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City of Los Angeles Community Action Agency

City of Los Angeles Community Action Agency. The Redesign of the City’s Human Services Delivery System and roadmap to Performance Excellence. Community Development Department (CDD).

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City of Los Angeles Community Action Agency

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  1. City of Los AngelesCommunity Action Agency The Redesign of the City’s Human Services Delivery System and roadmap to Performance Excellence

  2. Community Development Department (CDD) Administrative Entity for $170 million in Workforce Investment Act Funds and Community Development Block Grant Funds 270 Staff Members Administrators of all Workforce Development and Anti-Poverty Initiatives within the City of Los Angeles 225,000 City residents served annually Three Operational Systems: Workforce Development System, BusinessSource System, and FamilySource System

  3. What We Do • Provide employment and training services to unemployed, underemployed residents of the City as well as services to those who are about to be laid off from employment. Services are provided through our Workforce Development System comprised of 18 WorkSource Centers and 13 OneSource Centers. • Provide social and supportive services to low and moderate-income residents through the FamilySources System comprised of 21 FamilySource Centers. • Provides direct and indirect financial and technical assistance programs that promote business growth and job creation in economically depressed areas of the City through 6 BusinessSource Centers.

  4. Why Redesign? Imagine your department under attack. Your department is threatened—your human service delivery system is to be dismantled and moved to the Mayor’s office. The threat materializes and some funding is moved, with a looming risk that additional funding that directly supports your anti-poverty programs will be removed. External players (e.g., Mayor, City Council, Community) are questioning the effectiveness of your service delivery and your funded programs are highly scrutinized. Your department leadership acknowledges the problem internally but nothing is happening to resolve the issues. Following are the strategies we implemented to prevent the additional transfer of dollars and the efforts we made to revamp our system.

  5. CONTROLLER’S REPORT (Opportunity for Improvement-OFI) The Anti-Gang Strategy Report of 2/14/08 identified: • Duplication of effort between programs • Gaps in service • Specialized services as disparately available • No continuum of services • No competitive procurement • Lack of a strategic objective • Inconsistent monitoring from too many contracts

  6. CDD Response Conducted a Process Improvement exercise (PIE) Goal to implement a center-based model that replicates CDD’s Workforce Development System Require core services be provided at a single location—FamilySource Center Have all Centers partner with other CDD- funded programs, including WorkSource and OneSource Centers

  7. Issues that Plague Public Sector Agencies • Significant funding reductions and the state of the national economy. • Multiple layers of oversight and requirements. • Established performance goals not being met or no clear performance goals established. • Poor public perception.

  8. Former vs. New System Former System: • 12 Family Development Networks (FDN) • 73 Neighborhood Action Programs (NAP) • 7 Youth and Family Centers (City managed) • 13 Specially Targeted Programs (STP) Total =105 contracts New System: • 21 FamilySource Centers (5 City managed) • 18 Specially Targeted Programs (STP) New Total= 39 Contracts

  9. Benefits of the New Model • Doubles the number of City residents currently served from 25,000 to 50,000 • Implements a “No Wrong Door” service delivery model

  10. FamilySource System • System provides social and supportive services to low and moderate-income residents • 21 FamilySource Centers • Goal: Serve 50,000 City residents annually • Serve as the vehicle to promote City’s Anti-Poverty Initiative's.

  11. Planned Outcomes Increased academic success for youth and adults Increased family income

  12. Outcome 1: Increase Family Income Indicators of success—Individual or family: • Obtained a job (long-term or short-term) • Opened a bank account • Obtained post-secondary education/financial aid • Obtained GED/ABE • Obtained training program certificate • Obtained child support • Obtained child care • Enrolled in utilities discount program • Obtained Child Tax Credit, Earned Income Tax Credit or other Credit • Obtained low income auto insurance • Obtained health services/insurance • Obtained food stamps • Obtained TANF/CalWORKS • Obtained WIC (Women Infants Children food program) • Obtained other public benefit (income) assistance

  13. Outcome 2: Increase Academic Achievement Indicators of Success—Youth & Adults: Improve grades Improve reading/math skills Improve school attendance Grade level advancement (retention) Re-entered school (for Out-of-School youth) Obtained High School Diploma or GED Advanced ESL

  14. FamilySource Core Services Multi-benefit screening (i.e., public benefits, discount utilities program, EITC, low-cost health insurance, other City/County programs) Intensive services that require staff support, including developing service plan for the family Pre-employment/employment support Financial literacy Free tax preparation services Computer literacy Parenting classes Youth Services: tutoring, mentoring, youth leadership, college access, recreational, and cultural activities Legal services

  15. Integration of Performance Excellence Standards

  16. CDD’s Steps on its Performance Excellence Journey • Development of Scorecard & Metrics for all Operational Work Processes • Strategic Planning • Mandatory participation of all Executive Management in Performance Excellence Training & Baldrige Criteria • Establishment of Customer Satisfaction Surveys • Training of all staff in Baldrige Criteria • Process Improvements

  17. Performance Evaluation in the Public and Nonprofit Sectors Some Negative Perceptions… Funding of government and nonprofits viewed as an entitlement Customer satisfaction not a priority Performance excellence is for the private sector only There is no Market Share to measure in the public or nonprofit sectors Net result—value of public/nonprofit services are questioned

  18. Work to Change Perception Used performance excellence lessons learned in Workforce Development Trained all staff as CAPE examiners Reevaluated our processes Required all contractors to apply for CAPE Award As of 2012, ALL 21 FSC’s received a CAPE award.

  19. Performance Evaluation Measuring Contractors annually using a SOFA Customer Satisfaction Performance Outcomes Volume or Flow of customers Administrative Capability Four Star Evaluation

  20. Thank you!Contact Information: Abigail Marquez abigail.marquez@lacity.org 213.744.9307

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