we serve and the mission, vision and goals of the Board of Supervisors. To implement the Strategic Road Map, HSD will: introduce the Human Services Value Curve and Road Map to staff, partners, clients and the community, bring together staff, clients and partners to incorporate existing efforts and develop work plans to meet Strategic Priorities, allocate work responsibilities among staff, create timelines to accomplish work plans, and define budgets and funding to address the Strategic Priorities, agree on how to measure success and evaluate results, ensure that work plans and progress are reviewed by HSD leadership quarterly, promote dialogue and feedback from staff, clients and community partners throughout the process, and report annually to the Board of Supervisors and the community on HSD Strategic Road Map progress. [ 11 ]

13

14 County of Sonoma Human Services Department 3600 Westwind Boulevard Santa Rosa, CA (707) sonomacounty.ca.gov/human-services Department Director: Jerry Dunn Assistant Director: Oscar Chavez Assistant Director: Karen Fies Adult and Aging Division: Diane Kaljian, Director Economic Assistance Division: Kim Seamans, Director Employment and Training Division: Sherry Alderman, Director Family, Youth and Children Division: Nick Honey, Director Finance Division: Carl Vanden Heuvel, Director