DPSS Annual Report 24_25 FLIP v16_compressed

RIVERSIDE COUNTY DEPARTMENT OF PUBLIC SOCIAL SERVICES

Annual Report 2024-2025

Content Director’s Message

02

Department Overview

04

No Wrong Door: RivCoONE

06

DPSS Strategic Plan

07

Harmony Haven Children and Youth Center

08

Office of Health and Wellness

11

Equity, Access and Opportunity (EAO)

17

Office of Communications

18

Adult Services Division

20

IHSS Public Authority

32

Children’s Services Division

36

Self-Sufficiency Division

62

Administrative Services Division

80

Finance and Forecasting Division

106

Investigations Division

108

Riverside County Department of Public Social Services | Annual Report 2024 - 2025

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The Director’s Message

Every day within the Department of Public Social Services (DPSS), we have the privilege of supporting Riverside County residents as they work toward greater stability, safety and well-being.

Charity Douglas

Fiscal Year 2024/25 was defined by pur pose, partnership and progress, as the Riverside County Department of Public Social Services served nearly 1.2 million residents seeking support, stability and safety. This report reminds us that be hind every number is a person, and be hind every person is a story that demon strates the heart of our mission and a diverse professional workforce commit ted to elevating each individual we serve. Our strength is reflected in the way we work together. Social workers, eligibili ty technicians, analysts, facilities staff, fiscal managers, contracts and pro curement professionals, administrative teams, data experts, and many others form a single community of service, each role essential to the success of our clients and department. Their com bined expertise turns information into insight, spaces into welcoming places and resources into pathways that help individuals move forward with security, optimism and hope for the future. This spirit of service extends into times of community crisis, when DPSS Mass Care fulfills a critical role in safely shelter ing residents impacted by disasters such

as fires and floods. Trained staff volun teers from across DPSS answer the call to serve their neighbors 24/7 with com passion and professionalism. In these pages, you will meet a former Riverside County foster youth who’s re turned as a residential social worker to reinforce resilience and hope in youth facing complex challenges; an eligibility technician who visits remote commu nities and college campuses to bring health coverage and food assistance to people in need, drawing on her own experiences as a college student strug gling to keep food on the table; families who opened their homes to give children the safety, love and permanence they deserve; Riverside County foster youth who are defying the odds and exceed ing state averages by graduating high school and heading to four-year uni versities; unhoused adults who found homes thanks to grant writers, analysts, and a network of partners unlocking doors behind the scenes. You will meet a father of eight who earned his Information Technology cer tificate through a partnership between our CalWORKs Welfare to Work program

and the Riverside County Office of Edu cation. He now hopes his achievement will inspire his children to pursue their own dreams. Over the past fiscal year, we continued to advance RivCoONE, the county’s integrated model for delivering coor dinated health and human services, to strengthen the pathway of stability for individuals and families. This approach deepens collaboration across programs so residents experience support as a connected system designed to meet their needs. I am grateful to the Riverside County Ex ecutive Leadership Team, Board of Su pervisors and the partners whose sup port reinforces our services. I am deeply grateful to those who have entrusted us to share their stories. And I am especially thankful for the tremendous DPSS work force whose professional compassion lights the way toward a future where every resident of Riverside County can live with dignity, safety and hope. It is an honor to lead this department and to stand alongside a team that is so com mitted to uplifting individuals and com munities.

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Riverside County Department of Public Social Services | Annual Report 2024 - 2025

OUR VISION Thriving communities where pathways to success are accessible to all, ensuring safety and prosperity. OUR MISSION DPSS supports and improves the health, safety, independence and well-being of individuals and families.

OUR VALUES Accountability Collaboration Respect Diversity Integrity Customer Focus Learning

Riverside County Department of Public Social Services | Annual Report 2024 - 2025

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DPSS Customer/Client Demographics By the Numbers Fiscal Year 2024/25

1,178,770 Clients Served by All DPSS programs

GENDER

Female 629,822 53%

Male 546,580 46%

White 175,236 15%

Black 72,482 6%

Missing or Unknown 2,368-< 1%

Asian/Pacific Islander 46,145-4%

Missing/ Unknown 235,032 20%

Multi-Race 20,667-2% Native American 2,649-<1%

RACE

65+yrs 123,742 10%

0-4 yrs 88,619 8%

Hispanic 626,559 53%

35-64yrs 342,866 29%

5-17yrs 295,471 25%

AGE

18-34yrs 327,378 28%

Missing or Unknown 694-< 1%

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Riverside County Department of Public Social Services | Annual Report 2024 - 2025

DPSS Employee Demographics By the Numbers Fiscal Year 2024/25

Male 744 16%

Other 15%

White 15%

Not Specified 13%

Black 11%

EMPLOYEE GENDER

EMPLOYEE RACE

Asian 3 %

Female 3,909 84%

Hispanic 44 %

15

461

Administrative Services Adult Services Children's Services Finance and Forecasting Self Sufficiency Special Investigations Unit Other Units

669

EMPLOYEE BREAKDOWN 4654 TOTAL EMPLOYEES

1996

81

98

1334

Riverside County Department of Public Social Services | Annual Report 2024 - 2025

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RivCo ONE

No Wrong Doors: DPSS Embraces RivCoONE for Better Customer Outcomes

The Department of Public Social Services is a core partner in RivCoONE, Riverside County’s integrated network for deliver ing health and human services. Programs and teams within DPSS play a crucial role in ensuring residents receive seamless support as they navigate county depart ments, no matter whose door they come through first. Launched by the Board of Supervisors in December 2021, RivCoONE replaces si loed public agencies and connects coun ty departments and community partners to provide coordinated care so residents’ whole person needs can be met. Employ ees are empowered to remove barriers and ensure access is available from any department. The Whole Person Health Score, a 28-question tool that evaluates a cus tomer’s overall well being, is central to the model. It is now used throughout county health clinics, a local school district and expanding multiple county programs as the universal screening tool. DPSS Self-Sufficiency and In-Home Sup portive Services teams began offering the Whole Person Health Score to clients in early 2024 to identify needs earlier and provide referrals to appropriate programs and departments. DPSS continues to roll out Whole Person Health Score screen ings to help staff more easily identify in dividuals who may benefit from services such as nutrition support, behavioral health care or housing resources.

RivCoONE also supports countywide adoption through hands-on learning and Lean-based guidance to strengthen col laboration and streamline operations. Lean training is ongoing and expanding across DPSS, with growing numbers of staff earning white and green belts as they build the skills needed to implement sustainable quality improvement initia tives. DPSS data teams and countywide stake holders are advancing secure data in tegration to give departments a more complete picture of residents’ needs. By

responsibly sharing information, teams can coordinate services. Director Char ity Douglas said DPSS’s leadership in RivCoONE reflects its commitment to the community and the department’s key strategic priority of Customer Service Partnerships. “We are creating a system where every resident is understood, supported and connected to the right help at the right moment,” Douglas said. “DPSS is aligned with this effort strengthen the path to stability for individuals and families.”

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Riverside County Department of Public Social Services | Annual Report 2024 - 2025

Strategic Plan Offers a Road Map to Excellence in Integrated Service Delivery and Outcomes Strategic Plan

Since adopting its current strategic plan in late 2023, DPSS has used the five-year roadmap to make measurable progress toward the department’s strategic priori ties of Operational Excellence, Workforce Development and Customer Service Partnerships. “The strategic plan was developed with input from across the department and gives us a clear line of sight on where DPSS is heading and how we are going to get there,” said DPSS Director Charity Douglas. “It also allows room for adjust ments so our strategies stay relevant and responsive to the needs of our communi ties, partners and staff.” By the final quarter of Fiscal Year 2024/25, DPSS had achieved well over half of the plan’s 33 early objectives and reached milestones that included a 10 percent increase in employee satisfac tion compared to surveys from 2022. Much of the plan’s initial aim was to equip all DPSS staff to become problem solvers and build systems that support contin uous quality improvement and the de partment’s role as a cornerstone in the RivCoONE initiative. RivCoONE is Riverside County’s inte grated services delivery initiative that connects DPSS and other county de partments through shared systems, coordinated processes and a unified ap proach to serving residents. The platform streamlines how Riverside County resi dents access services by reducing dupli cation, improving communication among partners and ensuring residents receive timely, connected support. The Whole Person Health Score is a shared tool that county departments use to help identify an individual’s needs and navigate them to the right resource for help. With nearly 1.2 million residents accessing at least one DPSS service each year, DPSS programs serve nearly half of Riverside County’s growing population.

“Every day we are empowering our staff to look beyond a single need and under stand the full picture of what a person or family may be facing,” said Douglas. “That is the spirit of RivCoONE. This shared commitment among county partners strengthens our community and work force and reflects a purpose that has guided DPSS for generations.” The Office of Strategy and Project Man agement (OSPM) continued leading the department’s strategic initiatives to im plement Continuous Quality Improve ment (CQI) and expand Lean Six Sigma (LSS), key principles that underpin the objectives. CQI provides staff with a clear way to identify what hinders their work and equips them to test and deploy solu tions that streamline workflows, improve outcomes and reinforce partnerships across programs and county agencies. OSPM also launched departmentwide LSS White Belt training in July and Green Belt training in October, with the long term goal of preparing all 4,700 employees to streamline processes and enhance both internal and external customer services by the end of Fiscal Year 2025/2026. The department’s strategic road map outlines a range of objectives, including strengthening internal and external com munications, expanding workforce devel opment and training opportunities, and establishing feedback loops, dashboards, and performance metrics that enable ev ery program and division to deliver con sistent, high-quality services. “When problems are identified and solu tions are implemented by staff who un derstand where the department is going, those solutions are more sustainable and more likely to improve how we serve our colleagues and our communities,” Doug las said. “Each one of us is important in a customer focused, high performing orga nization and it’s exciting to see the strides we are making in this direction.”

Learn More! Visit:

• 2023-2028 DPSS Strategic Plan on the DPSS SharePoint Home Page • RivCoONE Integrated Service Delivery at www.rivcoone.org

OPERATIONAL EXCELLENCE Strengthen and stabilize individuals and families through timely, quality, and efficient delivery of programs and services. WORKFORCE DEVELOPMENT Build a learning organization with a high-per forming and engaged workforce focused on customer centered outcomes. CUSTOMER SERVICE PARTNERSHIPS Compassionately meet our customers’ com plex needs through a coordinated delivery system.

Riverside County Department of Public Social Services | Annual Report 2024 - 2025

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Harmony Haven Children and Youth Center

Harmony Haven Children and Youth Center Marks First Full Year of State Licensure With Hope, Healing and Growth

The 120-acre property where the 48-bed Harmony Haven Children and Youth Center is located is expected to grow into a vibrant hub of behavioral health and other resources that serve children and families throughout Riverside County.

Harmony Haven Children and Youth Center was officially licensed by the state in March 2024 as Riverside Coun ty’s only 72-hour transitional shelter care facility for children and teens ages 0 to 17. Throughout Fiscal Year 2024/25, the center offered trauma informed care to more than a thousand young people fac ing crises and disruptions in their foster placements. Many youth arrive carrying deep trauma from years of abuse, neglect and bro ken trust, said Regional Manager Emilee Tran with Children’s Services Youth and Community Resources (YCR) Region. It is not unusual for foster youth with men tal health diagnoses to refuse prescribed psychotropic medications, which can worsen symptoms and make it more dif ficult for them to safely remain in a foster family setting. Youth with complex-care needs may also run away, use substances or be targeted by groomers and perpetrators of commercial sexual exploitation. Tran estimates that at least 15 percent of

teens in the YCR Region, including those who transition through Harmony Haven, have been victimized or are currently being victimized by commercial sexual exploitation and related dangers. While Harmony Haven youth represent just a small fraction of the county’s 3,700 chil dren in foster care, they are among the hardest to place. Their needs shift quick ly, and their healing depends on urgency, flexibility and relational care that meets them where they are. Multidisciplinary teams from child wel fare, behavioral health, probation, edu cation, the County Executive Office and other partners are coordinating wrap around services for Harmony Haven’s highest needs youth. The goal is to en sure interventions are accessible, imme diate and effective at stabilizing a young person in crisis and supporting long term healing. Onsite programs continue to strengthen engagement. Friday Night Live, a youth adult partnership sponsored by RUHS Behavioral Health, remains a corner

stone for substance use prevention and positive connection. A behavioral health initiative is expanding onsite counsel ing, guidance and individualized therapy. Staff are receiving specialized training in best practices and de-escalation to maintain a safe residential environment while long term placements are identi fied. Recreational activities, including arts and crafts, are giving youth new av enues for expression. In May 2025, Riverside University Health System Behavioral Health announced that it had secured a $149.7 million state grant to build the Harmony Haven Chil dren and Youth Wellness Center adja cent to the shelter care facility. The proj ect is expected to open in late 2028 and serve children and adolescents county wide with psychiatric residential treat ment, adolescent substance use disor der services, behavioral health urgent care and outpatient programming. Its presence on the 120 acre campus will significantly expand access to high quali ty care for foster youth at the short-term

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Riverside County Department of Public Social Services | Annual Report 2024 - 2025

Harmony Haven Children and Youth Center

OUR VISION Through individualized, trauma-in formed support, we empower young lives during their most vulnerable mo ments—building resilience, nurturing hope and creating boundless oppor tunities for a brighter future. OUR PURPOSE We are dedicated to stabilizing foster youth with complex care needs, offer ing unwavering support and guidance as they navigate a critical transition toward permanent, loving homes.

Induction Training for Residential Care staff is equipping them with essential skills, knowl edge and best practices to assist youth staying at the 72-hour shelter care facility.

shelter. “Having accessible high quality services right here will be a game chang er,” said Assistant Director Bridgette Hernandez, who leads Riverside County Children’s Services. “These services will positively impact generations of youth and families in Riverside County.” Growing support continues to strength en onsite services at the shelter. A part nership with the Riverside County Dis trict Attorney’s Office introduced Dinah, an emotional support dog who quickly became part of daily life. Her presence eased anxiety during intake, helped youth regulate emotions and support ed smoother transitions. Staff reported more positive engagement and a notice able lift in the overall atmosphere. Child Support Services provided es sential resources to help youth navigate transitions. The RUHS Foundation de livered clothing, hygiene kits, bedding, enrichment items and seasonal gifts that made the center feel more person al and welcoming. Local organizations, businesses and volunteers contributed time, supplies and encouragement, re inforcing that Harmony Haven youth are surrounded by a community that shows up when it matters. The holiday season brought a standout moment when Coula Ringgold, owner

and CEO of Banning RV Discount Cen ters, arrived in a vintage fire truck and transformed the campus into a winter scene with snow and festive treats. The visit brought joy and reminded youth that the community stands with them throughout the year. The year’s progress reflects a collective commitment to strengthening care, deepening collaboration and expanding opportunities for healing. As Harmony Haven looks ahead, the center remains focused on expanding therapeutic sup ports, growing community engagement and serving as a beacon of safety, sta bility and hope for children and youth across Riverside County.

Fiscal Year 2024/25 by the Numbers

$24.4M Annual Budget

1,012 Children and Youth Served

110 Residential Care Staff, Supervisors, Managers and Support Staff

48 Beds

Friday Night Live events include music, fresh popcorn and activities that foster so cial interaction and a safe space for youth to unwind and build relationships

Riverside County Department of Public Social Services | Annual Report 2024 - 2025

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Harmony Haven Children and Youth Center

From Lived Experiences to Professional Support: A Social Worker Returns to Riverside County Foster Care With a Message of Resilience

Alyssa Hernandez often begins her day at Harmony Haven Children and Youth Center by checking in with the young peo ple who have just arrived, offering them a reassuring presence during some of the hardest moments of their lives. As a resi dential care social worker, she helps youth whose foster place ments have broken down, often because foster families have become overwhelmed by their behaviors, which Hernandez understands are rooted in trauma, loss and complex needs. For her, the work is deeply personal. Hernandez entered Riverside County foster care as a teenager after experiencing homelessness and domestic violence. She remembers the uncertainty, the fear of starting over and the social workers who showed her consistent support and com passion. “They helped me through a really difficult transition in the foster care system,” she said. “Seeing how much they cared and how much they did for me is what motivated me. When I was homeless and going through so much, the County of Riverside stepped in. They were there for me when I needed it most.” Those social workers also planted the seeds that shaped Her nandez’s future and outlook on life. “That’s when I realized I wanted to come back one day and be a social worker,” she said. With support from the county and the resources available to her as a foster youth, Hernandez earned a bachelor’s degree in so ciology and began mentoring young people as a youth partner. At Harmony Haven, Hernandez now supports youth who reflect a part of her younger self, a part of her life story that continues to guide her work. She connects with them one on one, listens and helps them adjust to the challenges of entering a shelter environment and navigating an uncertain future. She talks with them about staying safe, understanding risks and finding sup port that can help them move forward and overcome their chal lenges. “I was that troubled youth at one time. I want other foster youth to know it is possible to be successful and to not let their past or trauma define who they are,” she said. “I use my personal expe riences to show them how important it is to have an education and break those generational cycles.” Some of the most meaningful moments are small but lasting. Recently, a youth told Hernandez they felt more confident during a stressful school orientation because she helped them manage their anxiety. Hearing that affirmed the impact of be ing present when someone needs it. “Knowing I can help them

in those moments is what keeps me going,” she said.

Hernandez’s path from foster youth to social worker serves as a reminder to the young people she works with that healing is possible and their futures remain open. Today, she has a clear vision for what comes next. “I want to stay and be here until I retire,” she said. “Helping oth ers is something I’ve always wanted to do.”

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Riverside County Department of Public Social Services | Annual Report 2024 - 2025

The Office of Health and Wellness

The Office of Health and Wellness was established to strengthen the well-being and resilience of DPSS staff, recognizing that people do their best work when they feel supported, valued and equipped to grow. Since its launch, the office has developed into a hub of resources that elevates the department’s workforce and advances staff driven ideas that strengthen how the department serves the community. “We are here to make sure staff feel supported and never have to face the challenges of this work alone,” said OHW Deputy Director and Board Certified Health and Wellness Coach, Lonetta R. Bryan. “This year, we saw that com mitment take shape in real, meaningful ways, and the impact was unmistakable.” DPSS Director Charity Douglas said it is imperative for all staff to feel valued, heard and directly involved in giving their input to the supports and programs OHW is developing. “This work is incredibly difficult,” said Douglas, who spent much of her pro fessional life as a social worker serving children and families. “We serve people impacted by abuse, poverty and the dai ly challenges of trying to move forward in their lives. Many of us have been do ing this for a long time, and we know the weight of that responsibility.” Office of Health and Wellness Supports Resilience and Workforce Satisfaction

OHW Clinical Therapist and Peer Support Coach Dr. Rebekah Taylor and OHW Deputy Direc tor and Board Certified Health and Wellness Coach Lonetta R. Bryan conduct a staff recess.

With a commitment to staff well-be ing at the forefront, OHW expanded its work and impact in Fiscal Year 2024/25. A redesigned SharePoint site, voted a 2024 DPSS SharePoint Superstar, put self-care tools within easy reach. New platforms such as the Well Talk pod cast, wellness campaigns, peer support coaching, pet therapy and post critical incident response opened more path ways for staff to access support. The office also went beyond the depart ment to create initiatives with county partners, including sustainability and composting outreach with Waste Man agement that doubled as hands on ed ucation tied to the Eight Dimensions of Wellness. “Connection is crucial,” said OHW Clin ical Therapist and Peer Support Coach, Dr. Rebekah Taylor. “When staff feel supported, their capacity to serve grows, as does their own resilience and workplace satisfaction.” In the fiscal year ahead, OHW will expand trauma informed wellness programming, strengthen interdepartmental partner ships and elevate staff voices through new creative initiatives, Taylor said. With a strong foundation and a clear vision for the future, OHW remains committed to cultivating a strong and supported work force ready to deliver exceptional service to all Riverside County residents.

If I could talk to my younger professional self I would say, ‘don’t wait to discuss things that may be bothering you to find out what the resources are. There is no shame in

needing support.’ — Charity Douglas, DPSS Director

If Douglas could speak to her young er professional self about the weight of this work, she said she would offer this advice: “Don’t wait to talk about what’s bothering you or to learn what resources are available. There is no shame in need ing support.”

Riverside County Department of Public Social Services | Annual Report 2024 - 2025

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The Office of Health and Wellness Office of Health and Wellness by the Numbers Fiscal Year 2024/25

DPSS staff take time to relax and get creative during their breaktime recess hosted by OHW teams.

External Presentations (NSDTA- Oct ’24)

Recesses

Wellness Presentations

38 Events Covered

28 Events Covered

1 Events Covered

1,376 Participants Engaged

1,864 Participants Engaged

20 Participants Engaged

Confidential Individual Coaching Sessions

Post Critical Incident Responses

Group Coaching Sessions

96 Events Covered

6 Events Covered

27 Events Covered

96 Participants Engaged

97 Participants Engaged

112 Participants Engaged

Townhall Events

Wellness Wednesdays

4 Events Covered

48 Events Covered

1,012 Participants Engaged

All DPSS Staff Participants Engaged

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Riverside County Department of Public Social Services | Annual Report 2024 - 2025

The Office of Health and Wellness

Authentic storytelling and staff engagement defined the launch of the OHW’s “Well Talk” podcast, which elevated personal journeys from DPSS team members and helped strengthen connections across the department. Well Talk’s inaugural episodes were released in the last half of Fiscal Year 2024/25. Episode 1 featured DPSS Director Charity Douglas, who shared her vision for the Office of Health and Wellness and reflected on her personal wellness journey. Episode 2 high lighted Self Sufficiency Regional Manager Kevin Stephens, who discussed his own wellness path and his role as a health advocate. Together, the episodes drew more than 1,300 views, underscoring staff interest in accessible, story-driven wellness content that supports departmentwide well-be ing. Revisit your favorite Well Talk episodes from Seasons 1 and 2 on the OHW SharePoint Site. Well Talk Podcasts Attract Strong Early Engagement

1,300+ Views

Season 1 Episode 2 of OHW’s Well Talk podcast hosted by Deputy Director Lonetta R. Bryan with guest Kevin Stephens, a regional manager in the Self-Sufficiency Division.

OHW Earns 2024 DPSS SharePoint Superstar Award

The Office of Health and Wellness was recognized with a 2024 DPSS SharePoint Superstar award, a testament to the team’s standout communication work and its ability to deliver wellness content that staff consistently rely on and return to. The recognition reflects how OHW has effectively created a trusted space where visitors can easily find guidance, inspiration, and tools that support their well-being, while accessing coaching appointments and other services. Stay up to date on the latest wellness tips, talks, and resources by visiting the DPSS OHW SharePoint site.

Riverside County Department of Public Social Services | Annual Report 2024 - 2025

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The Office of Health and Wellness

OHW Ambassadors Champion Wellness From Within

The OHW Ambassador Program is el evating and empowering workforce leadership in wellness by equipping staff ambassadors across each division and office to bring resources, information, and connection directly to their col leagues. The OHW Ambassador Pro gram attracted more than 60 applicants when it began in January 2025, demon strating a strong interest in advancing well-being through staff driven action.

Program ambassadors share OHW campaigns, encourage engagement in wellness activities and events, gather feedback, and model everyday wellness practices that support a healthier work place culture. By championing wellness from within, the program strengthens staff voices and choices and reflects OHW’s core belief that workplace well ness is strongest when it is built by staff, for staff The Office of Health and Wellness provides a gentle reminder that work isn’t all we are—we need to take care of ourselves across all aspects of wellness to truly succeed. It helps create a culture where well-being feels valued instead of overlooked, and I love that. — Kathleen (Kathi) Haschak, OHW Ambassador, DPSS Employee Success Center (DESC) – Compliance Services

OHW Ambassadors fulfill a vital role promoting and maintaining a wellness-centered work place and strengthening program connections throughout the department.

OHW Ambassadors Fiscal Year 2024/25

Nisrine Azzi Debbie Barwela Yohanna Brewer Victoria Brown Nayeli Cabrera Viviana Camarena Michelle Cardona Lizette Casanova Kiwauna Conwell Heather Dalmases Jeanetta Daniel Jenny Descoteaux Laura Diaz, Laura TaNisha Fleming

Natalia Harris Kathleen Haschak Yesenia Hernandez Yanely Herrera Ana Knox Michele Lang Samanthia Lee Blanca Lopez Roxana Lopez Crystal Malagon Shimela Matthews Ivette Minas Magaly Munoz de Avila Alicia Navarrete Olga Ramirez-Cortes

Lisa Rojas Amy Salcido Oralia Sanchez Marcus Sesay

Kristina Simmons Celeste Stadelman Nichelle Stinnett Destiny Stokes Michelle Tanampai Feledier Thrower Vanessa Tostado Lene Vaifale Rosario Vazquez Nikcole White Estephany Williams Joshua Witbeck Rain Young Melissa Zavala

Sandra Garcia Joseph Gaston Mistine Greer Emily Gumucio

Josefa Ramos Carolina Rangel Pablo Reyes

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Riverside County Department of Public Social Services | Annual Report 2024 - 2025

The Office of Health and Wellness

Riverside University Health System Pets Assisting in Recovery (PAIR) special guest, Lili, helps staff relax during recess activities.

OHW Recess Creates Special Space for Wellness and Connection

OHW Recess continues to draw strong participation as staff look for meaning ful ways to unwind and reset during the workday. The in-person activity offers arts, crafts, games, music and snacks, giving teams a chance to step away from high-pressure work during their break time and engage in creative, hands-on experiences. Led by OHW Clinical Therapist Dr. Re bekah Taylor, Recess also welcomes special pet visitors that help foster a warm, welcoming environment. “Cre ativity and shared spaces give people room to breathe,” Taylor said. “When The online quarterly Townhall Meet ing remained a key resource for staff during Fiscal Year 2024/25, offering di rect access to national and internation al wellness experts. More than 1,000 staff members attended the sessions throughout the year. Keynote speakers explored practical strategies for building

staff can make something with their hands, laugh together or simply pause in a supportive environment, it strength ens their resilience and their connection to one another.” During Fiscal Year 2024/25, the OHW team facilitated 38 Recess events in of fices across Riverside County, engaging more than 1,300 DPSS staff. One par ticipant shared, “I was very thankful that we had the chance to stop and enjoy our time together. It truly helps people con nect with one another and perhaps see others in a different light, which could aid in working together.” workforce resilience, staying grounded through challenging times, and using hu mor to support well-being in high stress environments. “Each townhall gives our staff something different and relevant to hold onto,” said Deputy Director Lonetta R. Bryan, who

Recess was fun and interactive. It allowed staff to interact with other units and create closeness as a department. Having Lili visit during Recess was awesome! She lifted everyone’s spirits with so much love and happiness.

— DPSS Staff Member

Quarterly Townhalls Promote Wellness that Meets the Moment

leads the Office of Health and Wellness. “It’s a multifaceted platform that brings learning, connection and relief into the same space. When staff can hear direct ly from experts and see themselves in the strategies being shared, it strength ens their confidence and their capacity to keep doing this work.”

Riverside County Department of Public Social Services | Annual Report 2024 - 2025

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The Office of Health and Wellness

Activities and Partnerships Bring New Dimensions to Health and Wellness Initiative

The Office of Health and Wellness cen tered its work on whole person well-be ing in Fiscal Year 2024/25 by educat ing staff on the Eight Dimensions of Wellness, a framework that highlights emotional, physical, social, intellectual, environmental, occupational, financial, and spiritual health. These dimensions helped staff understand how daily hab its, workplace culture, and community connections shape overall wellness. OHW delivered eight targeted cam paigns to deepen staff awareness of each dimension. For example, the OHW team partnered with the Department of Waste Resources in March on the “Plant ing Seeds of Wellness” initiative, an early collaboration that expanded staff knowl edge about environmental engagement and laid the groundwork for broader partnerships. In June, RivCoParks and OHW joined with all five DPSS divisions to launch the department’s first Fun Run at Rancho Jurupa Regional Park in Western River side County. The DPSS and RivCoParks Wellness Fun Run drew nearly 400 par ticipants, including runners, walkers and staff teams who came together to support movement, connection, and community. More than a dozen vendors offered wellness services, community resources, and family friendly activities throughout the event.

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Riverside County Department of Public Social Services | Annual Report 2024 - 2025

Equity, Access and Opportunity Initiative

Equity, Access and Opportunity Initiative: A Promise We Uphold for One Another

The Department of Public Social Ser vices continued expanding the Equity, Access and Opportunity initiative during Fiscal Year 2024/25, collaborating with staff, county leaders and partners to strengthen a framework that supports the workforce and strives to ensure ev ery community has the same access to services. “The EAO initiative reflects principles and values that have guided DPSS for decades,” said DPSS Director Charity Douglas. “It provides another lens and opportunity for self-review, accountabil ity and progress within our programs and department.” Throughout the year, each division within DPSS advanced EAO initiatives tailored to their programs, customers, commu nities and staff, some of which are high

veloped by Staff Development’s Com puter Based Training team, to deepen understanding of how EAO principles connect to staff, customers and the community. Over the next two years, EAO Steering Committee Chair Sean Sullivan, a depu ty director in Self Sufficiency, said staff should expect to see continued growth in learning, engagement and communi cations across the department. “We will continue to promote a work en vironment where EAO is a promise that we uphold for one another and for every individual we serve,” Sullivan said. “EAO is a plank in our overall platform of ex cellence as an organization. It makes us better.”

lighted in their respective sections of this annual report. Comprising representatives from each DPSS division, the EAO Steering Com mittee helped maintain cohesion and alignment with county and department priorities. That effort included a focus on more consistent messaging. With input from staff, the EAO Communications Workgroup launched monthly email messages, and intermittent videos de

Riverside County Department of Public Social Services | Annual Report 2024 - 2025

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Office of Communications Connects to Communities and Amplifies Messaging Office of Communications

The Office of Communications plays a key role in connecting the Department of Public Social Services with the residents and communities it serves. By deliver ing clear and creative messaging, the office helps advance the department’s mission to protect and strengthen chil

dren, families, and adults throughout Riverside County. Using an integrated approach that includes media relations, video storytelling, digital and social me dia, graphic design, photography, forms development, and marketing, the office ensures the public understands and can

access DPSS programs and services. These communication efforts promote awareness, transparency, and engage ment, supporting pathways to stability, independence, and a better quality of life for individuals and families.

SOCIAL MEDIA SUPPORTS MESSAGING AND REACH By the Numbers Fiscal Year 2024/25

157,000 Facebook Pages Reached

126,000 Instagram Post Media Views

51,500 LinkedIn Page Impressions

Left to Right: Graphic Arts Illustrator Sara Panahi, Public Information Specialist Angela Naso, Senior Public Information Specialist Gene Kenedy, Public Information Officer II/Communications Team Manager Consuelo (CL) Lopez, Graphic Arts Illustrator Murdoc Mariano, Media Production Specialist Daniel Medina Jr., Graphic Arts Illustrator Carlos Cruz, Media Production Specialist Miles Ornelas.

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Riverside County Department of Public Social Services | Annual Report 2024 - 2025

Communications Team Wins Regional and Statewide Recognition

• Polaris award, Newsletter/ Periodical category

• First place Star award in Community Event Coverage for 2023 Adoption Day video • First place Star award in Social Media Efforts for the My Why video series • Third place in Profile-Employee for MyWhy campaign

• Bronze Award for the 2023/2024 Grand Jury Report • Bronze Award, Healthy Crownz Brochure

• Capella award, Campaign-Internal Relations and Tactics-Magazine category

Answer the Call: Putting a Need for Loving Homes in the Super Bowl Spotlight

With more than 3,000 children in Riverside County foster care, Children’s Services and its partners are committed to finding lov ing foster and adoptive homes for each one. This mission drives the Office of Communications to identify innovative strategies to increase community awareness of this critical need. Guided by research, surveys, and community feedback, the Office of Communications developed a public service announcement to increase awareness and recruit foster and adoptive families. DPSS’ Office of Communications launched Answer the Call, a bilingual public service announcement. The 30 second com mercial debuted as a Super Bowl Sunday commercial that aired in seven zones on Spectrum’s Fox Deportes. The commercial has also been used widely on all the department’s social media and during presentations.

Strategic Communications Reenergizes the Desert’s Premier Employment Expo

The Riverside County Department of Public Social Services partnered with Housing and Workforce Solutions to promote the 29th Valley Wide Employ ment Expo, the largest job fair in the Coachella Valley, held each September. After the Expo experienced a post pan demic decline in attendance, the DPSS

Office of Communications launched a seven month, research driven multime dia campaign using digital advertising, social media, video, news outreach and community partnerships. The campaign exceeded all goals, increasing atten dance from prior years by 54.6 percent to 1,469 job seekers, recruiting 90 em

ployers, generating more than 640,000 advertising impressions and securing extensive regional media coverage. The effort reestablished the Expo as the region’s premier job connection event for employers and Coachella Valley job seekers.

Riverside County Department of Public Social Services | Annual Report 2024 - 2025

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Adult Services Division

Assistant Director’s Message

The 2024/25 fiscal year was a time of meaningful transformation in Adult Services.

Barry Dewing

The 2024/25 fiscal year was a time of meaningful transformation in Adult Ser vices. As Riverside County’s population of age 60 and older adults continues to grow, and as the needs of elders and dependent adults become increasing ly complex, the Adult Services team moved with purpose to strengthen how we serve our community. We made timely, thoughtful changes designed to meet the rising need for services with efficiency, compassion and a strong commitment to dependent and senior adults. From laying the foundation to merge the Provider Enrollment Region into the Pub lic Authority and specializing our Manag ers into either Adult Protective Services (APS) or In-Home Supportive Services (IHSS), consolidating our data and con tracts teams with DPSS Administration, and expanding our efforts on Integrat ed Service Delivery, we implemented structural improvements that positioned Adult Services for long-term success. We also saw progress across our pro grams. Adult Protective Services

achieved a 98 percent combined aver age across key performance indicators such as timely response to reports of abuse, neglect or exploitation, and Riv erside County Adult Protective Services continues to be recognized as one of

by 35 percent and improving the con nection time by nearly 60 percent, which means vulnerable clients are being linked to providers more quickly and reliably than ever. The strength of the Adult Services Divi sion comes from two areas: the extraor dinary people who make up this team and the mission of safety, independence and well-being for the seniors and de pendent adults we serve. I am so proud to be part of the Adult Services team and grateful for the dedication, compas sion and hard work we do every day.

the strongest programs in the state. Our IHSS program met rising caseloads and unexpected legislative changes head‑on, maintaining exceptional per formance while keeping clients at the center of every decision. The Public Au thority continued its momentum by ex panding the registry of IHSS providers I am so proud to be part of the Adult Services team and grateful for the dedication, compassion and hard work we do every day.

Assistant Director Adult Services Barry Dewing

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Riverside County Department of Public Social Services | Annual Report 2024 - 2025

Adult Services Division

Adult Protective Services by the Numbers Fiscal Year 2024/25

One in every five of Riverside County’s 2.53 million residents is age 60 or older ​ Source: US Census Bureau

16,623 Clients Served

20,587 Reports of Abuse

33,735 Hotline Calls to APS

96% Hotline Calls Answered

Riverside County Department of Public Social Services | Annual Report 2024 - 2025

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Riverside County Adult Services is im proving how quickly and effectively older and dependent adults receive help by increasing coordination between local health plans and county programs. The effort is part of CalAIM, California’s mul tiyear initiative to create a connected, person-centered system for people with complex needs. Collaboration between Riverside and San Bernardino counties and the health plans that serve recipients in our coun ties brings together drivers of health (including housing, food and behavioral health supports) into a whole-person care approach, said Adult Services Dep uty Director Ryan Uhlenkott, who leads the bi-county efforts. and Dependent Adults Through CalAIM Expanding Cross-Agency Support for Older Adult Services Division

“We are opening barriers and closing gaps in services to improve outcomes and quality of life,” Uhlenkott said. Riverside County first partnered with Medi-Cal Managed Health Care Plans in 2012 through the Coordinated Care Ini tiative, which connected both counties’ In-Home Supportive Services programs and established data sharing agree ments. Although the initiative ended in 2016, Riverside County continued its col laboration with the health plans. CalAIM expanded this work in 2023. In response, Riverside County Adult Ser vices restarted monthly meetings with San Bernardino County and the health plans, which include Inland Empire Health Plan, Molina Healthcare and Kai ser Permanente. A dedicated CalAIM unit now serves as a single point of con tact for Riverside County’s 300 APS and IHSS social workers and the health plans, to better coordinate services. “The heart of CalAIM and our collabora tion with multiple partners who are serv ing our clients is simple,” Uhlenkott said. “When providers work together, older adults and dependent adults get better support and a clearer path to the ser vices they need.”

Integrated Care for Dual Eligible Members under CalAIM

Many older Californians qualify for both Medicare and Medi-Cal so they can receive a broader range of health services and coverage. Dual eligible mem bers are people enrolled in both Medicare and Medi-Cal. Under CalAIM, Medi-Medi Plans offer integrated care for dually eligi ble members. These members often have multiple or severe chronic conditions and can ben efit from improved care coordi nation and management of their health and long-term services. Tens of thousands of Riverside County adults are dual eligible and enrollment is expected to grow as the older population increases. Source: calaim.dhcs. ca.gov and Inland Empire Health Plan.

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Riverside County Department of Public Social Services | Annual Report 2024 - 2025

The Adult Services Division continues to advance an integrat ed, client‑centered approach built on proactive engagement, cross‑department coordination and seamless service de livery. Through Riverside County’s integrated service model, RivCoONE, Adult Services is connecting residents to mul tiple programs with a single point of contact, embracing a no‑wrong‑door philosophy, and ensuring every interaction cre ates access to a full network of support services. The Whole Person Health Score assessment is a cornerstone of service integration, helping staff identify each client’s unmet and unique needs. Clients applying for In‑Home Supportive Services are encouraged to complete the WPHS, which pro vides a fuller picture of their circumstances and guides staff in connecting them directly to programs and community part ners. As a result, clients often access resources they didn’t know existed or didn’t know how to reach. Whole Person Health Score (WPHS) Identifies Needs Adult Services Embraces RivCoOne and the Power of Service Integration Adult Services Division ASD engaged more than 2,200 clients and completed over 1,700 Whole Person Health Score assessments in Fiscal Year 2024/25. No Wrong Door The Emergency Response Care Coordination (ERCC) team is a key element of the RivCoONE Initiative. Launched in Novem ber 2024, the team supports residents identified by Riverside County Cal Fire and American Medical Response as frequent 911 callers with non‑emergency needs. The ERCC model unites Riverside County agencies to coordinate care and deliver wrap around support, connecting high-need clients to programs such as Behavioral Health, In‑Home Supportive Services, Adult Protective Services, managed care plans, the Office on Aging, the Ombudsman program, and Family Resource Centers. The ERCC team conducted 29 multidisciplinary meetings in Fiscal Year 2024/25 and coordinated services for 140 residents to improve their outcomes and reduce utilization of emergency response systems. Emergency Response Care Coordination Provides Wrap-Around Support

S.S., a 72-year-old resident, applied for In‑Home Supportive Services and completed a Whole Person Health Score assess ment with the Adult Services RivCoONE team. Her assessment revealed multiple unmet needs, prompting a warm handoff to the Office on Aging where she received help with utilities and bills, dental care, nutrition resources and assistance resolving Medi‑Cal share‑of‑cost issues. She was also connected to Nora, a behavioral health therapist. S.S.’ journey reflects River side County’s commitment to ensuring every point of contact leads to meaningful, coordinated support. “A Light at the End of the Tunnel,” a Grieving Client Finds Help

After the loss of my son, I didn’t know what I was going to do. I was feeling hopeless, but you all got someone into my home to help me. Thanks to the support I’m receiving from Nora, I can see the light at the end of the tunnel. — S.S., whose needs were identified and met by integrated services partners.

Riverside County Department of Public Social Services | Annual Report 2024 - 2025

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