S how Integrity within All S eek Excellence in All

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3 Attachment A 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 D evelop Relationships with All S how Integrity within All S eek 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 Improve the client experience. DEPARTMENTAL GOALS & OBJECTIVES Enhance department performance. 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 January 1, e. Increase the percentage of clients utilizing technology to satisfactorily meet program requirements. a. Promote development of staff. b. Implement a Communications Plan by December 31, 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 31, f. 1

4 FRESNO COUNTY DEPARTMENT OF SOCIAL SERVICES STRATEGIC PLAN FY With appreciation for support from Casey Family Programs Director Delfino E. Neira Adopted September 2016

5 TABLE OF CONTENTS FRESNO COUNTY DEPARTMENT OF SOCIAL SERVICES STRATEGIC PLAN FY EXECUTIVE SUMMARY 2 INTRODUCTION 6 PLANNING CONTEXT 6 THE STRATEGIC PLAN 10 GOAL SPECIFICS 13 TRACKING IMPLEMENTATION 22 1

6 FRESNO COUNTY DEPARTMENT OF SOCIAL SERVICES STRATEGIC PLAN FY EXECUTIVE SUMMARY The Fresno County Department of Social Services (FCDSS) approved a strategic plan for the period of July 1, 2016 through June 30, 2018 following an inclusive planning process. By undertaking thoughtful planning, FCDSS established priorities within its overall base of operational duties. To illuminate priorities, planners examined program directives, current conditions, emerging trends, and garnered staff and community partner stakeholder input to make strategic decisions about future efforts. The final plan focuses department-wide goals and aligned, individual branch goals to help FCDSS attain its mission and vision for the people of Fresno County. It affirms the mission and core values as foundational to the organization s success. The spirit of FCDSS is reflected in the ongoing commitment to positive working relationships with colleagues, partners and clients, to excellence in the work itself, and to acting with integrity. The planned effort is designed to move performance metrics to demonstrated increased effort and improved quality. Beyond more efficient, effective performance, the combined strategic effort aims to produce better child, family, and individual outcomes, as shared below. 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 The plan articulates the department s commitment to helping people be healthier, stronger and thriving with two primary departmental goals and 21 branch goals, all with associated objectives and performance metrics. The first two goals are comprehensive in nature and go to the core of the FCDSS mission: improving the client experience and enhancing overall department performance to benefit client outcomes and to create public value. Branch-specific goals further advance the mission and address program-specific priorities. The application of these goals will permeate all FCDSS programs and services, including important work that may not be specifically called out in objectives. FCDSS staff, providers and partners charged with implementing the strategic plan recognize it will require their ongoing individual and collective commitment, as well as the efforts of the community, to make certain that recommended actions are executed for results. To that end, the FCDSS Executive Team will routinely monitor implementation progress. As conditions change in the organization, the field, the county, the state or with the federal government, FCDSS will adapt and edit goals, objectives and action steps in order to deliver the best service possible and better outcomes for the people of Fresno County. The following overview chart and logic model depictions of FCDSS s strategic plan provides summaries of the work ahead. More detailed plan charts begin on page 12. For more information on FCDSS operations, visit the department s website The strategic planning process for FCDSS was generously supported by Casey Family Programs. 2

7 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 Improve the client experience. DEPARTMENTAL GOALS & OBJECTIVES Enhance department performance. 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 January 1, e. Increase the percentage of clients utilizing technology to satisfactorily meet program requirements. a. Promote development of staff. b. Implement a Communications Plan by December 31, 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 31, f. 3

8 ALIGNED FCDSS BRANCH GOALS Adult Services 1. Improve the percentage of documentation meeting quality standards. 2. Identify and align technology services and support to facilitate program operational needs. 3. Identify data needs and dashboards for accountability, fiscal information, and business needs. 4. Create long-term development needs and wants for all programs. CalWORKs & Welfareto-Work 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. Child Welfare Services 1. Improve outcome performance 2. Enhance practice 3. Strengthen partnerships 4. Promote workforce excellence 5. Achieve system alignment MC/CF Call Center & Regional Offices Medi-Cal, CalFresh & Service Center 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. Administration 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. 4

9 Attachment B 5

10 INTRODUCTION This document articulates the Fresno County Department of Social Services (FCDSS) mission, vision, core values, and action agenda for July 2016 through June 2018, as well as how it will organize to accomplish its vital tasks and monitor for results. FCDSS operates within California s state-supervised, county administered system of health, workforce and social service programs. FCDSS reports to the Fresno County Board of Supervisors. Executive Director Delfino E. eeira oversees six programmatic branches and a total staff of 2,619 people. For some service delivery, FCDSS contracts with direct-service providers to meet the needs of its clients. It partners with other public and non-profit agencies to create a public system of services and supports for the populations it serves. FCDSS launched a strategic process in late 2015 to develop a Supported by: Solomon Vang plan of action for the time period of July 2016 June Director Delfino E. eeira directed the strategic planning process supported by Linda Espinosa and Solomon Vang. Jacqueline Romer-Sensky of The JRS Group, Ltd. served as a consultant/facilitator to the strategic planning process. The FCDSS strategic planning process was generously supported by Casey Family Programs whose representative, Lucia Hermens, participated on the Planning Team. The process followed five major planning steps that included Planning Team meetings, numerous 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. PLANNING CONTEXT THE PLANNING TEAM Delfino E. eeira Maria Aguirre Joy Cronin Linda Du Chene Linda Espinosa Oralia Gomez Tricia Gonzalez Lucia Hermens Stacey Sandoval Understanding the operating environment is critical to making solid judgments regarding what actions to prioritize. FCDSS 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 FCDSS 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. 6

11 Fresno County The U.S. Census Bureau (2015) reports 965,974 people live in Fresno County, a slight increase over the 2010 census. The county seat, Fresno, is the fifth largest city in California. The county covers 5,957 square miles and is well known as a national center for agriculture. Population by Age Cohort 578,619 80, , ,189 <5 5 to Population By Race Black 6% White 77% Asian 11% Am. Indian, Alaska 3% Hawaiian/Pacific 0% Two or more 3% 52% of the county's population is Hispanic or Latino. 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 FCDSS service. Poverty Rate 28% 25% 16% 24% Poverty Rate 2014 Child Poverty Rate 2013 Fresno County California 7

12 The Department of Social Services The FCDSS is a large, multi-faceted government agency. The department s Director, Delfino E. eeira, 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 FCDSS are: Adult Services CalWORKs & Welfare-to-Work MC/CF Call Center & Regional Offices Medi-Cal, CalFresh & Service Center Administration Child Welfare Services FCDSS 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 FCDSS is $663,840,845. Federal funds comprise 79% of the department budget. Financial assistance to individuals in Fresno County totals almost half of the department s annual expenditures. Program Total $ Amount Expended FY CalWORKs $169,440,000 Foster Care $ 54,601,308 Adoptions $ 30,990,658 IHSS $ 51,139,870 FCA/CAPI $ 1,080,783 General Relief $ 8,194,782 Services & Supports Last year, FCDSS 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 FCDSS operations. Program Caseload (Active Cases per Month) Adoptions 2,696 Adult Protective Services 387 CalWORKs 25,458 CalFresh 97,798 Foster Care / Child Welfare Services 2,038 Foster Care 518 KinGap General Relief 3,582 In-Home Supportive Services 15,079 Medi-Cal 187,126 Welfare-to-Work 7,208 The programmatic design of each program dictates how services are delivered. For some, FCDSS staff provide direct service delivery. For others, FCDSS contracts with knowledgeable vendors / partners for 8

13 direct service delivery. FCDSS 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. Sometimes, FCDSS must operate within a state-designed and supported information/technology infrastructure. Other technology applications can be county specific. Staff & Stakeholder Input FCDSS Planners proactively garnered the input of its 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: 90%+ of staff who participated in 68 Roundtable forums hosted by every branch 35 FCDSS managers who spent a day providing ideas for consideration 60+ stakeholders representing a wide range of FCDSS constituencies The input of staff and stakeholders enriched the process and the final blueprint. 9

14 THE STRATEGIC PLAN Planners updated FCDSS charter documents that provide the philosophical underpinning for what the department does, how it does it, and its short-term and long-term aspirations. The Mission A mission is an enduring statement of purpose for a system that identifies the scope of its operations and reflects its priorities. A Mission Statement reflects what an organization does, who is served, and what is achieved. The FCDSS Mission Statement captures the scope and scale of the meaningful work and public service delivered by the department and its partners. 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 Core Values articulate how the organization conducts itself in carrying out its mission. They set expectations for staff and partners and improve discretionary decision-making. An organization is only as good as the people who carry out the mission. FCDSS has good people and good partners. The core values selected by the people of FCDSS reflect their commitment to quality, public service. CORE VALUES Develop Relationships with All Show Integrity within All Seek Excellence in All The selected core values reflect FCDSS staff and service delivery partners view on how they should approach their important work. For perspective, the more expansive version of what the core values mean in terms of descriptors or adjectives follows. Develop Relationships with All (positive, dignity, diversity, compassion, teamwork, continuum, mentoring) Show Integrity within All (trust, accountability, transparency, honesty, ethics, respect, dignity) Seek Excellence in All (quality, best-practices, innovation, thrive, outcome-oriented, resultsbased, urgency, discipline) 10

15 The Vision Planners defined a vision as a concise, word picture that sets the overall direction for what the organization strives to attain in the future. A vision describes a desired state that can be made possible when aggressively pursued. It should create positive tension on the goals. It should help explain the why of what the organization pursues. FCDSS is looking beyond a basic plan of action to determining how it can help the community hope for and attain the best outcomes possible for those who call Fresno County home. FCDSS strives to achieve beyond foreseeable expectations. Its vision provides a positive tension to do more every day and to secure results beyond stated measures. 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. OUTCOMES Outcomes are the ultimate performance measure. Outcomes reveal the end results of actions; the consequences of the effort generally related to effectiveness, productivity or difference for people. FCDSS will pursue results for people. 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. Goals, Objectives and Performance Measures Goals are directional statements of long-term results needed to achieve the mission and the vision and to attain positive movement on selected child, family, and individual outcomes. Goals are clarified by the objectives associated with them. Objectives lay out the how to or major action areas that move the project toward the goal. Objectives are generally more refined, measurable, and can readily be assigned completion dates. Performance measures document progress toward accomplishing goals and objectives. Measures usually track a percentage change, an increase or decrease in a target number or the completion of a deliverable product. Establishing baseline performance levels and benchmark, or target, performance expectations are the first step for working groups charged with implementing goals and objectives. As with any planning process, the dialogue and decisions embedded in each recommended goal and objective were robust. Goal and objective language rarely captures the depth and breadth of effort required for successful implementation. Summary language also makes it difficult to impart the 11

16 positive, and sometimes cascading, impact executing a goal or objective can have on the FCDSS system and local community. For each goal, corresponding detailed work plans with action steps, assigned responsible parties, and due dates are part of the overall effort undertaken by the staff. FCDSS is a large-scale organization administering numerous programs designed to serve the needs of specific populations. In this context, a two-fold approach toward strategic planning becomes essential to elevating priorities and achieving expected results. Some department-wide goals are needed to a.) drive approaches and actions using specifically identified objectives / initiatives, and b.) compel each branch and program to consider how it may need to change or align daily action levels to impact results and contribute to a shared culture beyond specific actions articulated by goal objectives. Branch-specific goals are also a necessity to secure priorities in large-scale organizations. Some branch goals are likely to require collaboration and coordination with other administrative or programmatic units. Articulated branch goals and objectives are as important to success as the department-wide goals and objectives. The plan features two departmental goals that point all effort across all programs toward ensuring continuous improvement for quality services that achieve better outcomes for clients and the community. Goal One: Improve the client experience. Goal Two: Enhance department performance. Across the six branches, 21 goals have been selected as priorities. The Strategic Plan articulates objectives and performance metrics for all 21 identified goals. An initial task for each objective-level committee will be to baseline and benchmark its associated performance metrics. This data can then be used to update the plan to better articulate expected targets for improvement. As articulated, the FCDSS plan directs energy, focus and resources to specific initiatives and results. The choices identified in the plan are important and strategic. Department actions not specifically called out in the plan also remain important. It goes without saying how essential it is for all FCDSS staff and partners to be mindful of stated core values and to use the vision and goals to guide daily choices. 12

17 FCDSS GOAL ONE: Improve the client experience. At the core of the mission, FCDSS 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 programmatic requirements to improve their overall health, safety, or economic condition. This starts with FCDSS being a user-friendly environment for the variety of populations served, the majority of whom work. 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 1b 1c 1d 1e Increase proactive, positive client communication. Complete a comprehensive review of the Service Center model and make recommendations for improvement by June 30, Increase the percentage of documentation meeting quality standards and improve the appropriate utilization of documented information during client interactions. Review all program application and/or intake processes to streamline and align practices by January 1, Increase the percentage of clients utilizing technology to satisfactorily meet program requirements. Communication Plan completed Communications tactics executed and tracked via Client Satisfaction Survey Service Center recommendations executed % 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 Application reform executed and tracked Implementation tracked as articulated 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 13

18 FCDSS GOAL TWO: Enhance department performance. FCDSS 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 FCDSS programmatic and financial success and requires collaboration across the department. Likewise, elevating administrative support lifts the performance of FCDSS. 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 December 31, c Meet or exceed the Welfare-to-Work Work Participation Rate for individuals Participation Rate of 50 percent for single parents and of 90 percent of two-parent Work Participation Rate for two-parent households households by June 30, # sanctioned clients % WTW participants exiting with employment 2d Assess demand, prioritize requests, and Administrative Support Plan completed sequence deployment of administrative Prioritized implementation tracked supports to best meet needs across all programs with ongoing prioritization protocols by March 31, Ongoing prioritization protocol set 14

19 BRANCH GOALS Adult Services Adult Services Goal One: Increase the percentage of documentation meeting quality standards. 1a 1b 1c Establish standards by program by February 1, Implement quality assurance programs and protocols by April 1, Implement staff documentation training starting April 1, Standards completed % of supervisory cases, quality assurance reviews, and Management Evaluation reviews meeting standards % of staff completing documentation training Adult Services Goal Two: Identify and align technology services and support to facilitate program operational needs. 2a Identify technology needs by December Technology needs documented 31, b Develop plan to operationalize by Plan completed February 1, c Implement plan beginning March 1, Track as plan prescribed Adult Services Goal Three: Identify data needs and dashboards for accountability, fiscal information, and business needs. 3a Identify appropriate data tools and points Identification completed by March 31, b Implement new data tools beginning July 31, Track tool utilization as prescribed Adult Services Goal Four: Create long-term development needs and wants for all programs. 4a Develop a Staff Development plan by December 31, b Share plan to facilitation implementation with appropriate audiences by January 15, c Implement plan beginning March 1, Staff Development Plan completed. Plan communicated to Staff Development and other Training Partners Implementation tracked as prescribed 15

20 CalWORKs & Welfare-to-Work CalWORKs & Welfare-to-Work Goal One: Achieve eligibility requirement. 1a 1b 1c Integrate Programs and implement universal training, CF/Me/CWKs, at Call Center and Rapid Service Units (RSU), so clients can be serviced with one contact by December 31, Improve communication between participants and Eligibility Workers by Updating or creating messaging desk guides for Call Center and RSU by December Improving existing CalWORKS narrative tools by June 30, Developing narrative tool for Call Center by June 30, Collaborate with Staff Development to create and implement Universal Training for eligibility staff by December 31, Programs integrated Universal Training implemented 100% of all Call Center and RSU staff crosstrained in CalFresh, Medi-Cal, CalWORKS Call Center and RSU Messaging desk guides created Ongoing/Intake narrative tools revised Call Center narrative tool created Current training curriculum evaluation completed and training material review process created Quarterly meetings to evaluate training needs for all programs 100% of staff trained CalWORKs & Welfare-to-Work Goal Two: Meet or exceed Welfare-to-Work participation rate for single parent / two-parent households. 2a Increase monthly contact with the WTW Expanded WTW tools/reports/technology client to achieve 100% by July Develop and provide soft skills training to all WTW staff Increased staff program knowledge through training and site visits Increased # clients accessing community resources by 25% 2b 2c 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 by December 31, Expand utilization of Online CalWORKS Appraisal Tool (OCAT) by December 1, Increased home visits by 25% 100% of staff conferences include narrative quality report discussion 100% of supervisor conferences include reviews of narrative quality reports 100% of evaluations and conference summaries include objective 2b Reduced SSPS narrative error rate to 0% 100% of Job Specialists received OCAT and Assessment Training 16

21 OCAT training materials and desk guide completed 100% of all ongoing Case Managing Job Specialists (CMJS) utilized OCAT and completing assessments CalWORKs & Welfare-to-Work Goal Three: Develop and implement evaluation methods for Welfare-to-Work program 3a 3b 3c 3d 3e Child Welfare Establish expectations criteria for WTW by December 1, Develop and implement accuracy standards for WTW Program by July Set evaluation standards to differentiate between worker error and client nonparticipation by July 1, Evaluate our success in placing our clients in employment and vocational training and make recommendations for improvement by December 1, Build a continually prepared, supported workforce to perform high-quality work that contributes to improving the lives of children and families. WTW expectations completed Attain 100% accuracy rate Evaluation standards established Quality Assurance Collaboration completed Evaluation and recommendations completed Utilize current data reporting processes to establish a baseline and monitor progress 100% of staff reporting feeling equipped for assignment Communications plan consistent with DSS strategies implemented, actions tracked Child Welfare Goal One: Improve outcome evaluation 1a Identify and track key outcome measures % of CFSR Cases reviewed per quarter Quarterly staff Data dashboard discussion Child Welfare Goal Two: Enhance practice 2a Fully implement Practice Model: Infuse the values, principles and practice behaviors embedded in the Practice Model across all program areas. # of children entering out-of-home placement Proportion of children without maltreatment recurrence w/i 6 months of original incident Rate of re-entry into care for all children at or below the statewide standard Proportion of children & youth achieving timely, purposeful permanency Proportion of older youth (14 18) achieving timely, purposeful permanency plus support for independent living skills and permanent adult connections for youth over

22 Child Welfare Goal Three: Strengthen partnerships 3a Improve working relationships with public, private, community and Tribal partners to emphasize teamwork, service coordination, resource management and outcome achievement. Capacity to address the well-being needs of children & youth receiving services from CWS. Utilize relative placements: By 2018 increase identification, utilization and long-term commitment of relatives as permanency resources for children. # of new placement homes # of existing homes Child Welfare Goal Four: Promote workforce excellence 4a Build a workforce that is continually prepared and supported to perform highquality work that contributes to the improving the lives of children and families. # of timely staff completion of CORE training to 95% # of staff reporting feeling equipped for assignment Communication plan consistent with DSS strategies implemented, actions tracked Child Welfare Goal Five: Achieve system alignment 5a Interdepartmental alignment is achieved through ongoing dialogue aimed at aligning efforts, maximizing cooperation and encouraging collaboration with all DSS branches. Staff turnover rate % 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 1b 1c Increase to 100% SSPS staff conference discussion of narrative quality reports. Increase reviews of narrative quality reports by Branch Program Managers during supervisory conferences from 0% to 100%, effective September Increase from 82% to 92% the Call Center narrative quality report comparison of number of calls to number of narratives by December 31, % of reports discussed % of reviews completed % report comparison 18

23 1d 1e 1f Increase Branch Program Manager evaluation reviews to 100% Goal 1 reference inclusion, effective July 15, Reduce SSPS narrative-related error data from 26% to 75% by December 31, Establish mechanism to ensure the narrative tool becomes mandatory when quality of documentation falls below 65%, effective September 1, % evaluation reviews referencing Goal One % narrative-related errors # times tool mandated MC/CF Call Center and Regional Offices Goal Two: Increase the percentage of clients utilizing technology to satisfactorily meet program requirements. 2a 2b 2c 2d Submit recommendations to develop lobby tutorial videos teaching clients how to utilize available technology. Reduce lobby traffic by 10% by increasing Call Center utilization by December 31, Develop a Call Center IVR Cheat Sheet by January 31, Evaluate with appropriate staff the cost, compatibility, programming, effectiveness, and fit of Call Center available technology options by December 31, # expanded units # served % Lobby traffic % Rural RSU staff informing clients about technology options, with 75% target Sheet completed Evaluation completed. 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 Incorporate home visits into Job Specialist monthly contacts for specific case and situations and increase home visits from Home visit criteria established % home visits 3b 3c 3d 0% to 25% effective January 1, Add Job Specialist staff to DD/PM/SSPS Rural WTW Planning Meetings, effective September 1, Identify local community network, employment-related and other rural service provider meetings for Program Manager to attend by December 31, 2016 and begin attendance. Assess rural WTW program gaps, including identification of rural service providers, and complete a plan to address identified needs by December 31, % WTW Planning Meetings with Job Specialist Appropriate meetings identified PM attendance Assessment and plan completed Implementation tracked as prescribed 19

24 3e Create a current and accurate inventory of client data sets to identify training, employment, and education needs by December 31, Inventory completed Monthly assessments of client data sets 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 1b 1c 1d Increase communication about the importance of documentation. Develop a plan for targeting review of documentation by December 31, Assess technology to assist in identification of deficient areas by February 28, Develop e-training for staff not meeting documentation objectives by April 30, Standards established by program Documented action plan to target reviews developed % cases meeting Quality Review standards % Supervisory citing for lack of proper documentation Identification of Tool(s) to measure baseline and benchmarks Training developed # staff appropriately referred/attending training Medi-Cal, CalFresh & Service Center Goal Two: Develop and implement measurable work standards for Eligibility and Clerical staff. 2a 2b 2c 2d 2e Conduct a comprehensive review of the Task Management Tool (TMT), EZ Appt, and Lobby Traffic System (LTS) Data to evaluate Eligibility productivity averages by December 31, Train and mandate the use of the TMT Task Calculator to compare worker productivity to overall Service Center by March 31, Establish criteria for the percentage of work to be completed based on experience level by January 1, Increase the percentage of supervisors using the TMT Combined Report and TMT Task Calculator data at conferences and performance evaluations to 100 percent. Develop formalized documentation for the compliance and review of standards by February 1, Review completed Baseline averages established % of staff trained Criteria established % of supervisors trained % of workers educated about performance expectations 20

25 2f Conduct a comprehensive evaluation of clerical workload and business processes by October 31, Evaluation 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 Recommendations completed in Intake/Ongoing Offices Service Delivery Implementation tracked as prescribed and Productivity, and develop recommendations for improvement by June 30, b Evaluate and leverage improved Evaluation completed technology and automation tools by June 30, c Evaluate data trends and analysis and Recommendations completed make recommendations by June 30, Implementation tracked as prescribed 3d Assess best practices and training needs Recommendations completed and develop recommendations by December 31, e Establish business process re-evaluation plan by January 31, Re-evaluation plan developed Medi-Cal, CalFresh & Service Center Goal Four: Decrease the manual work processes for clerical staff. 4a 4b Administration Research other county business practices for clerical support by June 30, Propose recommendations for automation to track clerical work performance by March 31, Research completed Recommendations completed Automation timeline 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 21

26 1c 1d Standardize and streamline business and administrative functions to increase efficiency and effectiveness by June 30, Improve access to data, information sharing and integration across the department by June 30, Response time to business needs Data availability analysis completed Administration Goal Two: Evaluate business operations continuously to align with State and Federal performance measures. 2a 2b Utilize trends and data to inform organizational and programmatic decisions by June 30, Effectively engage in workforce planning and development, including identifying, cultivating, and sustaining a skilled and diverse workforce by June 30, TRACKING IMPLEMENTATION Data availability analysis completed Increase in % of decisions using data Workforce Plan completed Staff turnover/retention rate % of workforce productivity State and Federal audits are successfully passed FCDSS and its Director are committed to executing The FCDSS Strategic Plan FY To that end, the Director will assume responsibility for establishing Goal Captains who will oversee appropriate, chartered working groups to develop and implement objective-level work plans. The Goal Captains and designated Branch Deputies will form a Strategic Implementation Committee (SIC). The SIC 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. 22

27 Routine Strategic Plan Progress Reports, no less than quarterly, will document progress on assigned action steps and changes in performance metrics. These Progress Reports will also provide an opportunity for more in-depth discussion of challenges and opportunities that emerge as the plan is implemented. FCDSS will assign a Strategic Plan Project Manager to assist all those involved with coordination of the effort. All groups will utilize the same project management tools for shared understanding and monitoring ease. All planning levels will assume responsibility for communicating why specified actions move the FCDSS goals forward, who will do what by when, any informative context for decisions, results, and feedback and praise as warranted. Finally, any strategic plan must remain dynamic going forward. It cannot be a static document. It must be a living document. As conditions change in the department, the field, the county, the state or with the federal government, FCDSS will stand ready to adapt and edit goals, objectives and actions steps in order to deliver the best service possible and improved outcomes to Fresno County residents. For more information on FCDSS operations and strategic direction, please visit the Board website at 23

28 Attachment C Poster: Lobby/Back Office/Break Room 1

29 Attachment C Tri-Fold Brochure 2