DPSS Annual Report 24_25 FLIP v16_compressed

Administrative Services Division

Strategic Planning and Analytics Branch

Strategic Planning and Analytics Branch: Powering Strategy, Policy and Progress

The Strategic Planning and Analytics Branch, led by Deputy Director Corey Taylor, advances departmentwide strat egy through four key units: the Office of Strategy and Project Management, the Office of Research, Assessment and Data Services, the Government Affairs Office and the Office of Policy Manage ment. SPAB strengthens the department’s planning and decision-making by leading

high-impact initiatives, improving work flows and using data analytics to support evidence-based choices. The branch also empowers the DPSS workforce by introducing and expanding training tools such as Lean Six Sigma and other continuous quality improvement methods, helping staff build the skills needed to solve problems, streamline processes and deliver better service.

The Government Affairs Office amplifies the department’s voice in legislative and policy arenas. SPAB champions DPSS priorities, ensuring policy and advocacy efforts reflect real-world experience. Together, these functions provide an an chor for the department’s internal strate gy and its external mission, turning vision into action and reinforcing DPSS’s com mitment to serving the community with integrity and purpose.

Gemba Walk Sparks 28 Process Improvements to Strengthen DPSS Service Integration

A review of the department’s In tegrated Service Delivery process es early in the first quarter of Fiscal

staff to understand how processes oper ate in real time. The Gemba Walk took place at the Self-Sufficiency office in Blythe and the Adult Services office in Perris, both of which were participating in a county wide pilot introducing the Whole Person Health Score assessment. The inte grated services project, also known as RivCoONE, is designed to help custom ers identify broader needs and connect with additional resources and partner agencies that can more fully support their well-being. By observing how this

new assessment was incorporated into daily operations, OSPM gained firsthand insight into workflow challenges, cus tomer touchpoints and opportunities to streamline tasks while maximizing the pilot’s value. Divisions are now moving forward with implementing the recommended im provements, helping ensure that as RivCoONE expands across the depart ment, it continues to grow on a strong foundation of timely, high-quality and customer-centered services.

Year 2024/25 identified 28 concrete im provements aimed at accelerating ser vice, reducing bottlenecks and enhanc ing customer experiences. The findings stemmed from an Office of Strategy and Project Management (OSPM) led Gemba Walk, a structured, on-site assessment in which teams observe real work in ac tion and speak directly with front-line

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

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