DPSS Annual Report 24_25 FLIP v16_compressed

Adult Services Division

Executive Director’s Message

This year, collaboration across programs, partners, and people translated into measurable outcomes and impact for our community.

David Dai

• Emergency Care Referrals Success fully Managed: 48 referrals received for clients at risk of institutional placement; a 100 percent response rate; and a 52 percent decrease compared to the pre vious fiscal year. These accomplishments were made possible by our staff’s dedication, our community’s trust and the visionary leadership of our executive team. By strengthening partnerships and improv ing systems, we have not only met to day’s challenges but also established the foundation for future success. As we look ahead, we remain commit ted to deepening these connections. Together, we will continue refining our processes, embracing innovation and upholding the highest standards of ser vice. Through collaboration and shared purpose, the IHSS PA will remain a cor nerstone of support for our community.

Reflecting on Fiscal Year 2024/25, I am grateful for the dedication, innovation and shared purpose that define the work of the In-Home Supportive Services Public Authority (IHSS PA). This year, collaboration across programs, partners and people translated into measurable outcomes for our community. Our continued focus on service excel lence and operational efficiency pro duced tangible results. Through refined processes and stronger coordination with partners, the average time to refer a caregiver is now less than five days, underscoring our commitment to re sponsiveness and quality care. Our call center’s answer rate of more than 95 percent further reflects our mission to provide timely, reliable support to care givers and customers. Grounded in the County’s Continuous Quality Improvement culture and Lean Six Sigma (LSS) methodologies, our team continues to build a foundation of data-driven learning and process im provement. Staff across the agency completed LSS training, positioning us to sustain a culture of continuous im provement. These efforts help us sim

plify processes, eliminate inefficiencies and strengthen the systems that make care possible. This year, we expanded our Registry Caregiver Pool and increased our pres ence in Riverside County’s desert and re mote regions. Through partnerships with community based organizations and workforce agencies, we improved ac cess to qualified caregivers and broad ened support for underserved areas. • Strengthened Community Collab oration: Deepened partnerships with local organizations and stakeholders to better connect caregivers and clients with essential resources. • Expanded Training Programs: En hanced training opportunities focused on core caregiving skills, safety and cli ent well-being. • Data Driven Decision Making: Used real time analytics to track performance, forecast demand and inform strategic planning. Highlights from the year include:

Executive Director In-Home Supportive Services Public Authority Program David Dai

32

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