ALAMEDA COUNTY SOCIAL SERVICES AGENCY COMMUNICATIONS PLAN: JUNE 2021 – 2024 RESPECT • INTEGRITY • CUSTOMER SERVICE • INITIATIVE • RESPONSIBILITY
Prepared by: The Office of Public Affairs and Community Relations
TABLE OF CONTENTS Message from the Agency Director 1
Agency Communications Team
2
Communications Outcomes
3
Responsibility #1 – Lead Strategic Communication Efforts
4
Responsibility #2 – Provide Open and Timely Communication
5
Responsibility #3 – Provide Measurements of Progress and Success
7
Implementation Plan
Appendix A
Strategic Communication Planning Process
B
Form: Request for Communications Planning & Support
C
Communication Tools
D
Alameda County Social Services Agency Strategic Priorities 2019-2024
Message from the Agency Director The purpose of this Communications Plan (Plan) is to clearly define the messages, priorities, strategies, and tools the Alameda County Social Services Agency (Agency or SSA) will use when communicating with internal and external stakeholders, which include staff, clients, elected officials, and the community. The Plan ensures that the Agency's story is told effectively, and communications campaigns are implemented timely with clear messaging platforms. This Plan supports the strategic priorities of the SSA, ensuring the Agency's mission through engagement across departments to enhance internal and external stakeholder awareness of Agency programs and services. By planning a long-term strategy for all communications efforts, the Agency is more proactive and thoughtful in its communications rather than simply reacting to the existing environment. Communications planning will help deploy resources more effectively and strategically by highlighting synergies and shared opportunities throughout department programs, service areas, and commonly served clients. Communication is too important to be left to one team, one department, or one person; it is everyone's responsibility. The Communications Plan is intended to: • Increase internal and external stakeholder awareness and engagement; • Improve cross-departmental information sharing; • Improve understanding of Agency services, initiatives, and resources; • Track outcomes to inform future communication. The creation and adoption of this Plan represent a significant commitment by executive management to improve SSA's organizational culture. It acknowledges a directional leadership shift emphasizing more thoughtful, integrated, and streamlined internal and external communication throughout the Agency. This document recognizes that all SSA's message platforms should align with its Mission, Core Values, and Strategic Priorities. Agency executives should consistently and uniformly communicate critical messages. Message discipline helps establish management credibility and transparency while ensuring that all staff receives the same information regardless of the source. These concerted communications efforts will begin to build trust among SSA employees and help transform our work culture over time. Sincerely, Lori A. Cox
“The art of communication is the language of leadership.” - James Humes
The Agency Communications Team (ACT) serves as a conduit for sharing timely, accurate, and relevant information to internal and external stakeholders. Below is a functional overview of the Agency Communications Team.
Storytelling
Telling the stories of SSA’s operating departments help to inform staff, clients, elected officials, and the community on the impact that programs and services have on the lives of County residents in a meaningful way. By uncovering and sharing the human interest aspects of the Agency's work, we illustrate how our Mission, Core Values, and Strategic Priorities are translated into action for our staff, clients, and the community.
Agency and Department Communications Support
The ACT helps to ensure that projects, initiatives, and events are communicated through a lens that aligns with the Agency’s Mission, Core Values, Strategic Priorities, Brand Identity, and client demographics.
Public Engagement
Communications staff work to develop and carry out successful Agency-wide and department-specific communications strategies. These efforts are designed to engage and inform internal and external stakeholders through events, digital messaging, media engagement, electronic publications, and social media.
Brand Management
The ACT ensures the Agency brand is used consistently and brand messages are used appropriately in all communications efforts.
Crisis Communications
When a crisis occurs, the ACT will develop emergency messages, effectively disseminate information, prepare department leaders and emergency responders, work with the Emergency Operations Center (EOC) and disaster staff, and manage media relations.
SOCIAL SERVICES AGENCY COMMUNICATIONS PLAN | 1
COMMUNICATION OUTCOMES The Agency Communications Team has the principal responsibility for supporting, guiding, and managing communications for the Agency. Foundational elements of the plan are based on the communication responsibilities identified below. Desired outcomes resulting from implementation of the strategic communications plan include: •
More effective and transparent internal and external communications,
•
Improved staff engagement,
•
Greater community understanding of the Agency’s Strategic Priorities and services.
RESPONSIBILITY #1: Lead Strategic Communication Efforts Work directly with the Agency Executive Team (AET) and department staff to plan communications and outreach efforts that align with the strategic priorities of the Agency.
RESPONSIBILITY #2: Provide Open and Timely Communication Share accurate, non-biased, culturally appropriate information promptly through a variety of communications channels.
RESPONSIBILITY #3: Provide Measurements of Progress and Success Track metrics to evaluate communications effectiveness.
SOCIAL SERVICES AGENCY COMMUNICATIONS PLAN | 2
RESPONSIBILITY #1: Lead Strategic Communication Efforts Work directly with the AET and department staff to plan communications and outreach efforts that align with the strategic priorities of the Agency. These efforts are designed to promote community engagement and understanding of Agency services, programs, and initiatives.
EXAMPLES • Schedule Department Meetings o Meet quarterly with AADs or attend Department Executive Team meetings to discuss major communications issues and opportunities. o Identify communication priorities and resources. o Develop key messages and communication strategies. o Encourage departments’ use of the “Request for Communications Planning and Support” form designed to identify communications needs, highlight program successes, and generate media interest. • Make Websites More than a Click-Through Experience o Create an intranet staff Digital Bulletin Board (i.e. Yammer) to share staff-generated content and connect across departments. For example, staff can put forth and respond to requests for carpools or activity companions (i.e. walking partner, health and fitness groups, charitable recycling, etc.) or share information about community events. Content will be monitored for appropriateness by Public Affairs staff. o Amplify department-specific activities. Share positive community partner and staff stories through video content on our public site. o Develop department-specific QR codes that are mobile-friendly and can provide immediate access to department-specific information for external stakeholders through our public site. o As a companion strategy for the use of QR codes, but not specific to website content, when developing collateral materials, provide easy and direct access to department-specific information and Agency documents (i.e. Strategic Priorities, Agency Communications Plan, etc.) through the integration of Agency and department-specific QR codes. • Integrate Mission, Core Values, and Strategic Priorities into Communications o The Mission, Core Values, and Strategic Priorities of the Agency should be the foundation on which all forms of communications are developed. By crafting communications that reflect these principles, we ensure the Agency consistently articulates to internal and external stakeholders how our services and actions are inter-related and help achieve stated objectives. o (Explanation, as requested by Lori: integration of the Agency’s mission, core values, and strategic priorities into communications tools represents a lens and contextual framing for all content that may not result in literal text, i.e. strategic priorities, being included in every document produced by the Agency, but rather that the content is framed by the mission, core values, vision, and strategic priorities.)
SOCIAL SERVICES AGENCY COMMUNICATIONS PLAN | 3
RESPONSIBILITY #2: Provide Open and Timely Communication Share accurate, non-biased, culturally appropriate information promptly through a variety of communications channels, including but not limited to all SSA e-mails, social media posts, director’s communications, department-specific communications, and video messages. Keep Agency employees informed and involved in public engagement to assist in telling the Agency’s story to diverse audiences.
EXAMPLES • Regular Employee Information o Continue to enhance the BUZZ employee newsletter o All-SSA emails o Message from the Agency Director o Quarterly All-SSA email from an Assistant Agency Director (AAD) on a topic of interest to staff o AAD featured columns in monthly Agency E-Publication • Provide Opportunities for Employee Storytelling o Work with AET to find the human interest stories. They are often hiding in plain sight. o Activate an employee cross-departmental communications group or employee engagement committee to serve as liaisons among employees and leadership and facilitate crossdepartmental communications. o Develop staff video segments (i.e. staff vignettes of sharing client successes, department or program accomplishments etc.) that can be shared internally across Agency platforms. • Editorial Calendars o Develop an annual internal editorial calendar to plan social media, newsletter, and website content. Will also help to guide our media engagement. o Schedule opinion editorial submissions to align with themed or recognition months. This may include annual areas of focus like National Adoption Month or a state or national initiative. • Develop Opportunities for Face-to-Face and meaningful interactions with Staff o AAD “Roadshows” (when COVID-19 restrictions permit) at office locations throughout departments, once a year, to further the Agency’s commitment to open, transparent communication and staff engagement. o Develop Department and Agency Vlogs as a different medium to communicate departmentspecific or Agency-wide information designed to stay connected with staff. o Develop staff-centric Agency podcast to share cross-departmental content. o Re-name and re-design “Agency Suggestion Slot” to an online mailbox accessible through the intranet, with direct messaging to the Agency Director. o Identify personalized, informal opportunities for direct staff engagement and feedback. o Develop intranet “mailbots” for department-specific use, where staff can present information or suggestions directly to their AAD that is germane to their department. • Celebrate Employee Accomplishments o As teams and individuals accomplish significant milestones, work with departments to further enhance existing acknowledgment efforts or to develop new opportunities for personal and targeted acknowledgment programs.
SOCIAL SERVICES AGENCY COMMUNICATIONS PLAN | 4
RESPONSIBILITY #3: Provide Measurements of Progress and Success Track metrics to evaluate communications effectiveness that will guide future communications projects.
EXAMPLES •
•
•
Media Coverage News Releases
The number of releases developed or reacted to by the media.
News Sentiment
The sentiment of mentions, articles, or interviews published by the media.
Reach
The reach of advertisements (both paid and unpaid) and news stories in media outlets. Examples include ads and news stories in print and online and the number of people who saw it based on the number of publications printed or the number of people who visited the webpage where the content is located.
E-Blasts / E-Newsletters Messages/ Notifications
The number of messages or notifications developed.
Subscribers
The number of people who have signed up to receive the communication.
Open Rate
The average percentage of recipients who open the email or notification.
Click-Through Rate
The average percentage of recipients who click on an active link within the email or publication.
Websites Unique Visits
The number of distinct individuals visiting the site.
Page Views
The number of times a page on the site has been viewed.
Top Pages
The pages that are visited most frequently – the top 5-10 should be tracked regularly.
Bounce Rate
The percentage of people that navigate away from the site after only viewing one page. A lower bounce rate means that people are exploring the page and finding the information they need.
Search Terms
The more frequently a term is searched, the more likely it is that visitors are not finding what they need and suggest it may need to be displayed more prominently.
SOCIAL SERVICES AGENCY COMMUNICATIONS PLAN | 5
•
•
Social Media Followers
The number of people who subscribe to, and follow, the Agency’s pages.
Engagement
The number of people interacting with the Agency’s pages including likes, comments, tags, or shares.
Reach
The number of people who saw the Agency’s posts.
Quantity and Quality of Posts
Number of posts and metrics on content, including photos, videos, events, and surveys.
Printed Materials and Paid Advertisements Distribution Rates
•
The number of places a printed piece can be found – both physical and online – and the actual number of pieces distributed.
Other Metrics Quantity of survey responses Staff feedback Reduction in unsolicited inquiries to departments (demonstrating that the proactive messaging is working at effectively delivering the message) Digital Bulletin Board effectiveness Video views Consistency in brand use across departments
SOCIAL SERVICES AGENCY COMMUNICATIONS PLAN | 6
August – December 2021 •
Provide a link to the Agency’s Strategic Priorities on the public website
•
Meet or check-in quarterly (AAD preference) with Agency departments on current or anticipated communications needs.
•
Work with departments to establish editorial calendar and a content development process, for columns, editorials, and paid media if applicable
•
Activate an employee cross-departmental communications group or employee engagement committee to serve as liaisons among employees and leadership and facilitate cross-departmental communications
•
Develop strategies to celebrate Employee Accomplishments
January – December 2022 •
Develop and implement an Agency brand strategy (contracted services)
•
Identify ways of bringing brand understanding and appreciation to employees
•
Integrate Agency Mission, Core Values, Strategic Priorities and brand strategy in all Agency and department communications
•
Assist with content development for all-SSA emails from AADs on a topic of interest to staff on a rotational/quarterly basis]
•
Work with departments to develop opportunities for face-to-face (when COVID-19 restrictions permit) meetings and personal interactions with staff
January-December 2023 •
Make the websites more than a click-through experience. o Create a staff Digital Bulletin Board to share and connect across departments. Amplify department-specific activities. o Share positive community partner and staff stories through video content. o Develop department-specific QR codes that are mobile-friendly and can provide immediate access to information for clients, the community, and stakeholders.
January – December 2024 •
Evaluation and refinement of strategies SOCIAL SERVICES AGENCY COMMUNICATIONS PLAN | 7
APPENDIX: A STRATEGIC COMMUNICATION PLANNING PROCESS To best support departmental communications, the Agency Communications Team will assist staff with developing tailored communications strategies. This may include media pitches, content creation, and message development for internal and external stakeholders. Departments may submit the Request for Communications Planning and Support online form to identify communications projects, timelines, parameters, and preferences.
“We are stronger when we listen, and smarter when we share.” - Rania Al-Abdullah
APPENDIX: B
Request for Communications Planning and Support Please submit responses online via Microsoft Forms at https://forms.office.com/g/YqaP2Z4JJ9 This form will serve as the mechanism by which departments may request communications support from the Office of Public Affairs. The form is divided into specific communication request areas to allow departments to identify the type of assistance that is needed. A department need not complete the entire form if there is a singular or specific request that is being made. (For instance, if there is a request for media engagement to highlight an event or service, then the area to be completed would be Media Pitch Request.) Our goal is to make the request process as streamlined and simple as possible. We encourage and welcome your feedback as it relates to this goal and your experience completing the form and any improvements that can be made to help simplify the process. _____________________________________________________________________________________ What can Public Affairs assist you with? ……………………………………………………………………
DEPARTMENT CONTACTS REQUIRED: Form completed by: Name: _________________________________________________________________________ Job Title: _______________________________________________________________________ Department: ___________________________________________________________________ Phone: _______________________________ Email: ___________________________________ Department contacts for Project (if different from above): Department Contact #1 Name: Job Title: Dept: Phone: Email: Department Contact #2 Name: Job Title: Dept: Phone: Email:
Request for Communications Planning & Support – Page 1
PROJECT INFORMATION Provide a brief summary of relevant program/event information. You may also provide any relevant web link(s) or attach existing flyer/program materials. For example: • Event info (date, time, location) • Program overview (when it began, who it serves, services offered etc.) • Program outcomes/statistics • Other communications strategies previously undertaken What are the desired outcomes for a communications strategy/campaign? Include any deadline requirements. Please check the box(es) that best represents your communication needs. Department strategic communications plan Targeted communications and time-limited public awareness campaign (e.g. for a specific initiative or change in policy, etc.) Press release Complete the Media Pitch Request section of this form. Media engagement Complete the Media Pitch Request section of this form. Collateral materials (brochure, flyer, etc.) Complete the Collateral Materials section of this form. Enhanced internal department communications Other:
MEDIA PITCH REQUEST Please summarize the story you want told. Why is this story significant or unique? What do you hope is achieved by sharing this story? If the media would like conduct interviews, who may they contact? (Fill in all that apply.) NOTE: No client information will be given directly to the media. All communications will be arranged through the SSA Office of Public Affairs. SSA Staff Contact(s) Name: Job Title: Dept: Phone: Email:
Name: Job Title: Dept: Phone: Email:
Client Contact(s) Name: Phone: Email:
Name: Phone: Email:
Community Partner Contact(s) Name: Job Title: Agency: Phone: Email:
Name: Job Title: Agency: Phone: Email:
Request for Communications Planning & Support – Page 2
COLLATERAL MATERIALS REQUEST Who will provide final print approval?
Is this a new project or an update of a previous design? ☐ New ☐ Update
Distribution Method: ☐ Print
☐ Digital
☐ Both
Design type: ☐ Poster ☐ Postcard ☐ Bi-fold brochure (folds in half) ☐ Tri-fold brochure (folds into thirds)
☐ Flyer ☐ Special request ☐ Undecided / open to suggestions
If this is a special request, please describe: ________________________________________________ Desired dimensions: ________________________________________________________ Desired date of delivery: ____________________________________________________ • For new design projects (standard size brochures, flyers, postcards) – please allow 4 weeks for design and editing + 2 weeks for printing/delivery. More complex projects or translations will require additional time. Timeline for completion will also depend on other requests submitted to the Office of Public Affairs. • For text only updates – allow 2 week for updates/editing + 2 weeks for printing/delivery What translations are needed?
☐ All core languages ☐ Specific language(s) only: ____________________________
For printing requests: Print quantity: ______________________________________________ For new design projects: What do you want to achieve with this communication tool? Who is the target audience? Do you have personalized department photos that you would like to have incorporated? ☐ Yes ☐ No (Images must be high resolution with appropriate media releases completed. Depending on image resolution, images may not be suitable for printing. Public Affairs will use their discretion in determining resolution quality.) Please provide any additional details that may be helpful to the design process. You are encouraged to share samples of other electronic or printed materials that you like.
Request for Communications Planning & Support – Page 3
This is not an exhaustive list of all client populations within departmental program areas. It is meant to represent the need for targeted communications.
AUDIENCES
BOS
CalWORKs Clients
CalFresh Clients
Older Adults
Foster Youth
Resource Parents
Non-English Speakers
Internal Employees
CBOs
Community & Other Stakeholders
General Assistance Clients
APPENDIX: C
TOOLS
Agency Website
M
Community E-Newsletter
Q
Employee E-Newsletter
COMMUNICATION TOOLS
(E-Pub emailed 1x/month)
(The BUZZ emailed bi-monthly)
AN
Flyer/Poster
(Displayed in public areas where people gather)
AN
Mailer/Postcard
(Printed piece that is mailed directly to households) (Located in public display racks or on counters where business transactions occur)
Location Signage
AN
(Displays at the physical location of a project to communicate what is taking place. Ex: VITA Services Provided Here)
AN
Brochure
(Emailed directly to a targeted media list)
AS AE
AN
Media Advisory
Press Release for Website Homepage News
AN W
(Quick, high-level overview of a project for external audiences)
AN
One-Minute Meeting
(Quick, time-sensitive messages for internal audiences)
AN
Paid Print Advertising
(Oakland Post, East Bay Times, ethnic publications, weeklies)
AN
Digital Advertising
(Facebook, Instagram, etc .)
AS
AN
(Short format that can easily be shared on social media or the Agency’s website)s)
AE
Podcast
FREQUENCY KEY
(Used when Agency Director & AET want to receive direct feedback from staff but in-person gathering is not efficient)
AN - As Needed
AN AS
Tele- or Web Staff Engagement
D - Daily
(Use in storytelling to get your message across more visually. Can be shared digitally or in print)
W - Weekly
AN
Photography
M - Monthly
W
(Simlar to Yammer, designed for casual conversation and sharing)
Q - Quarterly
AN
Digital Billboard
AS - At Project Start
(Ideal for 1-on-1 communication when immediate and direct feedback is needed)
AE - At Project End
AN
Individual or Small Stakeholder Briefings
AN
Video Short Format
Most effective tool for this audience
AN
Fact Sheet
Potentially effective tool for this audience
AN
W
(Need to establish account: Nextdoor.com Social media platform targeted to neighborhoods)
Least effective tool for this audience
AN W
EFFECTIVENESS TOOL COLOR KEY
AN W
Nextdoor
AS
AE
AN
(Newsflash worthy of being added to website)
APPENDIX: D
Alameda County Social Services Agency Strategic Priorities 2019-2024 July 2019
2
Message from the Director
4
Social Services Agency Overview
5
Guiding Principles: Mission, Vision, Core Values
7
Strategic Goals
8
Alignment with Alameda County 2026
9
Goal A: Ensure Access to Public Benefits
10
Goal B: Safeguard the Well-being of Children
12
Goal C: Support and Protect Vulnerable Older Adults and Persons with Disabilities
14
Goal D: Facilitate Access to Emergency and Stable Housing
15
Goal E: Commit to Diversity, Equity and Inclusion
16
Goal F: Invest in our Workforce through Improved Recruitment, Retention, Succession Planning and Professional Development
17
Goal G: Improve Technology & Information Systems
19
Goal H: Commit to Continuous Quality Improvement by Tracking Outcomes & Performance Measures
20
Acknowledgements
3|Alameda
County Social Services Agency
Rev. 07.30.2019
The Alameda County Social Services Agency employs a diverse workforce and is comprised of four operating departments: Agency Administration & Finance; Adult & Aging Services; Children & Family Services; and Workforce & Benefits Administration. •
Agency Administration & Finance (AAF) provides employees and operating departments with strategic direction, support and the necessary tools, resources and services to achieve the Agency’s mission. AAF is comprised of the following: Human Resources Department; Finance Department; Information Systems Department (ISD); Office of Policy, Evaluation and Planning (OPEP); Office of Public Affairs and Community Relations; Program Integrity Division (PID); Training & Consulting Team (TACT); and the Workforce Development Board (WDB).
•
Adult & Aging Services (AAS) provides a coordinated, consumer focused, accessible, highquality service delivery system that protects, supports and advocates for dependent adults, particularly those with disabilities, as well as the vulnerable elderly and aging population. AAS administers the following programs: Adult Protective Services; the Public GuardianConservator; the Public Administrator; In-Home Supportive Services (IHSS); the Public Authority for IHSS; Area Agency on Aging; Long-Term Care Ombudsman Program; and the Veterans Services Office.
•
Children & Family Services (CFS) provides children in Alameda County with the opportunity to grow and develop in a safe, healthy, nurturing, and stable home. CFS strives to ensure children receive the support and security that a family, extended family, or alternate family can provide. CFS administers the following programs: Emergency Response; Dependency Investigations; Family Reunification; Family Maintenance; Family Preservation; Independent Living Skills Program; Permanent Youth Connections; Kinship Support Services Program; Prevention and Early Intervention Programs; and Resource Caregiver Recruitment, Training & Support Services.
•
Workforce & Benefits Administration (WBA) promotes self-sufficiency and provides continuing economic assistance through public and private sector partnerships while fostering a workforce development system which supports individuals and families. WBA administers mandated public assistance programs and provides the required employment and supportive services for individuals and families. Programs include: CalWORKs; CalFresh; California Food Assistance Program (CFAP); Medi-Cal; CalFresh Employment & Training (CFET); General Assistance (GA); Refugee Cash Assistance; Refugee Employment Services; Cash Assistance Program for Immigrants (CAPI); and Cal-Learn.
4|Alameda
County Social Services Agency
Rev. 07.30.2019
Our Mission To promote the economic and social well-being of individuals, families, neighborhoods and communities.
Our Vision In partnership with community organizations, private institutions, advocates and other public agencies, we strive to better equip those we serve to overcome challenges on their path to selfsufficiency and family stability to ensure that individuals are successful; families are healthy; and neighborhoods thrive.
Our Core Values Respect • • •
We are a welcoming workplace where everyone is treated with dignity and respect. We use words and actions that model respect to the people we serve and one another. We believe issues of race and equity are important, and our composition increasingly reflects the communities we serve.
Integrity • • •
We follow through on what we say we will do and get consistently solid results. We uphold client confidentiality and privacy. We act honestly, responsibly and ethically at all times.
Customer Service • • •
We are helpful, professional, and polite by actively listening, practicing empathy, and making eye contact. We are patient and accommodating to clients and community partners when explaining our process. We strive to be solution focused by exploring all available options with our clients.
5|Alameda
County Social Services Agency
Rev. 07.30.2019
Our Core Values (Cont’d)
Initiative • • •
We value new ideas and innovation to traditional approaches, balancing resources of staffing, finances, workload and time. We practice a flexible, collaborative approach to decision making. We nurture our staff with professional development opportunities, allowing them to contribute and connect with leadership as a voice in shaping the Agency’s direction.
Responsibility • • •
We serve vulnerable populations with clear and focused goals that help establish a unified purpose and direction. We use data and performance monitoring to drive our core work, leading to improved community outcomes. We leverage technology and systems improvements to increase our efficiencies and to provide the highest quality of assistance.
6|Alameda
County Social Services Agency
Rev. 07.30.2019
We will strengthen safety net services by: •
Ensuring access to public benefits programs, such as CalFresh, CalWORKs, General Assistance, In-Home Supportive Services and Medi-Cal, for eligible individuals and families.
•
Safeguarding the well-being of children by supporting biological and resource parents, as well as promoting permanency and lifetime connections for foster youth.
•
Supporting and protecting vulnerable older adults and persons with disabilities by enhancing access to vital programs and coordinating systems of care.
•
Facilitating access to emergency and stable housing through partnerships with other county agencies/departments, cities and community-based agencies.
•
Committing to diversity, equity & inclusion by cultivating an informed and thriving workforce and supporting communities.
•
Investing in our workforce through improved recruitment, retention, succession planning and professional development.
•
Improving technology & information systems that will allow us to be more efficient, agile & responsive to service delivery.
•
Committing to continuous quality improvement by tracking outcomes and performance.
7|Alameda
County Social Services Agency
Rev. 07.30.2019
Alameda County Vision 2026 created the roadmap of goals and guiding principles for each County Agency/Department. The shared vision rests in four main areas: Thriving and Resilient population; Safe and Livable Communities; Healthy Environment; and Prosperous and Vibrant Economy. Through our strategic goals, this document will serve as a guidepost for the Alameda County Social Services Agency to fulfill its mission and achieve agency goals. To achieve alignment with Alameda County Vision 2026, we are committed to accomplishing our strategic goals over the next five years.
Ensure access to public benefits
Safeguard the well-being of all children
Support and protect vulnerable older adults and persons with disabilities
Commit to quality improvement by tracking outcomes and performance
Commit to diversity, equity and inclusion
Improve technology & information systems
8|Alameda
County Social Services Agency
Facilitate access to emergency and stable housing
Invest in our workforce through improved recruitment, retention, succession planning and professional development
Rev. 07.30.2019
We will ensure access to benefits for those who are eligible through services in our core operating departments of Workforce & Benefits Administration, Children & Families Services and Adult & Aging Services. Key Area Access to Benefits and Supportive Services
Objectives • • • • • • •
Food Access
• • • •
Workforce Development (Client-focused)
• • • • • • •
Partnerships
• •
9|Alameda
Complete WBA’s Strategic Plan (Balanced Scorecard) process and move towards implementing components to improve service. Increase access to and maintain continuity of public assistance benefits and integrate with supportive services enrollment. Support program flexibility to reduce barriers and maintain services to vulnerable populations and oppose any burdensome restrictions, regardless of their immigration status. Support and increase efforts that promote the efficient administration of, and increased access to, program services and benefits, as well as improve customer services. Incorporate enhanced technology for more streamlined processing and access to benefits. Improve the processing timeliness of Medi-Cal applications and renewals. Implement telephonic signatures. Preserve, support, and expand programs which improve and ensure easy access to fresh, nutrient rich foods for all communities/populations and address food “deserts” in community plans and development. In coordination with ALL IN and Alameda County Sheriff’s Office, launch and sustain a food recovery pilot. Reduce the CalFresh error rate. Expand implementation of the CalFresh prepopulated application. Support career education at the K-12 and higher education levels. Invest in and support education for the 21st century workforce including adult education programs, certificate programs and affordable post-secondary education. Ensure clients have access to quality labor market information that aligns with local and regional economies. Support competitive integrated employment opportunities for people with disabilities. Increase training, employment opportunities and job placement for clients. Increase the Work Participation Rate (WPR) and participants’ engagement in employment programs. Work more closely with the Workforce Development Board (WDB) to enhance training and job opportunities for our clients. Increase partnerships with school districts, community-based organizations, private institutions and other public systems to improve county-wide access to public benefits. Increase partnerships for the homeless population.
County Social Services Agency
Rev. 07.30.2019
• •
10 | A l a m e d a
Be proactive and prepared for legislative and programmatic changes, including by strengthening relationships with labor for quicker implementation strategies. Improve collaboration among SSA departments.
County Social Services Agency
Rev. 07.30.2019
We will safeguard the safety and well-being of all children by supporting biological parents in developing skills to enhance family functioning and increasing networks of support to maintain safe, nurturing homes. We will recruit and retain quality resource families. We will promote permanency and lifetime connections for all youth and assist non-minor dependents in a smooth transition to adulthood.
Key area Advocacy & Support
Objectives • • •
Funding and Reform Efforts
• •
Quality Improvement
• • • • •
11 | A l a m e d a
Increase access to appropriate services/programs for children and youth who have experienced or are at-risk of experiencing abuse, neglect, or exploitation, including supports for their caregivers. Connect/refer eligible caregivers, guardians and foster youth to CalFresh and Medi-Cal and other services as appropriate. Reduce barriers to services/programs. Align and innovate around state and federal funding streams and regulations to adequately support the well-being of children who are in, or at-risk of entering, the foster care system. Support the successful implementation of the Continuum of Care Reform and Resource Family Approval to ensure fully funded and supportive stable placements for children removed from their home. Ensure permanency within 12 months for youth entering foster care. Increase permanency for children and youth who have been in foster care for 12-23 months. Increase permanency for children and youth who have been in foster care over 24 months. Increase timeliness of emergency and compelling reason resource family approvals. Increase timeliness of referral investigations (10 days).
County Social Services Agency
Rev. 07.30.2019
With a growing population of older adults, we strive to restore, stabilize and expand funding for vital programs and coordinate systems of care. Our agency will lead efforts that seek to build a more efficient delivery system that strengthens access to home and community-based services so that Alameda County residents of all ages can live in dignity and independence. Key Area Partnerships
Objectives • • • • • •
Elder Justice
•
• • • Older Adults Services
• • • • • • • •
12 | A l a m e d a
Improve efforts to address elder abuse and exploitation that includes increased awareness, as well as enhanced partnerships with law enforcement and the District Attorney. Increase partnerships with public and community agencies to assist vulnerable clients to receive In-Home Supportive Services. Work with ALL IN to reduce food insecurity for seniors. Collaborate across public and private systems to serve dependent adults with high needs. Support LGBT-friendly programs. Improve County-wide disaster planning efforts for dependent adults. Support policies and initiatives that increase available resources and protections and enhance coordination of services for older adults and individuals with disabilities who have experienced or may be at significant risk of physical or financial abuse, neglect, and/or exploitation. Draft legislative proposals that strengthen the elder justice system. Support adequate and stable funding for Adult Protective Services and Public Guardian. Advocate for increased or improved services to seniors in existing and new programs. Coordinate an integrated system of care to preserve, support and expand programs and policies that promote healthy aging and aging-in-place and protect access to critical older adult services and programs. Protect, preserve, and increase funding for federal programs mandated under the Older Americans Act (OAA) such as the Area Agency on Aging (AAA). Participate in regional collaboratives. Build awareness and promote responses to key issues for elders. Support employment programs and opportunities for older workers who need work and/or supplemental income to remain self-sufficient. Expand senior injury prevention programs, respite care and nutrition programs. Expand behavioral health services. Determine high utilizer “hotspots” and target interventions.
County Social Services Agency
Rev. 07.30.2019
• • • •
In-Home Supportive Services (IHSS)
• • • •
Veterans Services
• • •
13 | A l a m e d a
Develop and promote an "Embracing Aging" training curriculum. Support inclusion of the voice of older adults in significant initiatives. Promote data collection and reporting on older adults and unify reports on services. Create backgrounders on key age-friendly topics, incorporating available data. Promote Age Friendly awareness to cities. Ensure eligible recipients are enrolled in the program and can hire qualified home care workers to assist them to remain safely in their own homes. Build capacity and provide support for providers. Expand presence in the community for providers Support programs and funding that assist veterans with accessing benefits. Increase access to benefits for veterans, their survivors, and dependents through assistance with filing benefit claims, waivers, and appeals. Expand presence in the community for veterans.
County Social Services Agency
Rev. 07.30.2019
Responding to the need of Alameda County residents, our Agency is committed to continuing to work closely with shelter providers, advocates, homeless and formerly homeless, cities and county departments to build valuable partnerships and create sustainable programs to address the growing homelessness crisis. Key Area
Objectives
Prevent Homelessness
• • • • • •
Housing Preservation
• • •
Increase funding and coordination for comprehensive services and emergency housing to assist moving the homeless into permanent, stable housing. Invest in additional shelter beds for targeted populations. Increase/expand outreach services to shelters and encampments. Collaborate with other County agencies – Community Development Agency, Health Care Services Agency, Public Works Agency, and the Sheriff’s Office – to develop an Encampment Toolkit to assist unsheltered persons. Participate in the County Emergency Response Team to coordinate responses to encampments. Reduce the number of people experiencing homelessness in the unincorporated areas of the County and link the homeless to needed services and housing resources. Invest in strategies that protect and enhance support to preserve housing and prevent eviction for families and individuals including those who are victims of abuse, financial abuse, or neglect. Create a discretionary fund to assist individuals with one-time emergency housing needs. Partner with the Oakland Housing Authority to augment the CalWorks Housing Support Program, assisting CalWORKs families in Oakland who are at risk for homelessness.
Expand Housing Resources
•
Protect and seek funding to develop and support affordable, accessible, and integrated housing for County residents, including foster youth, immigrants, older adults and individuals with disabilities.
Independent Living
•
Support programs that enable older adults and individuals with disabilities to stay in their own homes and reduce displacement. Advocate for increased service to seniors in existing and new housing initiatives. Promote alternative housing options, such as shared housing.
• • Youth Homelessness
• •
14 | A l a m e d a
In coordination with ALL IN, establish and sustain a Youth Action Board to advise county agencies and service providers on issues related to homelessness among transition-aged youth. Expand emergency shelter options for youth.
County Social Services Agency
Rev. 07.30.2019
As an Agency, we advocate for programs that help improve the lives of immigrants, refugees, LGBTQ, women and children, boys and men of color, fathers and the disabled—to foster stronger communities and effect positive social change. Racial equity tools are designed to integrate explicit consideration of racial equity in decisions, including policies, practices, programs, and budgets. Key Area
Objectives
Equity and Opportunities for All
• • • •
Advocacy
• •
Protect and support policies and practices that eliminate disparities and ensure equitable opportunities and better futures for clients. Continue to actively participate in the Countywide Government Alliance for Race and Equity (GARE) efforts. Support policies and partnerships that focus on addressing critical challenges faced by people of color. Support initiatives and policies that promote and create father-friendly practices that encourage increased male involvement in the intellectual, emotional, and financial well-being of their children and families. Draft issue briefs that analyze the delivery of services to help develop strategies and actions that reduce racial inequities. Support legislation that promotes equity.
Language Accessibility
•
Ensure all materials, including the Agency website, are available in all threshold languages to promote equal access to services for all clients.
Racial Equity tools
•
Use Race & Equity tools to capture an overall approach to integrating race equity into routine decision making. Protect and support policies and practices that eliminate racial disparities and ensure equitable opportunities and better futures for all County residents. Oppose any discriminatory or unequal treatment based upon immigration status.
• • Immigrant Services
•
Protect and increase access to services for immigrants, including deferred action, temporary protected and undocumented immigrants, refugees, and asylees.
Individuals with Disabilities
•
Support policies and programs that preserve, support, and expand services and opportunities for individuals with disabilities. Preserve and support the Americans with Disabilities Act (ADA) and protect civil rights. Increase employment opportunities by using the “Comprehensive Integrated Employment Blueprint” framework.
•
15 | A l a m e d a
County Social Services Agency
Rev. 07.30.2019
The Alameda County Social Services Agency’s strongest asset is its employees. We are committed to providing professional development opportunities and skills training that prepare our staff for success. The Agency’s goal is to effectively recruit, hire and retain high performing staff. We aim to create a culture of success by providing an exceptional work environment that is intellectually challenging and high functioning. Our staff are pro-active and passionate about services and needs of our community. Key Area
Objectives • •
Recruitment
• •
Retention
• • •
Equity and Inclusion
• Education and Training for Staff
16 | A l a m e d a
•
Streamline hiring and on-boarding process. Provide continuous hiring with multiple cohorts onboarding simultaneously. Increase awareness of SSA employment opportunities through strategic marketing. Improve staff productivity by engaging staff, promoting an environment of open communication, offering diverse training opportunities and encouraging staff to take leadership roles, sharing in the Agency’s vision, and building collaboration and trust. Increase opportunities for staff development. Continually evaluate tools for staff to increase productivity, accuracy and effectiveness. Build a diverse staff and strongly encourage applications from candidates of all racial/ethnic and socio-economic backgrounds and individuals of all types of abilities. Ensure all staff are trained in equity and inclusion priorities. Provide culturally competent training for staff to assist and advocate for individuals with disabilities, survivors of domestic violence, those struggling with substance abuse, mental health, and dual/triple diagnoses.
County Social Services Agency
Rev. 07.30.2019
Technological advances are crucial to building trust with our clients, partner agencies and communities. We are committed to improving our technology systems to allow us to be more efficient and agile in responding to ever-changing client services. Implementing effective technological operational processes will help our Agency maximize productivity for a seamless client experience. Key Area
Objectives •
Data Sharing
• • •
Technology Efficiency
•
• • • • • •
End-User Technology Support and Customer Service
• •
17 | A l a m e d a
Develop policies and systems to make it easier for organizations to share data to better serve clients. Create secure and meaningful data exchanges between systems and services and support data security efforts. Enhance collaboration across County agencies/departments with the use of digital solutions. Assess the usability of providing virtual services, including video conferencing, electronic signature, expanded use of text messaging, and automated response systems. Create a positive customer experience by making available self-service waiting rooms, including charging stations and interactive, multifunction kiosks to access and submit forms for all agencyadministered programs, with language selection and disability accommodations. Explore options to create a simplified/single application for eligibility. Expand electronic document submission to include eSAR7s in all threshold languages, as well as renewals, redeterminations and recertifications (RRRs). Improve document imaging process as part of the migration from CalWIN to CalSAWS, a single Statewide Automated Welfare System. Expand the use of informational/training videos, such as those on YouTube.com, to inform both the public and staff of current and emerging tools. Pilot the use of a mobile application to track emergency shelter bed utilization rates for homeless individuals. Use performance data to inform evidence-based decision making as it relates to contracts, program evaluation, cost-benefit analysis, and continuous improvement of programs and services. Create a search tool for staff to clarify policies/procedures and provide quick information on programs. Encourage the use of on-line (Skype) trainings/meetings to work more efficiently.
County Social Services Agency
Rev. 07.30.2019
•
18 | A l a m e d a
Enhance IT customer support to improve and simplify accessibility of technology resources for all.
County Social Services Agency
Rev. 07.30.2019
As an Agency, we are accountable and transparent in our practices to deliver the highest quality of care. Improving our data collection systems will assist to integrate program planning and budgeting with a focus on meaningful and effective programs. Measuring performance is key to evaluating how well our community programs are doing and whether we are able to serve our communities efficiently and effectively.
Key Area Improve Program Effectiveness
Objectives • • • • •
Focus on Quality Assurance
•
Strengthen partnerships with contractors by establishing regular (annual and biannual) meetings to update partners on Agency’s vision and direction. Ensure contractors are aware of and trained in data collection. Collect meaningful data to improve program delivery. Develop MOU’s for data sharing. Institutionalize the regular use of data reports by executive and senior managers as a tool for measuring performance and accountability.
• •
Ensure performance measures are embedded in 100% of all programs, contracts and initiatives. Conduct regular sight visits for monitoring. Complete implementation of a data base for capturing performance measures.
Process Improvement
• •
Promote agency wide staff and customer feedback to improve processes. Enlist outside agencies to evaluate processes to help improve services to clients.
Innovative Approaches
• • •
Cross-train with other counties. Foster regional policy efforts. Increase the use of multimedia advocacy tools.
Optimize Data
• • •
Explore interactive data reporting. Promote data governance. Increase use of data-driven decision making.
Advocacy
• •
Expand community outreach. Pilot a personnel, administration, and legislation platform to increase policy recommendations.
19 | A l a m e d a
County Social Services Agency
Rev. 07.30.2019