Goals Achievement Goals Achievement Partnership (GAP) SurveyPartnership (GAP) Survey

Why the GAP survey was administered

Reasons for the GAP SurveyReasons for the GAP Survey To gain an understanding of what staff perceives

as the three biggest problems (GAPS) preventing staff from assisting CalWORKs customers participate in WTW activities

To gather staff ideas on how these problems may be solved

To assess differences in perception between line staff and administration

To assess who “walks the talk” when it comes to providing leadership for the Monterey County Values

Overall GoalOverall Goal

To improve our services to Monterey County CalWORKs customers and assist them toward self-sufficiency in the remaining time available on their Welfare-To-Work (WTW) time clocks

Breakdown of GAP RespondentsBreakdown of GAP Respondents

Division Line Staff Admin Total

Employment Services

10 12 22

Benefits 35 9 44

Staff Development

0 4 4

System Support

1 1 2

Fiscal 2 2 4

Services 4 1 5

Total 52 29 81

Problem Identification (GAPS)Problem Identification (GAPS)

What do you believe are the three biggest problems (GAPS) preventing staff from assisting CalWORKs customers move toward participation in employment or training activities?

““Three Biggest Problems” Three Biggest Problems” (Employment Services)(Employment Services)

Line Staff Caseloads and

Insufficient Number of Staff

Providing Services to Special Customer Populations

Lack of Training (staff knowledge)

Administration Caseloads and

Insufficient Number of Staff

Lack of Systems Support to Make Informed Decisions

Lack of Training (customer service)

““Three Biggest Problems/GAPS” Three Biggest Problems/GAPS” (Benefits Division)(Benefits Division)

Line Staff High Caseloads Low Morale Lack of Time With

Customers

Administration High Caseloads Lack of Time With

Customers Lack of Follow-Up

With Sanctioned Customers

What changes in current practices would you What changes in current practices would you recommend to improve staff’s ability to help move recommend to improve staff’s ability to help move

CalWORKs customers toward participation in CalWORKs customers toward participation in employment or training activities? employment or training activities?

(Employment Services)(Employment Services)

Line Staff Reduce the Size of

Caseloads Increase Number

of Trainings and Improve Quality

Improve WTW Caseload Management

Administration Reduce the Size of

Caseloads Increase Number of

Trainings and Improve Quality

Improve Collaboration Between CWES/Benefits Divisions

What impact will your recommendations What impact will your recommendations have on current programs and services? have on current programs and services?

(Employment Services)(Employment Services)Line Staff Better Service to

Customers Improved Staff

Knowledge

Administration Better Service to

Customers More

Knowledgeable Staff Base

What changes in current practices would you What changes in current practices would you recommend to improve staff’s ability to help move recommend to improve staff’s ability to help move

CalWORKs customers toward participation in CalWORKs customers toward participation in employment or training activities? employment or training activities?

(Benefits Division)(Benefits Division)

Line Staff Reduce the Size of

Caseloads Transfer all WTW

Responsibilities to CWES

Provide WTW Policy & Systems Training

Administration Reduce the Size of

Caseloads Co-locate

CalWORKs Benefits Workers With CWES workers

Agency Effectiveness

What impact will your recommendation What impact will your recommendation have on current programs and services?have on current programs and services?

(Benefits Division)(Benefits Division)Line Staff More Time With

Customers Increase Quality

Service Improve WTW Staff

Knowledge Base

Administration More Time With

Customers Increase Quality

Service Agency

Effectiveness: Outcomes

4. Most DSS employees believe in and are living up 4. Most DSS employees believe in and are living up

to the County’s RICH values?to the County’s RICH values?     Strongly

AgreeAgree Disagree Strongly

Disagree

Employment Services

Line Staff0% 45.5% 45.5% 9%

Administration

0% 62.5% 25% 12.5%

Benefits Line Staff3% 51% 41% 5%

Administration

14.3% 71.4% 14.3% 0%

5. Most DSS employees believe that administration 5. Most DSS employees believe that administration

is living up to the County’s RICH values?is living up to the County’s RICH values?

    Strongly Agree

Agree Disagree Strongly Disagree

Employment Services

Line Staff

0% 8.3% 66.7% 25%

Administration

0% 69% 31% 0%

Benefits Line Staff

0% 29% 50% 21%

Administration

0% 86% 14% 0%

4. Most DSS employees believe in and are living up 4. Most DSS employees believe in and are living up to the County’s RICH values?to the County’s RICH values?

0%

51%

43%

6%4%

65%

22%

9%

0%

10%

20%

30%

40%

50%

60%

70%

StronglyAgree

Agree Disagree StronglyDisagree

Line Staff Responses

% o

f re

spo

nse

s

Employment Services LineStaff (47)

Benefits Line Staff (23)

5. Most DSS employees believe that administration 5. Most DSS employees believe that administration is living up to the County’s RICH values?is living up to the County’s RICH values?

0%

8%

67%

25%

0%

29%

50%

21%

0%

10%

20%

30%

40%

50%

60%

70%

StronglyAgree

Agree Disagree StronglyDisagree

Line Staff Responses

% o

f re

spo

nse

s

Employment ServicesLine Staff (12)

Benefits Line Staff (38)

4. Most DSS employees believe in and are living up 4. Most DSS employees believe in and are living up to the County’s RICH values?to the County’s RICH values?

0%

69%

31%14% 14%

0%

88%

13%0%

71%

0%

20%

40%

60%

80%

100%

Strongly Agree Agree Disagree Strongly Disagree

Administration Responses

% o

f re

sp

on

ses Employment Services

Admin (13)

Benefits Admin (7)

StaffDevelopment/SystemsSupport Admin (8)

5. Most DSS employees believe that administration 5. Most DSS employees believe that administration is living up to the County’s RICH values?is living up to the County’s RICH values?

0%

69%

31%

0%

86%

14%

0%10%20%30%40%50%60%70%80%90%

StronglyAgree

Agree Disagree StronglyDisagree

Administration Responses

% o

f re

spo

nse

s

Employment ServicesAdministration (13)

Benefits Administration(7)

RecommendationsRecommendations

Evaluate Agency & Program Effectiveness Establish a Process for Setting WTW

Priorities and Timelines for Overall Strategic Planning Purposes

Co-locate CalWORKs Benefits/CWES Staff Conduct Annual GAP Survey to Gather

Progress WTW Program Implementation