CQI Newsletter July 2024

DPSS CQI News

Continuous quality Improvement What is CQI and why is the department heavily

invested in staff learning about it.

Lean six sigma training What Lean Six Sigma Training is available to you and what is the department's long-term plan. Division CQI Highlights Book your tickets for Art fest to see the best artists center staged sharing their expertise.

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SPAB - OSPM

July 2024

Continuous Quality Improvement To enhance our strategic agenda, the Office of Strategy & Project Management (OSPM) is the central hub for department-wide collaboration, data-driven

decision-making, and ongoing education. As Deputy Director of the Strategic Planning & Analytics Branch (SPAB), I work with our executive team and stakeholders to achieve Riverside County DPSS's strategic goals. SPAB's collaborative approach supports key initiatives across the Department SPAB ensures a unified response to strategic and operational challenges, benefiting divisions and stakeholders. It supports DPSS through:

Department Director, Charity Douglas, and divisional leadership team members recently introduced the department’s 5-year strategic plan to an all-staff meeting held on April 8th. As Charity Douglas highlighted, “I am thrilled to share our Strategic Plan, which outlines our journey ahead as we unveil our five-year priorities … We believe in the power of our dedicated department to bring about meaningful change in areas of practice and service.” OSPM is tasked with operationalizing the department plan, using Lean tools and principles and will lead the charge in developing strategies, seamlessly integrating them into divisional processes, and testing and adapting our strategies to stay abreast of local and national trends. Lean relies on five core principles to drive continuous improvement, aiming to eradicate waste and amplify value. Employing a "Plan-Do-Check-Act" (PDCA) problem-solving framework, lean facilitates ongoing enhancement efforts. Department Strategic Plan Update responsiveness. OSPM builds management capabilities by leading performance processes, overseeing consulting services, and promoting continuous process improvement. In FY 23/24, OSPM advanced continuous quality improvement by supporting Lean principles and training. Project Management : Overseeing cross-functional projects. Strategic Planning : Setting goals, defining objectives, and establishing key performance indicators. Accountability Partnerships : Delivering strategic plan advising and communication strategies. Government Affairs : Streamlining legislative efforts and acting as a policy liaison. Research and Analysis : Conducting studies to inform decisions. Decision-Making : Using insights to drive the organization forward. This approach promotes continuous improvement, accountability, and

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July 2024

CQI Idea Submission Launch OSPM has launched a link within the Strategic Planning & Analytics Branch SharePoint site and the division homepages for staff to submit ideas for Continuous Quality Improvement (CQI). This form allows you to contribute insights and ideas to enhance our department's processes and procedures, ensuring top-notch service for our customers. Why Your Ideas Matter Your suggestions, whether minor tweaks or major overhauls, can improve efficiency, customer service, and our work environment. The best ideas often come from those involved in daily operations who understand the challenges and opportunities firsthand. How to Submit Your Ideas Submit your suggestions via the CQI Idea Submission Form link below. What Happens Next? Your idea will be reviewed by your divisional CQI Lead(s) for feasibility, impact, and implementation strategy. You may be contacted for further details. Our Commitment We are committed to an environment where every team member feels empowered to share ideas. CQI is a collaborative effort, and your input is invaluable. Together, we can create more effective processes and enhance service quality. Start Contributing Today Share your ideas, big or small. Your insights could unlock new success levels for our department and customers. We look forward to hearing from you and working together to drive continuous improvement. Thank you for your commitment to excellence and innovation. Let's make great things happen!

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July 2024

Meet OSPM

The Office of Strategy & Project Management (OSPM) is part of the SPAB. To improve departmental operations, OSPM coordinates strategic initiatives, promotes process improvements, and facilitates Lean Six Sigma (LSS) and CQI initiatives. In addition to coordinating department-wide collaboration, data-informed decision-making, and continuous learning, OSPM serves as the central hub for department-wide collaboration.

Throughout the five division CQI coalitions, OSPM plays a supportive role. S.M.A.R.T. achievable goals are developed, objectives are defined, and key performance indicators are established. With the help of the CQI Coalitions within each division, OSPM ensures divisions are equipped with the training and guidance they need to succeed. OSPM also ensures that resources and tools are available to accomplish project objectives.

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Team Members

Rosa Guzman

Monica Hernandez Administrative Services Manager II

Shannon Milliken Administrative Services Manager II

Lori Perry Administrative Services Manager II

Jessica San Diego Administrative Services Analyst II Administrative Services Officer

Leah Sams

Robert Allspaw

Adriana Villegas

Government Affairs Officer

Sr Administrative Services Analyst

Sr Administrative Services Analyst

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July 2024

Newsletter real process improvement projects to achieve financial and operational results. LSS Training Updates OSPM Administrative Officer, Rosa Guzman, led the charge on launching what is considered a kick-off start to a series of Lean trainings, by hosting the first Lean Six Sigma (LSS) Champion Sponsor Class, for which supervisors and above and any Coalition members are encouraged to register. Upcoming Lean courses are designed to improve a social services organization’s performance from the perspective of its customers, its leaders, and its employees. It will include Lean Six Sigma methodologies, the variability's nature, and how it adversely affects an enterprise’s processes, services, and relationships. It describes the roles and responsibilities of a Champion, Sponsor, Team Leader, and Team Member. Project prioritization, selection, chartering, execution, and benefit delivery are described in detail. Discussion will include how to develop project charters and excellence plans which serve as the starting point for sponsorship of

Departmentwide Training Kick-off The Office of Strategy and Project Management (OSPM) hosted the first kick-off training of our multi-division Champions and Sponsors Lean Six Sigma training (supervisors+) and presented by the DPSS CQI contractor, Adrian Technology Inc. (ATI). All divisions were represented. The training was tailored for DPSS, was relatable, and folks provided great feedback, engagement was great. Towards the end, additional feedback was collected to further tailor the training for DPSS .

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July 2024

Lean Implementation Team In pursuit of fostering a culture of Continuous Quality Improvement throughout the department, aimed at aligning with the department's strategic plan, Lean management has been embraced as the chosen business approach. Lean management emphasizes iterative enhancements to processes, fostering a continuous improvement ethos. The objective of Lean management is to enhance value for both internal and external stakeholders by optimizing resource utilization and establishing a streamlined workflow based on customer needs. Spearheaded by the current management team: Chad Burkitt, David Dai, Beth Cox, Brandi Ramos, and Ben Slagter, this Lean Implementation Team (LIT) adheres to five core principles: identifying value, mapping value streams, ensuring continuous workflow, implementing pull systems, and facilitating ongoing improvement. Led by dynamic leaders who champion collaboration and efficiency, Lean teams foster a culture of perpetual enhancement. Team members are encouraged to iterate and innovate through questioning and hypothesis testing. Trust and encouragement towards ambition and innovation are pivotal aspects of Lean leadership. Typically, Lean teams devise systems that bolster sustained improvement, redefining value and eliminating inefficiencies. By purging waste from operational processes, organizations witness heightened productivity, refined cost management, and elevated quality control standards.

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David Dai Adult Services

Chad Burkitt Admin Services

Corey Taylor Department

Brandi Ramos Self-Sufficiency

Beth Cox Finance & Forecasting

Ben Slagter Children Services

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July 2024

CQI Resources for DPSS Staff OSPM has developedn and launch edseveral CQI resources for the department staff to begin assessing their processes and identifying improvement opportunities. CQI SharePoint Site on the DPSS Intranet

CQI Resource Library

Newsletter

CQI Tool Kit

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July 2024

Division CQI Highlights

ADULT SERVICES DIVISION—Fired up for CQI! Adult Services opened the year with a strategic project, aimed at significantly increasing their average phone answer rate to ≥ 95% within a specified timeframe. Project team leads, Vanessa Johnson and Eric Hernandez reached an average answer rate of 92% and IHSS Public Authority Executive Director David Dai confirms as of April 2024 that they are projected to exceed the current rate to 95% by year’s end!

ADMINISTRATIVE SERVICES DIVISION—Scores with their CQI Coalition Launch! The DPSS Administration has demonstrated a strong commitment to Continuous Quality Improvement by forming a dedicated coalition representing each of the admin units, like Facilities, RADS, Internal Services, and

EAS. This coalition focuses on enhancing administrative processes, and to date, the coalition has received and reviewed multiple improvement ideas. Each of these ideas has been carefully prioritized to ensure the most effective and impactful enhancements are implemented. This proactive approach highlights the administration’s dedication to fostering an environment of ongoing improvement and excellence. Great work Admin! CHILDREN SERVICES DIVISION—HARMONY HAVEN PARTICIPATES IN A COUPLE OF RAPID IMPROVEMENT EVENTS! TThe Children Services Division has kicked off its CQI and LSS efforts with great momentum by participating in two successful Rapid Improvement events: one focused on Critical Incidents on April 24th and another on Recruitment and Retention on May 15th. A Rapid Improvement event is an intensive, focused effort where cross-functional teams come together to identify inefficiencies and develop actionable solutions within a short timeframe, typically one to three days. These one-day events led to several action items and an implementation plan aimed at enhancing service delivery. Collaborating with key stakeholders, including DPSS Investigations, DESC, and Behavioral Health, they crafted a strategic plan to streamline processes at Harmony Haven, ultimately improving the quality of services provided to children.

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July 2024

Division CQI Highlights Con'd

FINANCE AND FORECASTING DIVISION— Leading the way in LSS Training! As DPSS embarks on an exciting journey to provide Continuous Quality Improvement (CQI) training to staff at all levels, the mighty yet small FFD is stirring up some friendly competition, challenging other divisions to keep up. CQI training is crucial for enhancing efficiency, fostering innovation, and ensuring that our services continually meet and exceed expectations. With over 50% of their staff already trained, FFD is on track to be the first division to achieve 100% staff training! Go FFD!

SELF-SUFFICIENCY DIVISION—Targets Employee Development & Satisfaction CQI The STAR ET IIIs Communication Training and Recognition event, held on June 11th, 2024, represents a pivotal part of Riverside County’s CQI efforts, aimed at enhancing the communication skills of STAR Eligibility Technicians (ET) IIIs. These professionals play a vital role in auditing and mentoring ETs during their probationary period, many of whom are new to County employment. The training, led by Staff Development Officer David Purcell, included discussions on communication styles, strategies for effective interaction, and analysis of real-world communication complaints Participants were grouped based on pre-assessed communication styles to facilitate targeted discussions. Additionally, outstanding performance was recognized, with one ET III from each Deputy Director Region being honored. The event, attended by 117 ET IIIs and supervisors, received positive feedback. Suggestions for future topics included Time Management, Collaboration, Conflict Resolution, and Learning Styles. SSD plans to continue such events biannually, fostering a culture of continuous learning and improvement.

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