Human Services Agency
Agency Overview
HUMAN SERVICES AGENCY
HUMAN SERVICES
AGENCY DIRECTOR
Program Support Northern Region Central Region Southern Region
- Community Capacity Building - Community Capacity Building - Community Capacity Building
- Economic Self-Sufficiency - Economic Self-Sufficiency - Economic Self-Sufficiency
- Family Strength - Family Strength - Family Strength
County of San Mateo
Adopted Budget
6-1
6-2
Human Services Agency
2004-05 Recommended Sources
FY FY 2004-05 Adopted Sources
Charges for Serv ices Interfund Rev enue
Miscellaneous/Other 1% 0.1%
3%
4% Intergov ernmental
Intergov ernmental
Rev enues
Rev enues
Fund Balance 81%
82%
Fund Balance
3%
3%
Net County Cost
Net County Cost
11%
11%
FY 2004-05 Adopted Requirements
FY 2004-05 Recommended Requirements
Program Support
Community Capacity
3%
Building Family Strength
9%
10% 45%
46%
Economic
Self Sufficiency
42%
County of San Mateo Agency Overview
Adopted Budget Human Services Agency
6-3
Human Services Agency (HSA)
General Fund
Revised Adopted Change
2003-04 2004-05 2004-05
TOTAL SOURCES 184,947,537 185,376,051 428,514
TOTAL REQUIREMENTS 165,056,828 165,284,728 227,900
NET COUNTY COST 19,890,709 20,091,323 200,614
AUTHORIZED POSITIONS
Salary Resolution 749.0 753.0 4.0
Agency Mission Statement outcome areas of Community Capacity Building and Family
Strength.
The Human Services Agency serves as a catalyst for public and
• Goal 8: The County’s most vulnerable residents achieve an
private efforts to ensure that all individuals and families become
improved quality of life through a variety of emergency,
healthy, productive and contributing members of society.
transitional and supported housing options; vocational
rehabilitation services for the mentally and physically disabled;
Contributions to Shared Vision 2010 Goals
special initiatives supporting victims of domestic violence, child
The Human Services Agency contributes to achieving the following maltreatment, and youth who are at-risk of entering or are
Shared Vision 2010 Goals: involved with the foster care and juvenile justice systems; and
emergency in-kind assistance and voucher programs that
• Goal 3: The Human Services Agency and its partners provide
provide temporary subsistence and shelter supports. These
direct client subsidies and support expansion of neighborhood-
programs are located in the program outcome areas of
based facilities offering child care, early learning, and support
Community Capacity Building, Economic Self-Sufficiency, and
services for low-income working families that contribute to
Family Strength.
children entering kindergarten ready to learn. These programs
• Goal 9: The Office of Housing works with private developers and
are located in the program outcome areas of Community
nonprofit organizations, cities, and other County Departments to
Capacity Building and Family Strength.
plan and construct temporary shelter, transitional, supported and
• Goal 4: County residents can access job training, career
affordable housing. The Housing Authority provides eligible
development and education programs offered in collaboration
clients rental assistance vouchers. These programs are located
with local community colleges, private businesses and other
in the program outcome areas of Community Capacity Building
partners at all PeninsulaWorks one-stop employment centers.
and Family Strength.
Agency staff are eligible to enroll in advanced degree and
• Goal 17: A complete range of career counseling, skill
credential programs in the human services developed in
assessment, job training, job search assistance, and support
collaboration with local community colleges. These programs
services are available at four PeninsulaWorks one-stop
are located in the program outcome areas of Community
employment centers to assist all County residents experience
Capacity Building, Economic Self-Sufficiency, and Program
real gains in income. Employment readiness services, intensive
Support.
job training, and financial management and savings programs
• Goal 5: Workers conduct outreach and assist families enroll in
are targeted to meet special needs of individuals re-entering the
no- and low-cost medical insurance programs to increase
workforce and low-income workers. Cash assistance programs
access to healthcare and preventive care. This program is
provide basic income support to aged, disabled and very low-
located in the program outcome area of Family Strength.
income families. These programs are located in the program
• Goal 6: The Human Services Agency partners with community-
outcome areas of Community Capacity Building and Economic
based organizations to provide a wide array of child abuse
Self-Sufficiency.
prevention, early intervention and family support services, and
• Goal 19: The Adolescent Collaborative Action Team and Youth
alcohol and other drug prevention and treatment programs to
Council of the Workforce Investment Board plan and support
assure children grow up healthy in safe and supportive homes
training and career education options for youth that supplement
and neighborhoods. These programs are located in the program
Agency Overview County of San Mateo
Human Services Agency Adopted Budget
6-4
traditional K-12 classroom learning and expand the skill level of Redesign. In addition, Research and Planning staff are
new workers. These programs are located in the program coordinating the County self-assessment and system
outcome areas of Economic Self-Sufficiency and Family improvement plan for AB 636, the California Child and Family
Strength. Services Review.
• Supported the State Fiscal Committee to ensure that financing
Average Hourly Wage at Placement for HSA of the statewide CalWIN project meets program needs. Finance
Customers Enrolled in Training Programs staff were also successful in advocating to change the State’s
Proposition 36 allocation methodology to be partially based on
$22.00
$21.00 the number of clients receiving drug treatment services, so
funding formulas better reflect County service needs.
$19.00 $17.50 $17.50 • Deployed the web-based Drug and Alcohol Information Systems
$18.00 $16.50
$15.40 $16.50 $15.52 $15.70 $15.70 Project (DAISY), an online database which enables
$15.40 $15.70
$16.00
computerized client assessment and case management,
$15.00 accurate and timely information sharing, and improved data
$13.00
collection and reporting.
$10.00
$12.00
Increased Access to Affordable Housing
01-02 02-03 03-04 04-05 05-06 • Obtained funding for supportive housing in a collaboration
Actual Actual Actual
Estimate Target Target between Alcohol and Other Drug Services, Mental Health
Services, and the Office of Housing. A grant was awarded for 14
units of supportive housing, allowing clients with substance
abuse and mental health issues to move out of homelessness.
Story Behind Baseline Performance
Another 25 units of supportive housing were funded through the
The Human Services Agency includes the following program Proposition 46 Multi-Family Housing Program. The Office of
outcome areas: Housing is working with the Sheriff’s Department, Health
Services Agency and Veterans Administration Hospital to pursue
• Program Support
additional funding for supportive housing.
• Community Capacity Building
• Improved working relationships with landlords resulting in an
• Economic Self-Sufficiency
increased willingness to accept Section 8 tenants.
• Family Strength
• Worked with faith-based agencies to provide foster youth time-
Accomplishments that have contributed to improved limited long-term transitional housing.
performance and progress this past year include: • Utilized Human Investment Program (HIP) federal resources to
offset the use of previously committed state funding for providing
Strengthened Infrastructure Through Innovative Program Supports housing assistance. HSA and HIP housing are also developing
• Implemented a Continuous Quality Improvement system plan future programs for seniors, and housing rehabilitation programs
which will help prepare for Agency accreditation. This have been modified to provide increased support for seniors
preparatory work will position the Agency to meet best practices. either directly as clients or through community non-profits.
• Enhanced the Employee Leadership Development Program • Began design of a program to encourage home ownership for
which includes succession planning, mentoring, career qualified Section 8 voucher holders. A grant from the U.S.
development/planning, and leadership skill components. Department of Housing and Urban Development (HUD) is
• Continued to strengthen the Agency’s technological supporting a coordinator to design this program.
infrastructure by completing the fourth phase of construction of • Assisted housing developments to obtain funding for 65
the San Mateo Human Services Analytic Reporting Project affordable housing units.
(SHARP) Data Warehouse, which integrates information from
multiple systems to generate reliable program performance and Developed Creative Responses to Economic Change
client outcome information. • Achieved positive outcomes through programs funded by special
• Implemented the Health Information Telecenter (HIT), a call grants. A $2.5 million grant led to the operation of the fifth
center for Medi-Cal clients that was developed by the Business PeninsulaWorks center near the airport. Another biotechnology
Systems Group (BSG). grant through a collaboration with the Community College
• Implemented One eApp, a web-based application for San Mateo system led to the first cohort of retrained dislocated workers who
County’s public health insurance programs, with ongoing completed internships with Genentech. The participants were
improvements planned. subsequently hired as permanent employees.
• Provided leadership and support for the Agency’s Child Welfare • Strengthened employment services for youth and for clients
Services (CWS) Redesign effort. San Mateo County was chosen served by Vocational Rehabilitation Services (VRS). 1,503
to participate in the first cohort of counties to implement children received services from the year-round Jobs for Youth
program.
County of San Mateo Agency Overview
Adopted Budget Human Services Agency
6-5
• Increased placement rates for clients by 64%, from 92 address local residents’ concerns will continue to be a focus. In
placements in FY 2001-02 to 143 placements in FY 2002-03. addition, engaging partners and stakeholders across the County
VRS implemented a new focus, from a sheltered work in developing a ten year plan to end homelessness will
environment towards work-based assessment and employment challenge local capacity to develop and allocate resources in
services, to transition clients with disabilities or mental health support of this long-term goal.
challenges into private sector employment. • To implement CalWIN, the mandated statewide California
• Implemented the Healthy Kids program in January 2003 to Welfare Information Network, in Fall 2005. Training Agency staff
extend health insurance coverage to undocumented immigrant and implementing change management strategies will be
children and low-income children whose families earn just above integral in preparing for this major shift in work processes and
the cutoff for state insurance programs. The program now operations. This change comes at a time when a wave of
serves over 4,600 children, more than anticipated in the initial retirements is expected to begin in the first quarter of 2005.
budget. Engaging in succession planning and supporting career
• Launched the Health Information Telecenter (HIT) to improve development will present challenges as the nature of work
customer service for 55,753 Medi-Cal clients. The HIT center expectations continue to shift.
facilitates eligibility redeterminations and continuing Medi-Cal • To respond to the Governor’s 2004-05 Budget which proposes to
casework. reform Medi-Cal into a program that would provide health care
coverage in a more rational and affordable manner for California.
Implemented Collaborative Initiatives Supporting Safe and Healthy
The goal behind Medi-Cal reform is for the state to avoid making
Families
major reductions in program eligibility, benefits, or additional
• Implemented team decision-making and resource family support
provider rate reductions, while continuing health care coverage
and recruitment strategies through Family to Family (F2F), an
to all 6.8 million Californians who are currently eligible. Although
initiative to strengthen the child welfare system and improve
the implications are not known at this time, the Medi-Cal Reform
services for children and families.
proposal may impact the Agency’s work in this program area.
• Established a support system for youth leaving foster care that
• To respond to the Congressional reauthorization of Temporary
addresses social, employment, housing, and treatment needs.
Assistance to Needy Families (TANF) which will impact current
This was accomplished through the Permanency for Youth
program participation requirements and service delivery
project and the Adolescent Collaborative Action Team (ACAT), a
strategies. Work requirements are expected to increase from 30
partnership of schools, non-profits, and County staff.
to 40 hours per week. This will result in an increased demand for
• Established the Transitional Youth Housing Program, which child care services. In addition to affecting services,
provides residences for six 16-18 year old foster youth. The reauthorization is likely to result in the need to reassess aspects
youth live with a roommate in their own apartment and receive of program operations in order to respond to new data reporting
intensive case management services. and tracking requirements.
• Participated in the reconfiguration of the San Mateo County
• To conduct an agency self-assessment and develop a system
Fatherhood Collaborative with five other County departments.
improvement plan (SIP) pursuant to the new state mandated
• Supported enrollment outreach efforts for no- and low-cost Children and Family Services Outcome and Accountability
health insurance for low-income families. System (AB636) which will help strengthen child welfare
Major challenges over the next two years will be: services and improve outcomes for children and families. In
addition, child welfare systems changes recommended by the
• To assist participants in obtaining and retaining jobs during the state sponsored Children and Family Services Redesign will be
slow economic recovery. San Mateo County’s employment integrated into the SIP through a planning and implementation
outlook is now improving, with the unemployment rate down to process conducted over the next four years. This long-term
4.4% in February 2004 from its peak of 5.6% in July 2003. improvement effort will present a challenge to the Agency and
However, this rate remains significantly higher than the ten year community given limited available resources. These activities
monthly low of 1.2% in December 2000. will require building an infrastructure of community-based early
• To meet the increased demand for services in housing, core intervention and prevention services and developing strategies
services, and child care. The average hourly placement wage for to better utilize existing resources through multi-agency and
job seekers enrolled in Workforce Investment Act (WIA) multi-disciplinary responses. The community’s response and
programs dropped 7.4% in the past fiscal year from $16.94 to participation is crucial to this effort and declining state and local
$15.70. This is about half the estimated hourly wage ($30.72/ budgets will affect the ability to support the array of services that
hour, $66,356/year) needed to support a family of three in San promote stronger, safer families.
Mateo County. In light of the trend of decreasing wages, families
may feel more economic stress.
• To develop permanent and supportive housing for families faced
with special needs. Expanding housing options for families faced
with issues of domestic violence, and engaging communities to
Agency Overview County of San Mateo
Human Services Agency Adopted Budget
6-6
Agency Priorities
The Human Services Agency will meet performance targets by doing
the following:
Program Support
• Support delivery of high quality customer service to achieve
overall customer satisfaction of 90% or better
Community Capacity Building
• Provide assistance to 96% of clients in need of food and 50% of
clients in need of housing
• Fund 192 affordable housing units and develop a range of
housing options
Economic Self-Sufficiency
• Assist 60% of PeninsulaWorks participants to obtain jobs and
43% of CalWORKs participants to leave cash aid with
employment
• Provide employment services to 18,000 PeninsulaWorks
participants
Family Strength
• Ensure that children served do not experience a recurrence of
maltreatment
• Maintain percentage of clients reducing or abstaining from
alcohol or drug use at 70% at 3-months post-intake and 60% at
9-months post-intake
• Provide child care assistance to 3,423 children
Budget Reduction Summary
The following adjustments were made to meet budget reduction
targets:
• Use of Fund Balance for substance abuse treatment services,
seven child care contracts, general liability claims, System of
Care Program, and A-87 indirect cost increases
• Reduction in Planning and Development contracts
• Reduction in non-residential treatment services and Tobacco
Prevention Services
• Redirection of Special Needs to other funds
• Elimination of two vacant Alcohol and Drug Services positions
• Use of Realignment child care revenue for foster parent child
care subsidies and General Alternative Payment Program
(GAPP) overmatch
County of San Mateo Agency Overview
Adopted Budget Human Services Agency