City of Los Angeles Community Action Agency

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City of Los AngelesCommunity Action Agency

• The Redesign of the Citys
• Human Services Delivery System and roadmap to
  Performance Excellence

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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

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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.

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Why Redesign?
Imagine your department under attack. Your
department is threatenedyour human service
delivery system is to be dismantled and moved to
the Mayors 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.
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CONTROLLERS 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

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CDD Response

• Conducted a Process Improvement exercise (PIE)
• Goal to implement a center-based model that
  replicates CDDs Workforce Development System
• Require core services be provided at a single
  locationFamilySource Center
• Have all Centers partner with other CDD- funded
  programs, including WorkSource and OneSource
  Centers

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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.

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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

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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

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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 Citys
  Anti-Poverty Initiative's.

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Planned Outcomes

1. Increased academic success for youth and adults
2. Increased family income

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Outcome 1 Increase Family Income

• Indicators of successIndividual 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

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Outcome 2 Increase Academic
Achievement

• Indicators of SuccessYouth 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

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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

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Integration of Performance Excellence Standards
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CDDs 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

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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 resultvalue of public/nonprofit services are
  questioned

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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 FSCs received a CAPE award.

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Performance Evaluation

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

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FamilySource System Scorecard (10/1/11-3/31/12)  
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Thank you!Contact Information

• Abigail Marquez abigail.marquez_at_lacity.org
• 213.744.9307