Riverside county Annual report

2020 YEAR IN REVIEW A JOURNEY OF TRANSFORMATION

Pictured: Anahi Reyes, 20, with DPSS social worker Jacqueline Pintado, as Reyes prepares to transition from a decade in foster care to adulthood and independent living.

RIVERSIDE COUNTY DEPARTMENT OF PUBLIC SOCIAL SERVICES

DIRECTOR’S MESSAGE I am pleased to introduce the Department of Public Social Services 2020 Year in Review. Unwavering support from the Riverside County Board of Supervisors and Executive Office has been instrumental in helping us navigate this unprecedented year, while continuing to serve the 2.5 million residents of Riverside County. Special gratitude goes to my leadership team and staff. Together, we took the helm of DPSS weeks before the coronavirus hit in March. As demand for services skyrocketed, and the pandemic personally impacted many of our own staff, we continued delivering seamless services with passion, dignity, and unrelenting focus on meeting customers’ needs. Overnight, we shifted the way we deliver services to the nation’s tenth most populous county. We accelerated long-term plans to transition the 4,300-member workforce to telework: from 10% to 80%, in just weeks. We continued services while offering our own employees the flexibility they’ve needed to address the challenges the pandemic has brought to their own families and households. We have achieved many milestones this year despite the pandemic. Most

customers are now accessing benefits online or through call centers. Productivity is up. According to the most recent employee engagement survey, staff job satisfaction is high. Internal and external communications have increased. We’ve maintained our conservative approach to spending. Cost-saving strategies such as building consolidations have already saved the department $1.7 million annually. Automation and innovation continue as we modernize service delivery. Protective social workers are continuing their critical mission of conducting safety and welfare checks on at-risk community members. Importantly, case workers are collaborating with many stakeholders, to keep children and adults safe. Alongside our partners, we are strengthening the safety net for our most vulnerable neighbors. We are building our leadership and organizational readiness to tackle long-term strategic planning efforts in 2021. Our biggest challenges are ahead. Vulnerable children, families and seniors are facing extraordinary hardships from job loss, economic insecurity and uncertainty. In 2020, we served nearly 1 in 3 county residents. We are prepared to serve even more. I and my executive team are honored to lead a dynamic and mission-driven organization that focuses on the health, well-being and safety of people and communities. Support from our stakeholders helped us successfully navigate 2020, and we look forward to a fruitful and rewarding year of service in 2021. Sayori Baldwin Director

TABLE OF CONTENT 2020 HIGHLIGHT.....................................................................................1 ALIGNING OUR GOALS...................................................................3 SELF SUFFICIENCY...............................................................................5 NEED FOR ASSISTANCE..................................................................7 IAN’S PATH.....................................................................................................8 CHILDREN”S SERVICES...................................................................9 IMPROVING OUTCOMES...............................................................11 THOUSANDS OF JOURNEYS.....................................................12 ADULT SERVICES...................................................................................13 AGING POPULATION........................................................................15 MULTIDISCIPLINARY PARTNERSHIP...............................16 ADMINISTRATIVE SERVICES....................................................17 JUDICIAL PARTNERSHIP...............................................................19 FAITH PARTNERS................................................................................20 FINANCE AND FORECASTING..............................................21 ELECTRONIC TIMEKEEPING..................................................23 SOCIAL WORKERS DELIVER GIFTS................................24

2020 HIGHLIGHTS

COVID-19 EARLY IMPACTS OF THE PANDEMIC

281,000 SCHOOL CHILDREN RECEIVE $102.5 MILLION IN PANDEMIC FOOD RELIEF

100,500 JOBS LOST

$128 MILLION IN EMERGENCY CALFRESH BENEFITS TO 75,000 HOUSEHOLDS

600,000+ EMERGENCY MEALS DELIVERED LOCALLY

1 MILLION+ MASKS HAND SEWN AND PURCHASED MASKS FOR EMPLOYEES, CLIENTS AND CAREGIVERS DISTRIBUTED

TELECOMMUTERS CONTINUE CUSTOMER SERVICE

COVID-19 accelerated long-term plans to adopt a telework business model. Within weeks of the coronavirus outbreak in March, more than 80% of the workforce had transitioned to teleworking. Teleworkers are encouraged to visit office business centers near their homes to access resources such as copiers and fax machines. Keeping employees connected to the mission of the organization is a long-term challenge posed by the new telework environment.

MORE APPLICATIONS MORE SERVICE Riverside County received a record number of CalFresh applications, the highest of any C4Yourself County in California, with 98% on-time processing. Lobbies that averaged 115,000 visits each month limited onsite services to homeless customers with pressing needs and appointments. At nearly 50% participation, Riverside County has the highest rate, statewide, of customers accessing self-service platforms. DPSS staff provided food, housing, health coverage and workforce support to more than one million residents of Riverside during 2020.

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RIVERSIDE COUNT DEPARTMENT OF PUBLIC SOCIAL SERVICES

2020 HIGHLIGHTS

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HEALTHY COMMUNITIES DPSS continues to provide direct housing support to families with children, disabled adults and seniors who are high-risk for homelessness or are already living in the streets. We have successfully pursued additional state and federal grants to provide housing assistance. Our partnerships to leverage housing expertise within the county are deep and wide with formalized agreements to coordinate services with the Housing Authority, Riverside University Health System - Department of Behavioral Health (RUHS-DBH), Office on Aging. Our partners include county and Continuum-of-Care network providers to provide comprehensive services to our customers. While DPSS reduced its public office hours in response to COVID-19, we continue to provide access to services receiving 92% favorable review from customer service surveys. All our programs ensured that customer service levels remained high through aggressive outreach, telephone enrollment and on-line self-service options. MODERNIZATION We planned 33 projects with Riverside County Information Technology to automate manual processes and expand self-service options. Faster more efficient devices with new applications are helping achieve operation - al excellence. We reduced the need for physical case file storage by expanding digital technology. We transformed paper casefiles into user-friendly e-files. We’ve modernized our communications with staff, customers, and partners. Customer satisfaction service surveys have been automated to generate accessible real-time data on our service delivery. FISCAL STRENGTH We maintain fiscal strength by efficiently using resources and pursuing cost cutting strategies. Facilities consolidation has helped achieve $1.7 million in annual savings. As part of the 100 Day Plan, DPSS devel- oped a Funding and Sustainability Plan for General Relief. We continue to compete for additional funding to expand our services, partnering with others so we can jointly leverage and creatively braid our funds. PUBLIC SAFETY Our protective services programs continue to strengthen and expand our multidisciplinary teams, partnering with key stakeholders to coordinate our efforts to diagnose, treat, and plan for service delivery. We have improved our communication and working relationship with the courts to keep children, seniors and depen- dent adults safe. Our Children’s Services Division continues to implement recommended process improve- ments identified by an independent external review. Our Multi-Disciplinary Teams improve safety outcomes for protective services clients in APS and CPS by enhancing collaboration and service provision among partner agencies. On average, APS held 110 MDT meetings per year, coordinating care for the most complex cases of abuse. Our MDT handled approximately 800 consumer fraud and 60 capacity assessments, geriatric assessments, and forensic evaluations In June 2020, the National Association of Counties (NACo) awarded the Homeless-focused C.A.R.E. Team with the 2020 Achievement Award for its innovative approach to serving this vulnerable population.

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2020 YEAR IN REVIEW

A L I G N I N G O U R G O A L S

Our transformational journey to create a culture of continuous quality improvement began this year. As we enter 2021, DPSS is preparing to embark on a 3-year strategic plan that aligns our department to Riverside County’s goals. This report highlights the accomplishments of our leadership team and sta to e ectively modernize our infrastructure to support healthy, safe and sustainable communities. We are leveraging the strengths of our internal and external partnerships. Our collective e orts are resulting in a strong safety net that is easily accessible, well-coordinated and holistically supportive of the family-centered approach. We are driven by our values to achieve Top Organizational - *-( ) EP 0-P *(+'".!( )/.P - 7 /P "1 -." P *0)/4O.P values of collaboration, accountability, diversity, integrity, respect and customer-focus. The DPSS Goals of Operational Excellence, Customer Service Partnerships and Workforce Development are fully aligned with Riverside County’s 2020 Goals of Healthy Communities, Modernization, Fiscal Strength and Public Safety. Our proudest 2*-&DP!" !'" !/ P! - DP- 7 /.P*0-P./-*) P *'' /"1 P *(("/( )/P/*P Riverside County’s 2030 Vision of One County Strong, the Best Place to Live, Work, and Play, and Thriving Riverside County, California.

Jennifer Claar Managing Director

T O P G O A L S

As part of our Annual Action Plan for FY 19-20, we accomplished the following activities:

OPERATIONAL EXCELLENCE • Compliance with Client Service Standards • Performance Dashboard • Facilities Consolidation Plan • CQI Roadmap and Implementation • Funding Plan Sustainability Plan for General Relief

EMPLOYEE ENGAGEMENT • Hiring and training of over 700 new sta • 90% Compliance with County Mandated Trainings • 80% Annual Evaluation • Communication & Transparency • Sta Engagement Strategies and Support(Coaching and Training) • High Job Satisfaction Rate (3.7 out of 5)

CUSTOMER SERVICE PARTNERSHIPS • More than 500 Flexible Service Contracts to Provide Customer Services • 100 Inter-Department Collaborative Agreements (RUHS, HHPWS, First 5, County Counsel, RCIT others)

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RIVERSIDE COUNTY DEPARTMENT OF PUBLIC SOCIAL SERVICES RIVERSIDE COUNT I I E

M E A S U R I N G T O P P E R F O R M A N C E

An executive dashboard was created as part of our TOP quality initiatives to provide near real- time information to support organizational performance. This strategic approach provides accurate information to ensure timely and quality decision making. Dashboards enable leadership the agility they need to implement continuous quality improvements. Managerial excellence is vital to supporting the most vulnerable populations in our communities.

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2020 EXECUTIVE PROGRESS REPORT 2020 Y AR IN REVIEW

S E L F S U F F I C I E N C Y

“

We rapidly shifted our service delivery model to make sure families and individuals could access the essential resources they needed during the pandemic. Our focus on customer service, timeliness and e ciency will continue unabated as we help our communities recover from this global economic crisis. ALLISON GONZALEZ Assistant Director, Self Su ciency Division 2020 HIGHLIGHTS ”

MODERNIZED TOOLS Self Su ciency led the use of new technologies for business and training platforms to conduct meetings, customer interviews and sta training. We collaborated with Human Resources to use new virtual technologies for interviewing candidates for employment. TIMELY PROCESSING OF RECORD-HIGH APPLICATIONS During the height of the pandemic, CalFresh received a record-high number of 96,062 applications— the highest in any C-IV county across the State—with 98% processed timely. Delinquent applications were reduced in Medi-Cal by 89% (March to September) and Self Su ciency by 70%. Medi-Cal state referral backlog reduced by 91%. WRAPAROUND HOMELESS SERVICES In collaboration with the Housing, Homelessness Prevention and Workforce Solutions Department and RUHS Behavioral Health, we expanded our wraparound services to now include the General Assistance H IP+*+0' /"*)DP2!*P - P 0'/.P2"/!*0/P + ) )/.EP 0-") P/! P6-./P,0 -/ -P* P/! P) 2P6. 'P4 -DP/! P GA program had an average caseload of 2,024. We are helping customers become self-su cient through mental health services, temporary shelter solutions and substance abuse and job readiness programs. WELFARE TO WORK CURRICULUM Sta responded to the COVID pandemic limitations by developing distance learning curriculum that customers can complete from home in a new virtual classroom. Cell-Ed was implemented to provide education and training through a mobile device so our customers can continue gaining skills to become self su cient. SELF SERVICE EXPANDS ACCESS At 44%, we have the highest rate statewide of customers opting into at least one of our self-service platforms. Through marketing e orts such as online videos, mailers and direct outreach, we have maximized the use of self-service platforms to link our customers to needed services.

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RIVERSIDE COUNTY DEPARTMENT OF PUBLIC SOCIAL SERVICES I S I I

BY THE NUMBERS

47% increase in enrollment of self- service tools (text alerts, C4Yourself Online Accounts, C4Yourself Mobile App).

Mar-Sept; 96% of all CalFresh applications were processed timely, exceeding the 90% federal requirement

47%

96%

89% The use of new workload

2020 vs Mar-Sep 2019) 19%

19% increase in the number of CalFresh apps received (Mar-Sep

distribution technologies resulted in an 89% decrease in Medi-Cal application processing times

NEW FUNDING, INCREASED HEALTH COVERAGE We received a state grant to partner with Riverside University Health System to increase Medi-Cal +-* - (P ..P")P"/.P9;P - ''4P 0 '"6 P '/!P )/ -.P *0)/42" EP 4P") - .") P "K 'P coverage, we are reducing county costs and improving access to healthcare and behavioral health services.

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IMPROVED PARTNERSHIPS, BETTER ACCESS Our collaboration e orts with Riverside County Corrections and the Department of Probation resulted in 2,525 new Medi-Cal applications.

INCREASING SELF SUFFICIENCY The Employment Services Program (ESP) continues to collaborate with county economic development partners, Human Resources-TAP, California Dept. of Rehabilitation, community colleges and key stakeholders to improve capacity for on-the-job training programs countywide. We have increased ESP customer participation and reduced their reliance on CalWORKs.

TOP RATED CALL CENTER Our Riverside Regional Call Center service level is top rated in California, exceeding state standards by answering 98% of all calls within 30 seconds.

IMPROVING HEALTH OF FAMILIES WITH CHILDREN We partnered with First 5 Riverside to expand the Home Visitation Program for Families with Children. Together, we implemented the evidence-based SafeCare home visitation program for families in the Children’s Services and Self Su ciency programs. Our teams contacted more than ;D:88P6-./P/"( P(*/! -.P")P/! P ' .P+-* - (DP !" 1") P P::RP*+/K")P- / P *-P1*'0)/ -4P enrollment in SafeCare.

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2020 EXECUTIVE PROGRESS REPORT 2020 Y AR IN REVIEW I R I

NEED FOR FOOD ASSISTANCE EXPECTED TO INCREASE IN 2021

Community partners, public agencies and volunteers have rallied to ensure the needs are met of thousands of individuals experiencing food shortages during the pandemic. Programs such as CalFresh and Restaurant Meals have played an important role in meeting the nutritional needs of children and adults. Since April, the state has issued more than $82 million in emergency CalFresh Allotments to 75,000 Riverside County households to replace free meals during school closures. Other sources of nutrition are also helping households weather the economic crisis. The state has issued 281,000 children in Riverside County more than $102.5 million in pandemic emergency ** P ) 6/.P.") P +-"'EP As short-term relief programs wane, we are preparing for an increased need in food assistance. We will be focused on increasing participation in the CalFresh program to reduce hunger among low-income and working class households.

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RIVERSIDE COUNTY DEPARTMENT OF PUBLIC SOCIAL SERVICES

IAN’S PATH FORWARD No one in Ian Madrigal’s family had ever graduated high school. It wasn’t a surprise that the teen foster youth found himself failing and on the brink of dropping out when Project Graduate stepped in. Project Graduate is a partnership between the Riverside County Bar Association, the Superior Court and Children’s Services. Volunteers invest hundreds of hours helping struggling youth like Ian tackle their academic challenges and achieve milestones they never thought possible. In June, Ian earned his high school diploma with nearly straight A’s. He celebrated his milestone with his mentors from Project Graduate, and today Ian is contemplating college while he works. Youth in foster care like Ian often experience academic challenges as a result of the upheaval they’ve su ered. In California only half of foster youth graduate from high school in contrast to nearly 90% of their counterparts. DPSS collaborates with stakeholders to ensure strong supports for thousands of older youth in foster care. More partners and more resources are needed to increase academic help and help foster youth navigate into adulthood and healthy, productive lives.

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2020 EXECUTIVE PROGRESS REPORT YEAR IN R VIEW

C H I L D R E N ’ S S E R V I C E S

“

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 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 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 ers training, reports and internal infrastructure to support our transformation process. We *)/")0 P/*P+' )P ) P"(+' ( )/P- *(( ) P+-* ..P"(+-*1 ( )/.P" )/"6 P 4P") + ) )/P 3/ -) 'P 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 RIV I I I I I

BY THE NUMBERS

4,344 calls per month on average to the Child Abuse Hotline (through July 2020)

1,140 investigations of child abuse or neglect per month on average (through July 2020)

4,344

1,140

847 children have exited from placement (i.e. adoption, - 0)"6 /"*)DP 0 - " ).!"+PKP/!-*0 !P August 2020)

216

847

216 children have been adopted (through August 2020)

ENGAGING KEY STAKEHOLDERS We continued to work with the California Court Appointed Special Advocates (CASA) to enhance communication between CASA and sta ; expanding opportunities for children and youth in the foster system and advocating for services for a stable future. PARTNERSHIPS TO IMPROVE CHILD WELFARE SERVICES We are transforming our child services through interagency collaboration with RUHS, the Riverside County Sheri ’s Dept., County Counsel, Probation and Juvenile Court. We have developed joint training and processes for care coordination. An improved warrant process, a reduction in emergency room trips, and joint case management of youth involved in child welfare and juvenile probation are all tangible results of our strengthening partnerships.

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PARTNERSHIP WITH FIRST 5 EXPANDS PREVENTION SERVICES We completed our formal agreement with First 5 Riverside to partner with them to operate our Family Resource Centers. This partnership is intended to enhance prevention e orts, expand the scope of *((0)"/4K . P. -1" .DP ) P ' ) P !"' P 0. P+- 1 )/"*)P 0) .P/*P. -1" P 3+ )."*)EPP

TRANSITION INTO A REMOTE CPS HOTLINE/CALL CENTER First among Southern California counties, our Central Intake Center sta answers child abuse report hotline calls from home, using new technologies to operate a permanent telework business model.

EXPANDED USE OF MULTI-DISCIPLINARY TEAMS (MDT) We are partnering with key stakeholders to coordinate our service delivery for diagnosis, treatment and planning of cases involving suspected child abuse and neglect. P *- P!" !K-".&P !"' P 0. P investigations are being referred to the multidisciplinary team to improve outcomes and services to

children and families. 10

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2020 EXECUTIVE PROGRESS REPORT YEAR IN R VIEW

IMPROVING OUTCOMES FOR CHILDREN OF COLOR Black children make up 6% of Riverside County’s population under 18, but they are more likely than their peers of other races to experience abuse allegations, substantiation, entry into foster care and longer stays in the system. Alongside our public health, academic and community partners, Children Services has committed to improving the outcomes for Black children. We are embarking upon an aggressive quality improvement initiative to identify causes and adopt practices that bring quality outcomes to all children and families. This transformational initiative aligns with the Board of Supervisors declaration in September that racism in Riverside County is a public health crisis. This crisis leads to persistent discrimination in housing, education, employment and criminal justice. The personal toll of abuse and neglect cannot be measured.

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RIVERSIDE COUNTY DEPARTMENT OF PUBLIC SOCIAL SERVICES

THOUSANDS OF JOURNEYS HOME Zakiyyah Lateef and Abdul Shaheed estimate they’ve fostered more than 2,000 children since opening their home 30 years ago to children in need of short and long-term family support. “The best part is watching the kids come out of their shells after being neglected and abused,” Lateef said. Most of the foster youth choose to call her Miss Mom and her husband Mister Dad. They were among eight foster parents to earn the Caregiver of the Year Award 2020 from DPSS and the Riverside County Juvenile Justice Delinquency Prevention Commission. Children in foster care experience a variety of challenges as a result of the trauma they’ve su ered. We are working closely with our resource families and community to jointly address adverse childhood experiences. We will continue to work alongside the Riverside County Child Assessment Team and others to provide children and families with trauma-focused and culturally competent services.

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2020 EXECUTIVE PROGRESS REPORT YEAR IN R VIEW

A D U L T S E R V I C E S

“

Adult Services quickly adapted to the COVID-19 environment by )*.#'#4#(!L. "()&)!# -L ( L, 5(#(!L)/,L- ,0# L � ,3L') &-F all while keeping the health and safety of our sta and customers at the forefront. I am continuously inspired by the dedication, professionalism, and compassion that our sta , county partners and the community share for our vulnerable adults and seniors. TODD BELLANCA Assistant Director, Adult Services Division 2020 HIGHLIGHTS ”

100 DAY CHALLENGE TO ELIMINATE SENIOR HOMELESSNESS We co-led the county’s e ort to end senior homelessness. Dedicating 16 APS social workers and 9 Social Service Assistants to provide intensive case management and care coordination, we partnered with Riverside County O ce on Aging, RUHS-MH, and HHPWS to serve 200 seniors through Project RoomKey and transitioned 100 seniors to permanent housing. MODERNIZATION IMPROVES EFFICIENCY & ACCESS Technology has improved overall operations and increased opportunities for customers to easily access services. In 2020, Adult Services successfully automated many of its processes from a paper to digital *-( /EPP ! P P ) P P . 6' .P2 )/P+ + -' ..EP !".P- .0'/ P")P) P *-P' ..P.+ FP! " !/ ) P . 0-"/4P* P *)6 )/" 'P- *- .P ) P") - . P ..P/*P . P- *- .P2!"' P- 0 ") P *0-" -P. -1" .P between more than a dozen o ces countywide. CONSOLIDATED MAIL CENTER A single centralized mail center has allowed us to eliminate 12 mail locations. Heightened e ciencies have allowed a reduction in sta needed to send, receive, process, and scan incoming and outgoing mail. We also converted 14 fax lines to e-fax. Leveraging our Adult Protective Services state grants, we partnered with O ce on Aging and Habitat for Humanity to feed thousands of seniors, assist with emergency housing, and extend case management services to seniors and dependent adults with complex needs. EMERGENCY HOUSING AND FOOD ASSISTANCE FOR SENIORS AND THOSE WITH DISABILITIES

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MAPPING CUSTOMER LOCATIONS Our planning e orts improved through the GIS Client Pin Maps. This technology allowed us to identify client locations using data from multiple programs, and to better forecast sta ng needs and resource deployment.

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RIVERSIDE COUNTY DEPARTMENT OF PUBLIC SOCIAL SERVICES

BY THE NUMBERS

98%

99%

99% Enrollment of IHSS caregivers/ clients into the state mandated ' /-*)" P "."/P -"6 /"*)P.4./ (

38,642 monthly average calls received to IHSS HOME Hotline \3,464 monthly average calls received to APS Hotline 5,471 monthly average calls received t o Public Authority Dispatch Hotline | 9,337 monthly average calls received to Public Authority Call Center 98% Timely Intakes and 99% Reassessment Compliance Rate for In-Home Supportive Services (IHSS) 1,300 APS referrals received per month and 1,200 IHSS applications received per month t ƧƺƦƩƣǝįĹİŨďĨƉǝËƂóśËĉóǝçËĨĨšǝśóçóĒƂóíǝŨǝĹǝ ‹ŭæĨĒçǝ ŭŨďĹśĒŨƉǝ#ĒšŘËŨçďǝDĹŨĨĒİóǝșǝƫƺƥƥƩǝ

2,500 38,642

58,000 33,000

33,000 In-Home Supportive Services IIHSS caregivers and nearly 40,000 IHSS clients 58,000 abuse and neglect calls received to the APS hotline monthly l

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EXPEDITED IN-HOME CAREGIVER PROCESSING More than 1,000 IHSS caregiver applicants are being processed and oriented each month, eliminating backlog and reducing wait times from 4 months to less than 2 weeks. City partners made this possible by allowing us to use large facilities for caregiver orientation and processing.

9 8 EMERGENCY HOUSING AND FOOD ASSISTANCE FOR SENIORS AND THOSE WITH DISABILITIES Leveraging our state grants for adult protection, we partnered with O ce on Aging (OOA) and Habitat for Humanity to feed thousands of seniors, assist with emergency housing, and extend case management services to seniors and dependent adults with complex needs. MULTIDISCIPLINARY TEAMS Our Multidisciplinary Teams improve safety outcomes for protective services clients in adult protection and in-home services by enhancing collaboration and service provision among partner agencies. On average, APS conducts 110 MDT meetings per year, coordinating care for the most complex cases of abuse. Our MDT handled approximately 800 consumer fraud and 60 capacity assessments, geriatric assessments, and forensic evaluations. USE OF MODERN TECHNOLOGY EQUALS BETTER SERVICE FOR OUR CUSTOMERS -* ..") P/"( .P *-P P ++'" /"*).P! 1 P )P- 0 P 4P?8REPP P (+'*4( )/P1 -"6 /"*)P requests were reduced by 86%; from 60 days to 7 days.

10 ONLINE REPORTING FOR ELDER ABUSE

Elder abuse is known to be widely underreported. Our new web-based reporting system for mandated reporters makes this process easier and more convenient, supporting the role of law ) *- ( )/DP6-./P- .+*) -.DP!*.+"/ 'P+ -.*)) 'P ) P*/! -.P/*P- +*-/P ) P- .+*) P/*P ' -P 0. E

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2020 EXECUTIVE PROGRESS REPORT

AGING POPULATION TO CHALLENGE RESOURCES Diane Long is a caregiver with In-Home Supportive Services in Riverside County. She is one of 33,000 IHSS caregivers that Adult Services and the Public Authority work with to help meet the daily needs of 40,000 elders, dependent adults, and minors with disabilities, allowing them to live safely in their own homes. Ms. Long recently rallied civic members and partners such as Inland Empire Health Plan and O ce on Aging to help restore utilities and the dilapidated home of a disabled client in the City of Corona. “I’m a caregiver at heart. God seems to place me with people who need the help, and I’m glad to do it,” says Long, who believes the home improvements helped give her client new hope. Riverside is the tenth most populous county in the nation with 2.5 million residents. In coming decades, the county’s 60-plus population is projected to swell by more than 200%. Thousands more caregivers will be needed in coming years to keep pace with the growing need for in-home support services. Through the IHSS Advisory Board Committee, DPSS Adult Services and the Public Authority have established strong partnerships with the United Domestic Workers, O ce on Aging, along with IHSS consumers and providers to provide feedback on improving the IHSS program.

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RIVERSIDE COUNTY DEPARTMENT OF PUBLIC SOCIAL SERVICES

38,642 monthly average calls received to IHSS HOME Hotline \3,464 monthly average calls received to APS Hotline ƧƺƦƩƣǝįĹİŨďĨƉǝËƂóśËĉóǝçËĨĨšǝśóçóĒƂóíǝŨĹǝ Public Authority Dispatch Hotline | ƫƺƥƥƩǝįĹİŨďĨƉǝËƂóśËĉóǝǝçËĨĨšǝśóçóĒƂóíǝ to Public Authority Call Center

33,000 In-Home Supportive Services IIHSS caregivers and nearly 40,000 IHSS clients

MULTIDISCIPLINARY PARTNERSHIP WINS AWARD When Adult Services social worker Gaby Reyes struggled to get a homeless woman o the streets, she turned to a team of county agencies for help. The targeted multidisciplinary Homeless-Focused CARE Team launched in 2018 to solve complex issues around homelessness just like the case Reyes was dealing with. The National Association of Counties recognized the team’s success with a 2020 Achievement Award for improving county services. Medical, behavioral health, social services, law enforcement and housing representatives comprise the specialized CARE / (EP 4 .OP . P2 .P*) P* P"/.P6-./EP ") P/! /P/"( DP/! P/ (P! .P.0 .. 0''4P( ) P(*- P/! )P988P!" !K-".&P!*( ' ..P cases. Reyes recalls the client was resistant to help and had di 0'/4P/-0./") P! -P*-P )4P* P/! P+-*1" -.P /P6-./EPP L /P2 .P - /P/*P. P! -P6) ''4P /P/! P! '+P.! P) DMP 4 .P. " EP Collaborative and integrated partnerships involving justice, health, social services and community advocates are key to closing gaps in services. These partnerships will become increasingly important to managing resources and delivering high quality results in complex cases. 16 2020 EXECUTIVE PROGRESS REPORT YEAR IN R VIEW

A D M I N I S T R A T I V E S E R V I C E S Strong and trusted partnerships with internal and external stakeholders strengthen our mission to support and improve the health, safety, independence and wellbeing of individuals and families in all Riverside County communities. “ ” MARIANNA SARMIENTO Assistant Director, Administrative Services Division

2020 HIGHLIGHTS 1 2 READINESS WHEN RESPONDING TO CRISIS DPSS provided sta ng resources to the Department Operations Center to aid in the pandemic crisis. The department also supports Mass Care and Shelter Operations alongside the Emergency Management Department. DPSS partners with American Red Cross to support community emergencies such as the Mecca Microburst, Apple Fire, El Dorado Fire and the Snow Fire. We also developed a formal agreement to use school sites in catastrophic emergencies impacting communities in the County of Riverside. PARTNERING WITH COMMUNITY FOR ESSENTIAL SERVICES By leveraging our community and county partnerships, we were able to expand our restaurant meals program, implement master agreements for foster youth with special focus on emergency and commercially sexually exploited children, and expand work experience/subsidized employment opportunities to ensure self-su ciency. SOCIAL MEDIA SUCCESS We improved our internal and external communication with a new Community & Government Relations Team; the team deployed a robust mainstream and social media calendar to engage and inform stakeholders and customers. Our social media following increased over the past few months by more than 100% with over 4,000 followers. GETTING THE WORD OUT Thanks to widespread support from our community, we launched a countywide digital billboard campaign to inform the public about the risks of abuse and neglect during school closures. Business and civic partners donated digital billboard space for DPSS, currently remaining active in over 20 locations. CONNECTING TO DIVERSE COMMUNITIES IN REAL TIME DPSS participated in several live social media events with trusted partners such as Public Health and TODEC (Training Occupational Development Educating Communities) Legal Center, reaching /!*0. ) .P* P + )".!P ) P ) '".!K.+ &") P- ." )/.P*)P.0 $ /.P -*(P .!P ) 6/.P *-P"((" - )/.P and self-su ciency programming. 4 3 5

17

RIVERSIDE COUNTY DEPARTMENT OF PUBLIC SOCIAL SERVICES

BY THE NUMBERS

689 individual training classes have been held virtually (includes new and current sta )

77%

689

77% reduction in worker’s compensation claims

1,000 PCs have been deployed to sta to telework with an additional 500 to be deployed in the coming weeks

87% 87% decrease in repetitive motion injuries

1,000

6 7 9 8

THE POWER OF GIVING Since March, the department’s Special Investigations Unit sold close to 400 commemorative patches and raised $3,325 for Michelle’s Place, a resource center in Temecula that provides more than 10,000 free services a year to individuals and families battling all types of cancer.

TRANSITION TO VIRTUAL TRAINING ENVIRONMENT All training programs have transitioned to a virtual environment except for CWS/CMS computer-based program, representing 98% of all training. More than 600 individual courses have been made available to sta . NEW DATA DASHBOARDS PROVIDE TIMELY PERFORAMANCE TRACKING Part of our readiness for Continuous Quality Improvement (CQI) is the completion of an organizational-level performance dashboard. The purpose of the dashboard is to automate, simplify, and frequently produce a comprehensive snapshot of key performance indicators. SIMPLIFIED BUSINESS PROCESSES TO IMPROVE PROCUREMENT AND FORMAL AGREEMENT TIMELINES We worked closely with the Purchasing Department and O ce of County Counsel to streamline e orts for procuring services. We successfully deployed one master agreement consolidating all foster care services. We standardized all boilerplates and Form 11 motions to expedite execution of agreements. TECHNOLOGY SUPPORT FOR BUSINESS CONTINUITY We deployed new technology tools such as call forwarding, Jabber, VPN, CIV Adobe & Java Resources to support the transition into a full-time and permanent telework model. Riverside County Information Technology’s was key to helping us ensure a timely and successful transition during the pandemic, which

was necessary to continue serving our customers and community. 10

18

2020 EXECUTIVE PROGRESS REPORT

JUDICIAL PARTNERSHIPS SERVE CRUCIAL ROLE Filing a grievance or appealing a denial of self-su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

19

19

RIVERSIDE COUNTY DEPARTMENT OF PUBLIC SOCIAL SERVICES RI ERSI T P T T F P BLI S I L SER ICES

FAITH PARTNERS SEEK RESOURCES FOR KIDS AND FAMILIES

The Faith in Motion (FIM) collaborative was established by Children’s Services nearly 15 years ago. The network of church + -/) -.P -*(P( )4P "/!.P! '+.P6''P- .*0- P ) P. -1" P +.P *-P(*- P/! )P8P !0- ! .P '*) ") P/*P/! P "/!P")P */"*)P *'' *- /"1 EP *0/P61 P* P 1 -4P."3P - P")P/! P2 ./ -)P ) P.*0/!2 ./ -)P- "*).P* P "1 -." P *0)/4EP "/!P")P */"*)P".P 3+ ) ") P- -0"/( )/P* P !0- ! .P -*..P/! P *0)/4EP P - P *)/")0") P/*P )'"./P "/!P+ -/) -.P/*P -") P- .*0- .P/*P/! P "1 -. P ("'" .P ) P !"' - )P* P "1 -." P *0)/4EP

20

:8

2020 EXECUTIVE PROGRESS REPORT YEAR IN R VIEW

F I N A N C E & F O R E C A S T I N G

“

We are enhancing our stewardship of public funds through e cient and e ective management practices that ensure the delivery of vital resources to families and individuals in need. MONICA BENTLEY Assistant Director, Finance & Forecasting Division

”

2020 HIGHLIGHTS 1 2

STRONG AND VALUED FINANCIAL LEADERSHIP P( ")/ ")P P./-*) P- ' /"*).!"+P2"/!P/! P '" *-)" P ' - P "- /*-.P ..* " /"*)PH IDP . -1") P")P P' -.!"+P-*' P")P/! P P ") ) P *(("// EP P+-*1" P 0" ) P ) P &P *-P ! ) .P ) P"(+' ( )/ /"*)P* P+-* - (.P ) P/! "-P6) ) " 'P"(+ /.DP ) P* ering training ) P/ !)" 'P.0++*-/P/*P*/! -P *0)/" .E

FISCALLY CONSERVATIVE P *)/")0 P*0-P *). -1 /"1 P ++-* !P/*P.+ ) ") P ) P6. 'P- .+*)." "'"/4P 4P.+ ) ") PA:RP* P /! P ++-*1 P 0 /P *-P P9AG:8E

4 3 5

MANAGING BUDGETS ! P P 0 /P".P")P 3 ..P* PQ9P "''"*)EPP (" ./P P '* 'P+ ) (" P ) P 0 /P0) -/ ")/" .DP2 P ")./"/0/ P. 1 - 'P( .0- .P/*P+-*1" P "' P( ) ( )/P* P6) ) " 'P- .*0- .EPP

CLOSE MONITORING OF PAYMENT & REVENUE CHECKS & BALANCES -/P* P( ")/ ")") P*0-P6) ) " 'P./- ) /!P".P/*P+-"*-"/"5 P/! P0. P* P*) K/"( P 0) ") DP'"("/P .+ ) ") P ". - /"*)DP+ -/) -P2"/!P*/! -P+-* - (.P ) P ) " .P/*P' 1 - P 0) ") P- .*0- .P ) P *) 0 /P *)/")0*0.P 0 / -4P ) '4.".E MODERNIZATION PROCESS P.!" / P -*(P P+ + -P/"( .! /P/*P )P ' /-*)" P/"( & +") P.4./ (P *-P/! P + -/( )/O.P

21

21

RIVERSIDE COUNTY DEPARTMENT OF PUBLIC SOCIAL SERVICES RIVERSID

BY THE NUMBERS

$1.1

$8.6

$1.1 billion total budget managed for the department

$8.6 million recovered through collection e orts

$1b

processed $56

One billion dollars in expense claims processed

$56 million in contract invoices

LEVERAGING COMMUNITY PROGRAMS & TIMELY VENDOR PAYMENTS We further improved timely processing of contracts and payment delivery by streamlining processes to develop, review and approve agreements, allowing DPSS to pay vendors as quickly as possible. COUNTY RESTRUCTURE OF COMMUNITY PROGRAMS We partnered with the new Housing, Homeless Prevention and Workforce Solutions Department (HHPWS) to consolidate the county’s homeless services into one distinct agency, transitioning the 6) ) " 'P*1 -." !/P *-P/! P *)/")00(P* P - EPP P -*..K/- ") P/! P P./ to ensure that the new department’s executive team has a full understanding of the HUD/Homeless funding, budget process, and HUD/Homeless regulations. IMPROVED DAILY RECONCILIATION OF EBT CASH ISSUANCE AND MAIN PAYROLL Our enhanced reconciliation strengthened oversight and continued high compliance with regulations - - ") P/! P(*)"/*-") P* P ) 6/P /"1"/" .P /2 )P K P ) P EP 0-P- 1". P+-* .. .P") '0 P * / ")") P / P -*(P(0'/"+' P6) ) " 'P- +*-/") P.4./ (.E MORE TECHNOLOGY SOLUTIONS TO IMPROVE OUR EFFICIENCIES P+ -/) - P2"/!P P/*P 1 '*+ P"(+*-/P + "'"/4P* P/"( P./0 4P -*(P P/*P/! P P/"( P study application, ensuring we continue to have access to ongoing data for claiming purposes. PLANNING FOR THE FUTURE P./ -/ P+- + -") P *-P/! P K2" P+' ))") P ) P"(+' ( )/ /"*)P* P/! P P ) P /- / " P ' ))") P+-* ..P 4P .. ..") P2! - P2 P - P ) P2! - P2 P) P/*P *EPP (+-*1") P*0-P 0-- )/P 6) ) " 'P+-* .. .P/*P( /P/! P) .P* P*0-P")/ -) 'P ) P 3/ -) 'P 0./*( -.P.0++*-/P/! P'*) P/ -(P

6 7 9 8

P ) P *0)/4P * '.P'")&") P6. 'P./- ) /!P2"/!P P! '/!4P *((0)"/4E 10

22

2020 EXECUTIVE PROGRESS REPORT YEAR IN R VIEW

ELECTRONIC TIMEKEEPING PAYS IN DATA AND EFFICIENCY

Switching from paper to digital timekeeping is never easy. But staff in the Fiscal and Human Resources units managed to successfully transition a department of 4,300 employees to electronic timekeeping at the height a global pandemic. The move from paper increases efficiency for thousands of staffers who’ve telecommuting since early spring and positions the department for a permanent telecommuting model in the future Managers in the Fiscal and Human Resources units say the new time system has heightened accuracy and productivity. It’s eliminated the need for 13,200 manually keyed single transactions on quarterly time studies and some 4,500 paper timesheets every two-weeks “Employees and supervisors have self-ownership of their own timekeeping,” says Romera Liddell, administrative services manager II. Fiscal Manager Beth Cox says other big advantages are coming soon. “Fiscal is starting to look at enhancing the reporting with real time data to provide timely budget to actual reports and information,” Cox says. “This will help our leaders make informed and timely decisions.”

23

RIVERSIDE COUNTY DEPARTMENT OF PUBLIC SOCIAL SERVICES

Social workers took the holidays into their own hands in 2020 by personally delivering bags loaded with goodies and gifts to Gerardo Reyes and 160 other young adults preparing to leave foster care for independent living. The bags, brimming with homemade goodies and gift cards from faith-based partners, were well received during a holiday season marked by a global pandemic and social isolation. Throughout the year scores of faith partners across Riverside County bring resources to children in foster care and their families through Faith in Motion. The gift bag delivery to their homes replaced the usual holiday gathering marked by lots of food, festivities, Santa visits and gift delivery. That did not quell the desire of faith partners who regularly step up to help children in foster care at all levels. “Helping these kids gives me great joy,” said Julia Gardner, who attends Immanuel Lutheran Church. Volunteers at the Riverside church knitted garments and contributed thousands of dollars for gift cards. “This is what’s in my heart to do.” SOCIAL WORKERS DELIVER GIFTS AND HOLIDAY CHEER TO YOUNG ADULTS LEAVING FOSTER CARE BEHIND

24

2020 YEAR IN REVIEW

HELPING FAMILIES MAKE A PERFECT MATCH (cover photo) By the time Romney Snyder was 18, her parents opened their home to a total of 86 foster children. She always knew she would follow in their footsteps and foster but something happened one day that made her think about becoming a forever family. A 7-year-old boy in a group home shared his dream with Synder that “someday somebody’s going to pick me.” She decided then that she would provide at least one child the permanency of a loving family through adoption. SOCIAL WORKERS HELP YOUNG ADULTS BRIDGE FROM FOSTER CARE TO INDEPENDENT LIVING (cover photo) Anahi Reyes has been in Riverside County foster care since she was 10. Now, as she prepares to turn 21 next year, Anahi is also preparing to leave foster care permanently behind her. Young adults can choose to exit foster care at 18. However, Anahi is ËįĹİĉǝďŭİíśóíšǝĹĈǝƉĹŭİĉǝËíŭĨŨšǝƃďĹǝóĨóçŨǝŨĹǝśóįËĒİǝĒİǝŨďóǝçĹŭİŨƉǛšǝ Extended Foster Care program, where they learns job skills, how to manage moneyand access resources to be successful. Many older foster youth experience isolation a d loneliness. R yes says šďóǛšǝĈĹŭİíǝçĹįĈĹśŨǝËİíǝšŭŘŘĹśŨǝĈśĹįǝšĹçĒËĨǝƃĹśĥóśšǝËİíǝçĹįįŭİĒŨƉǝ partners through the extended program. Her social worker says Anahi has been preparing to meet the challenges ahead. ǘ”ďóǛšǝĨóËśİĒİĉǝĒįŘĹśŨËİŨǝĨĒĈóǝšĥĒĨĨšǝšďóǝçËİǝŭšóǝËİíǝĒšǝĉĹĒİĉǝĒİŨĹǝŨďóǝśóËĨǝ ƃĹśĨíǝĥİĹƃĒİĉǝƃďËŨǛšǝóƈŘóçŨóíǝĹĈǝďóśǝËšǝËİǝËíŭĨŨƺǙǝšËĒíǝVËŚŭóĨĒİóǝ ‹ĒİŨËíĹƺǝËǝšĹçĒËĨǝƃĹśĥóśǝĒİǝ ďĒĨíśóİǛšǝ”óśƂĒçóšƿ lĨíóśǝƉĹŭŨďǝËİíǝƉĹŭİĉǝËíŭĨŨšǝĒİǝĈĹšŨóśǝçËśóǝĹƂóśçĹįóǝšĒĉİĒƛçËİŨǝ obstacles to successfully transition to adulthood, said Charity Douglas, b A among hundreds of young adults who elect to remain in the county’s x and acce s resources to be su ce sful. she’s found comfort and support from social workers and community a n s o

Today Snyder is the mom to three adopted sons. This year she 6) '"5 P *+/"*)P* P! -P4*0) ./P.*)DP 4' -DP9>DP2!*P! .P *2)P Syndrome. L O.P P ./P* P )P /!' / DMP )4 -P. 4.P* P/! P -" !/K 4 P/ ) P -* /EPL 4' -P! .PL /K *2)P Syndrome because he will dance to any music whether or not we can hear it.” Many children with special needs in Riverside County are waiting for forever families. ËššĒšŨËİŨǝíĒśóçŨĹśǝĹĈǝ ďĒĨíśóİǛšǝ”óśƂĒçóšƿ “Support from our community and faith-based partners has helped our youth develop resiliency and know that they are loved and valued,” Douglas said. MISSION – Dedicated to supporting and improving the health, safety and wellbeing of individuals and families. VISION – An innovative organization where caring professionals collaborate to provide the most effective solutions to customers. VALUES – Accountability, Collaboration, Respect, Diversity, Integrity, Customer Focus “She’s lear ing important life skills she can use and is going into th real world knowing what’s expected of her as an adult,” said Jaqueline Pintado, a social worker in Children’s Services. Older youth and young adults in foster care overcome significant obstacles to successfully transition to adulthood, said Charity Douglas, assistant director of Children’s Services. “Support from our community and faith-based partners has helped our youth develop resiliency and know that they are loved and valued,” Douglas said. MISSION – Dedicated to supporting and improving the health, safety and wellbeing of individuals and families. VISION – An innovative organization where caring professionals collaborate to provide the ǝǝǝǝǝǝǝǝǝǝǝǝǝǝǝǝǝįĹšŨǝóƖóçŨĒƂóǝšĹĨŭŨĒĹİšǝŨĹǝçŭšŨĹįóśšƿ VALUES – Accountability, Collaboration, Respect, Diversity, Integrity, Customer Focus

To report child abuse or neglect, please call 1-800-442-4918 To report elder/dependent adult abuse or neglect, please call 1-800-491-7123 For more information on Self Su ciency programs, please call 1-877-410-8827 or visit www.c4yourself.com For more information in In-Home Supportive Services, please call 1-888-960-4477 or visit www.riversideihss.org

RIVERSIDE COUNTY DEPARTMENT OF PUBLIC SOCIAL SERVICES

@rivcodpss