DPSS Executive Progress Report TO COMPRESS

C H I L D R E N ’ S S E R V I C E S

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Children’s Services is pushing itself to achieve accountable practices, transparency and quality child and family-centered outcomes. Our transformation relies on all levels of sta ff engagement to understand the “why” of our work, and how our roles relate to the organization’s key strategic priorities: Core Practice and Continuous Quality Improvement, Strong and Valued Workforce, and Strategic Partnerships. CHARITY DOUGLAS Assistant Director, Children’s Services Division 2020 HIGHLIGHTS ”

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SUPPORT FOR A STRONG AND VALUED WORKFORCE We continue to employ trauma-informed care and strengths-based frameworks through consistent sta ff training and supervision. Coaching and a learning mindset foster an environment where employees feel valued and supported to achieve their full potential.

300 NEW EMPLOYEES In partnership with Human Resources, we onboarded 300 employees resulting from our continuous hiring process. We are working closely to train and support our new employees to ensure they are prepared to meet the complex needs of children and families. CONTINUOUS QUALITY IMPROVEMENT BEGINS We partnered with the Casey Family Foundation to develop our Continuous Quality Improvement plan, which o ff ers training, reports and internal infrastructure to support our transformation process. We continue to plan and implement recommended process improvements identified by independent external reviews. CQRB TO IMPROVE TRANSPARENCY, PRACTICE, AND OUTCOMES Our Continuous Quality Review Board (CQRB) was established to examine procedures and practices that impact children and youth in care and their families. The CQRB is intended to identify policy and practice gaps, improve practice, and promote transparency.

EXPANDED CASE QUALITY REVIEW We completed a targeted and in-depth case reviews of 885 cases to identify countywide issues and practice trends.

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RIVERSIDE COUNTY DEPARTMENT OF PUBLIC SOCIAL SERVICES