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HomeMy WebLinkAboutMINUTES - 03182008 - C.78 FHS #97 Contra : . TO: BOARD OF SUPERVISORS Costanil FROM: Family and Human Services Committee Susan A. Bonilla, District IV County r N. Piepho, District III T4 COU7y'� DATE: March 18, 2008 SUBJECT: Integration of Community Services with the Employment and Human Services Department SPECIFIC REQUEST(S) OR RECOMMENDATIONS(S) & BACKGROUND AND JUSTIFICATION RECOMMENDATIONS ACCEPT the attached report on the status of the integration of Community Services into the Employment and Human Services Department, as recommended by the Family and Human Services Department. BACKGROUND In August 2006 the Board of Supervisors approved a proposal to integrate the Community Services Department into the Employment and Human Services Department. The Director of the Employment and Human Services Department provided a report to the Family and Human Services Committee on February 25, 2008 updating the Committee on the process of this integration. The Committee requested that this report be transmitted to the Board of Supervisors for their information. i CONTINUED ON ATTACHMENT: X YES SIGNAT E: RECOMMENDATION OF COUNTY ADMINISTRATOR_RECOMMENDATI N OF BOARD COMMITTEE APPROVE OTHER SIGNATURE(S): Susan A. Bonilla, Chair Mar N:Piepho, Me ber ACTION OF BOARD ON APPROVED AS RECOMMENDED O R_ VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A UNANIMOUS(ABSENT aTr ) TRUE AND CORRECT COPY OF AN AYES: NOES: ACTION TAKEN AND ENTERED ON THE ABSENT: ABSTAIN: MINUTES OF THE BOARD OF SUPERVISORS ON THE DATE SHOWN. Contact: Joe Valentine ATTESTED Orig. Dept.: County Administrator JOHN CULLEN, CLERK OF cc: CAO, EHSD T BOARD OF SUPERVISORS D COUNTY ADMINISTRATOR BY , PUTY EMPLOYMENT AND HUMAN SERVICES CONTRA COSTA COUNTY DATE February 25, 2008 TO Family and Human Services Committee Federal D. Glover, Chair Susan A. Bonilla, Member FROM Joe Valentine, Director SUBJECT REFERRAL#97 - INTEGRATION OF COMMUNITY SERVICES WITH THE EMPLOYMENT AND HUMAN SERVICES DEPARTMENT Summary: In August 2006, the Board of Supervisors approved a proposal to integrate the Community Services (CS) Department into the Employment and .Human Services Department (EHSD). In January 2007, the Board gave final approval to the merger and the -integration of the CS Chart of Accounts into the EHSD Chart of Accounts. The Board took this action in order to increase administrative efficiencies and improve the coordination of services to common client populations. Increasing administrative efficiencies has become an urgent necessity in light of the failure of grant funds to keep up with rising administrative costs. Phase One: In November 2006, a joint workgroup of managers and staff from CS and the EHSD Administrative Services Bureau was formed. The workgroup identified a list of areas in which: ■ integrated administrative functions might improve administrative efficiency; these functions could be integrated within a reasonable time frame; and ■ integration would not degrade the existing level of support to program services. A similar effort was undertaken by program staff that looked at ways of increasing collaboration and data sharing between Head Start, CalWORKS, and Child Welfare services. Proposed projects were divided into two phases. These included both projects that would formally integrate staff and functions, as well as other projects that would improve coordination and administrative efficiency. Phase One projects were completed by the end of FY 06/07 (see Appendix A). Family & Human Services Committee February 25, 2008 Page 2 Phase Two: Work on "Phase Two projects has already begun (see Appendix A). Most of these should either be completed by the end of FY 07/08 or the necessary planning be significantly underway. In the light of our budget challenges, we will also be studying other potential consolidations such as integrating certain accounting and procurement functions. In addition, we'll also be looking at ways to increase the extent to which we are able to charge non-county fund sources for services and support provided between the Community Services fund sources and the other EHSD fund sources, e.g., staff training. Creating a Common Organizational Culture: One of the greatest challenges in merging two organizations together is integrating their separate cultures. This delicate process requires the building of relationships and establishment of mutual trust. We used the opportunities provided by the joint projects undertaken to date to also build relationships between staff and help translate the different technical "languages" each organization has. Conclusion: Staff have responded enthusiastically to the opportunities that have been created by our expanded scope and mission. EHSD is now an organization that provides services to persons at every stage of life. Just as importantly, our various programs are finding new ways to blend services together in order to provide a full range of supports to persons and families, supports that can have a dramatic impact on improving their quality of life. JV:ah Attachment APPENDIX A STATUS OF PHASE ONE AND PHASE TWO PROJECTS PHASE ON_E: IMPLEMENTED Cost Savings Improved Efficiencies Improved Coordination EHSD and CSD All Public Information Integrated management Department Director activities centralized in structure and department wide positions consolidated. one position. Small cost strategic planning process to This resulted in a cost savings realized improve leadership, savings of approximately whenever the PIO management, and $200,000 annually. performs work.related to accountability CSB. "Stage 2 Child Care Standard department Incorporation of CSB into Administration" wide administrative EHSD public web site transferred from policies developed, e.g., Workforce Services to "Standards of Community Services. Professional Conduct" Projected Annualized and "Use of Electronic Savings: $1million Equipment". All contracting and board Single budget format and Coordinated long term facility order preparation chart of accounts planning, e.g., plan to functions and staff implemented. incorporate Head Start consolidated into one classrooms in future EHSD Far unit. Cost savings will be East County Office realized as the CSB contracts specialist takes on work related to other program areas. Could potentially reduce costs to CSB as this specialist charges time to other grant sources up to about a '/4 of an FTE (up to $25,000 a year). Affirmative Action Data exchange of client investigations centralized information between Head in one position. Cost Start and CalWORKS to assist savings will be realized with Head Start enrollment and whenever the EHSD linking CalWORKS parents investigator performs with child care resources work related to CSB. [up to.$2,000 a year]. Out-stationing of CSB Energy Assistance Intake staff in EHSD Service Integration sites PHA$E TWO: PLANNING UNDERWAY-�: Cost Savings Improved Efficiencies Improved Coordination Merger of IT networks. Consolidation of hiring Move of CSB Administrative Cost savings will be process activities as part staff to 40 Douglas, and co- realized by consolidating of the new "Service Level location of CSB IT with other the.work of supporting Agreement" with HR EHSD IT staff in Ellinwood network infrastructure. Merger of IT help desk Streamlining and Department wide initiative for functions. Cost savings automation of contracting leadership development and will be realized processes succession planning Centralization of "Return to Work" administration. Cost savings will be realized both by consolidating this work in on position, and by increasing the focus on aggressive implementation of the Return to Work strategy. Consolidation of consultant and training contracts. Whenever possible, CSB and other EHSD consultant and training contracts will be merged. A target savings amount will be assumed in the 08/09 EHSD budget request. Consolidation of some procurement functions will be studied, especially for generic office supplies and equipment.