Data mining in children and family services: the Contra Costa County experience.

Despite access to a comprehensive administrative database that would allow for timely data retrieval and utilization, regular use of data to inform service provision remained infrequent at one children and family services agency. To address this issue, a research and evaluation manager was hired to facilitate regular data use and evidence-informed service provision. This led to a shift in agency culture that moved from viewing data collection as a burden and threat, to now valuing data as a powerful tool for improving programs and outcomes for children and families. This case study presents the experiences of this agency, describing the process by which the research and evaluation manager was hired, how data are now used by the agency, significant changes resulting from the agency's new data use practices, and perspectives of the evaluator and staff on data use and changes in agency culture.

Using evidence-based accreditation standards to promote continuous quality improvement: the experiences of the San Mateo County Human Services Agency.

Following a difficult period of service provision, an agency determined that drastic changes were needed to improve agency-wide capacity and functioning. The agency engaged in an organizational level self-assessment aimed at identifying areas for improvement and beginning work towards determining professional standards for service. Results of this organizational self-assessment paved the way for pursuing accreditation of its services, and the agency became the first public agency in its state to be accredited by the Council on Accreditation in all eligible services. This case study describes this agency's efforts in engaging in an organizational self-assessment, the analysis and codification of their practices, and their eventual development of a systematized process for capturing, evaluating and improving practice.

Knowledge capture and the retirement of the director of finance: succession planning in the San Mateo County Human Services Agency.

Concern over the impending retirement of several top-level managers led a county agency to engage in efforts aimed at more efficient succession management. Administrators developed plans to prevent the loss of invaluable knowledge and wisdom accompanying retirement of experienced agency leaders. The agency's Director of Finance (DoF) was one of the first key figures projected to retire, and a succession plan was implemented to transfer his knowledge for use after his departure. The knowledge transfer process involved three stages, including: (1) employing the DoF as teacher, having him develop curricula and conduct trainings; (2) engaging the DoF as mentor, allowing an existing staff member and the DoF's successor to shadow and be coached by the DoF; and (3) developing a knowledge management system that could be used after the DoF departed. This case study describes the knowledge transfer process and experiences shared by the DoF and this agency.

Learning from staff to share knowledge and inform decision-making: the Contra Costa County experience.

In an effort to increase staff engagement and opportunities for greater two-way communication between managers and staff, a strategic plan was developed involving administration of an agency-wide staff satisfaction survey. A comprehensive survey was administered to nearly 1700 employees throughout the agency, which encompasses several diverse bureaus ranging from child and family services, aging and adult services, and a workforce investment board. The online survey included 36 questions aimed at gathering staff perspectives on job satisfaction, work expectations, supervision, and information sharing within the agency. 825 employees responded to the survey, and findings were analyzed and shared agency-wide. Results of the survey have been used to inform ongoing agency change and to facilitate continued engagement of staff in organizational goals and initiatives.