The 2024-25 Budget: Child Welfare

Feb 26, 2024 - Stakeholders estimate 87 percent of FURS contacts result in successful placement stabilization and ongoing supports for the youth and/or caregiver. Supervised Independent Living Placement (SILP) Housing Supplement Types of services provided: The supplement is intended to provide additional housing funds, in line with federal Fair Market Rents, for foster youth placed in SILPs.
https://lao.ca.gov/Publications/Report/4855

The 2020-21 Budget: Department of Social Services

Feb 24, 2020 - Over the past ten years, the average number of monthly hours per case for IHSS has increased by 29  p ercent, from about 87 p aid hours in 2009 ‑ 10 t o an estimated 112 p aid hours in 2019 ‑20. Between 2009 ‑10 and 2012 ‑13, average paid hours per case remained relatively flat —at around 87 hours.
https://lao.ca.gov/Publications/Report/4175

The 2021-22 Spending Plan: Human Services

Nov 22, 2021 - During the first year of FFPSA implementation, a county may elect to begin providing prevention services by providing written notice to DSS prior to fully completing its com prehensive prevention plan.
https://lao.ca.gov/Publications/Report/4476/3

Measuring CalWORKs Performance

Sep 6, 2017 - Performance Measurement in the Minnesota Family Investment Program (MFIP) Minnesota ’s Temporary Assistance for Needy Families program, referred to as MFIP, is administered locally by 87 counties and four tribal employment service providers.
https://lao.ca.gov/Publications/Report/3702

California’s Child Welfare System: Addressing Disproportionalities and Disparities

Apr 24, 2024 - This report examines disproportionalities and disparities across California’s child welfare system in terms of income and race/ethnicity. The report provides background on the child welfare system, describes child welfare system disproportionalities and disparities, and lays out potential drivers of these inequities.
https://lao.ca.gov/Publications/Report/4897

Evaluation of the Statewide Project Management Office

Dec 7, 2017 - This allowed the PMO to test the potential of the centralized project management approach and build the reputation and capacity of the office gradually, with the intention of scaling up to larger, more com plex projects once the office was more established.
https://lao.ca.gov/Publications/Report/3723