GRANT APPLICATION TO KRESGE FOUNDATION

4/9/2019 Kresge Foundation
Maricopa County Human Services Department
Phoenix, AZ
Grant Period: 11/1/2019 - 10/31/2021
R-1901-277573 | National NextGen Initiative
*Please select the program that you are National NextGen Initiative
applying for:
Organization: Maricopa County Human Services Department
Grant Contact: Jacqueline Edwards
Chief Executive Officer:
Authorized Financial Contact:
▼ Organization Information
Add/Change Grant Contact: No
Add/Change CEO: Yes
CEO Contact Information
Prefix
First Name Bruce
Middle
Last Name Liggett
Suffix
Title Director, Human Services Department
Phone
Email
If this is new CEO contact, do they No
need a Fluxx login?
Is the CEO's address different than the No
organization's address?
Add/Change Finance Contact: Yes
Update Finance Contact Information
Prefix
First Name Nicole
Middle Name
Last Name Forbes
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Update Finance Contact Information
Suffix
Title Finance & Budget Manager
Phone
Email
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need a Fluxx login?
Is the Finance contact's address No
different than the organization's
address?
If you need to update your organization’s information, please save your request first and then click on the
Organization tab within the menu on the left.
Current Organization Information on File
Organization Name Maricopa County Human Services Department
AKA
Street Address 234 N. Central Ave. 3rd floor
City Phoenix
State AZ
Postal Code 85004
Phone (602) 506-4812
Fax
Website
Mission Statement and
Background
Year Organization
Established
Does this grant include a Fiscal Sponsor? No
▼ Grant Request Information
Program: Human Services
Focus Area: Fostering the next generation of human services organizations
*Project Title:
Driving Systems Change Through 2Gen & Family-Centered Approaches
*Beginning date of requested grant 11/1/2019
period (must be first of the month):
*Duration for the grant request in 24
number of months:
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Ending date of requested grant period 10/31/2021
(must be last day of the month):
*TOTAL budget for the requested grant $500,000.00
in U.S. dollars:
*Grant amount requested ONLY from $500,000.00
The Kresge Foundation in U.S. dollars:
*Organizational Operating Budget for $61,221,501.00
current fiscal year in U.S. Dollars:
*Fiscal Year End Date: 6/30/2019
Select by clicking on the + sign below:
*Organization Type
Human Services / Human Services
Select no more than 5 choices by clicking on the + sign below:
*Focus of Grant
Human Services, General/Other
Leadership Development
Organizational Development & Training
*Please select the type of support you are General Operating Support
requesting:
*Grant Purpose:
The purpose of this grant is to drive systems change in the Maricopa County Human Services Department
through program planning and delivery rooted in whole family approaches, training and development of staff and
partners in family-centered coaching, and integration of data across all programs.
*Are there any confirmed and/or No
pending funders for this grant request?
*Geographic Area Served - In the table below, enter percentage of funding for each geographic area (i.e. city,
state, and country) that will be served by Kresge funding. Neighborhood is required only for organizations
working in Detroit or Memphis.
Country State City Neighborhood (if Detroit Percentage of
or Memphis) Funding
United Arizona Cities within Maricopa 100
States County service area
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Country State City Neighborhood (if Detroit Percentage of
or Memphis) Funding
▼ Narrative Questions
1. Please provide an overview of your organization. (i.e. mission, service array, number and population of
people served, funding sources, staff, board…) Please include pertinent information around current track
record regarding family outcomes.
Maricopa County is the 4th most populous County in the nation with over 4.3 million people, residing in 24
cities, towns, and unincorporated areas covering 9,224 square miles. The Department provides services
throughout the County depending on program and defined service area. The Maricopa County Board of
Supervisors (BOS) is the governing body for the County and appoints the County Manager who oversees County
functions and is responsible for the operations of over 40 County departments, including the Human Services
Department.
With a mission to provide and coordinate essential support and social services to vulnerable populations to
enhance economic, educational, and social opportunities and strengthen communities, the Maricopa County
Human Services Department (HSD) provides a wide array of services for vulnerable populations and persons
with barriers, including low-income families, persons seeking employment opportunities, and communities in
need. Of the $60M annual budget to provides services, 95% of funding is from federal, state, and non-profit
grants. In FY2018, with a staff of about 300 individuals, HSD served over 64,000 across five program divisions,
which are each responsible for coordinating and delivering services for the most vulnerable in the County.
The Early Education Division offers comprehensive child development and quality early childhood education
and care services for young children from birth to age five, pregnant women, and their families. The Head
Start/Early Head Start/Child Care Partnerships programs’ (funded through US Department of Health and Human
Services) goal is to promote children's social, emotional, cognitive, and physical development, to be prepared for
future success in school. This educational program recognizes that children grow in the context of their family
and culture. The program supports and encourages parents in their role as primary educators and supporters of
their children and develops family partnership goals with them to assist in moving the family out of poverty. In
FY2018, 3,971 family engagement hours were completed by parents and/or caretakers with children under the
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age of 5 in the Division; this assisted with improving children’s overall school readiness from an average of 40%
in the beginning of the school year to upwards of 85% school ready at the end of the year.
The Community Services Division provides a broad array of safety net services throughout local communities,
working to prevent homeless, address crisis situations, and assist low income households increase self-
sufficiency. The Community Services Division provides these services through the following programs:
Community Action Program and Family Self- Sufficiency Program (funded through such federal fund sources as
Community Services Block Grant, Social Services Block Grant, Low-income Home Energy Assistance Program,
HUD Family Self-Sufficiency). In FY2018, families participating in the Family Self-Sufficiency Program saved
an average of nearly $4,000 in their escrow account, which could be used towards a home purchase that would
allow them to no longer require federally funded housing assistance.
The Housing and Community Development Division partners with community and governmental organizations
to expand affordable housing, support shelter and rapid re-housing for homeless adults and families, weatherize
homes, revitalize neighborhoods, and improve community infrastructure, facilities, and services. Funded through
a wide array of county, state, and federal agencies (including through HUD and Department of Energy), these
services focus on improving the lives of low to moderate income individuals and households and the
communities in which they reside. For FY18, 74 people experiencing homelessness were provided permanent
housing, which is a 146% increase from the previous year.
The Workforce Development Division operates the Workforce Innovation and Opportunity Act (WIOA funded
by US Department of Labor) program to adult and youth job seekers who have high barriers to employment. The
services provided to clients include job search assistance to connect them to employers in the area, occupational
skills trainings, and support services to assist them through their journey to obtain self-supporting wages on a
career pathway. In FY18, 70% of clients were still employed six months after their exit from this program, which
leads to increase wage gains and family stabilization.
The Senior and Adult Services Division provides quality case management services (through local funding and
the local area agency on aging funds) coordinating home and community based resources and services for
individuals age 60 and older and adults age 18 – 59 with physical disabilities receiving or in the application
process for SSI/Disability payments. Service priority is given to individuals with the greatest economic and
social needs. Case management is predicated on helping those community members who are aging or those with
disabilities maintain a quality of life in the home and community-based setting. In FY18, clients were connected
with 2,880 home delivered meals to assist them in keeping them self-sufficient in their homes.
2. Please describe your organization’s theory of change for SEM (key levers). Describe your organization’s
approach for advancing and accelerate social and economic mobility for people with low incomes. Please
include pertinent information around current track record regarding family outcomes. How does your
organization define social and economic mobility (SEM)?
Social and economic mobility refers to how families and individuals increase or decrease their level of income
and wealth as well as their social class.
The key levers to the organization’s theory of change for social and economic mobility are:
• Gainful Employment – Adult education and training leading to a career pathway in which a family self-
sustaining wage in employment can be obtained.
• Quality Early Care & Education – Quality early childhood (0 to 5 years old) education and care should be
available to all children so they can be kindergarten school-ready and will lead to success later in life.
• Affordable Housing – Families pay less than 30% of their income and/or are no longer financially burdened on
housing.
• Crisis Prevention – Stop gap measures offered to low-income families to prevent loss of home, utilities,
income, wealth, or other areas that would have catastrophic impact on a family.
Activities the organization currently uses to advance and accelerate social and economic mobility for low income
families based on this theory of change include:
• Developing a Coaching relationship with clients, so clients can meet their defined and individually-led goals.
• Funding occupational skills training, which are in sectors of high demand occupations with an opportunity for
self-sustaining wages, for populations with barriers to employment, including low-income families, displaced
workers, justice-involved individuals, and veterans.
• Providing Head Start and Early Head Start services in communities of highest need, and prioritizing low-
income families, children with disabilities, and single parent families who are enrolled in a job training program.
• Partnering with private child care providers to implement quality Early Head Start standards who can offer up
to a 10 hour day for working low-income families.
• Eviction prevention services targeted in the highest needs areas with low-income populations.
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• Basic needs service provision and support services, including utility assistance and bus/gas cards for low-
income clients.
• Funding affordable housing units for low-income families in targeted communities based on needs assessment
data.
• Providing financial empowerment tools to clients to encourage wealth growth.
The activities in this theory of change are which the department currently performs; additionally, activities and/or
services are modified based on the needs of the community and by tracking impacts and outcomes continuously.
3. Describe what makes you a NextGen organization. How does your organizational focus and
programming incorporate the following: a) person-centered, b) outcomes-based, c) data-driven, d)
applying a racial equity lens, and e) focused on greater sector impact and systems change. Please describe
each. Please include pertinent information around current track record regarding family outcomes.
Maricopa County Human Services Department (HSD) a NextGen organization because we are a public human
services organization committed to improving social and economic mobility for children and families. As an
organization, we measure our organizational and programmatic efforts against the Human Service Value Curve,
which drives us to move from being a transactional organization to a transformational organization. Furthermore,
we know program compliance and efficient and effective service delivery is not enough, we must continue to
breakdown silos across programs and design our services alongside of our clients. This is because we understand
that our clients know what is best for them and their families – HSD seeks to assist the clients to break down
barriers and coach them to their goal attainment. With this in mind, HSD incorporates each of the following into
program planning and organizational objectives:
a) person-centered: The organization is implementing family-centered coaching throughout the organization,
which also includes trauma informed care and implicit bias training for staff. This is a strength-based approach to
working with low-income families that involves the whole family. During the pilot of this method, clients
responded positively when surveyed stating such things as “very happy I have support.”
b) outcomes-based: The organization provides program services that are a benefit to clients and have a positive
impact on children and families. For example, children are evaluated three times a year in the Head Start
program to determine their school readiness for kindergarten. In FY17, only 37% of children were school ready
in the beginning of the year but at the end of the year 90% of children were evaluated as being school ready.
c) data-driven: Key performance indicators are tracked in the organization to determine if such actions as rapid
cycle testing and change are required to improve outcomes and better respond to the needs of clients.
d) applying a racial equity lens: The organization utilizes the racial equity lens to drive hiring practices to ensure
diversity among staff at all levels as well as parity with the community and the populations we served. As such,
the majority of the clients we assist in the community are female and our staff are overwhelmingly female as
well. In senior leadership we are 33% Hispanic, which is on par with the demographics of Maricopa County.
e) focused on greater sector impact and systems change – The organization (HSD) has established Partnership
Principles that define the formal relationship that is essential to a well-functioning human services system and
ensures the best possible partnership. The organization is committed to developing and maintaining a strong
human services system that is responsive, efficient, effective, and accountable. To achieve this system, HSD
cannot do it alone; it can only be achieved through robust partnerships (for which the department has over 120
formalized partnerships). HSD establishes partnerships that are to the mutual benefit of both parties, which
acknowledge each organization’s uniqueness. Priority is be given based on the broadest impact, greatest benefit,
and immediate effect. HSD values these sustainable relationships built on mutual respect and cooperation.
Furthermore, the Department has effected programmatic systems change through collaborations with other
entities, specifically in the area of homelessness. In addition, the important of whole family approaches and
person-centered strategies is seen as so important to the organization training and support is being provided to
State workforce development staff as well as staff in areas in other States.
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4. How does your organization define racial equity? Please use the frames below to help us understand
how you are creating a race equity culture inside of your organization. (Please refer to ProInspire’s
“Awake to Woke to Work: Building a Race Equity Culture” for more information.)
SENIOR LEADERSHIP Individuals in a formal leadership role
MANAGEMENT Individuals who oversee operations of teams
BOARD OF DIRECTORS Governing body of an organization
COMMUNITY Populations served by the organization
DATA Metrics to drive improvements and focus
ORGANIZATIONAL CULTURE Shared values, assumptions, and beliefs
TALENT MANAGEMENT & HUMAN RESOURCES Recruitment and Hiring practices and
Investment in staff capacity
Please provide examples of data points used to help your organization better understand racial inequity as
a significant barrier to social and economic mobility?
Whether through race, ethnicity, gender, or economic-status, the Maricopa County Human Services Department
recognizes that systemic barriers are faced for vulnerable populations to access opportunities and achieve
success. In this context, racial equity can be defined as when one’s racial identification no longer acts as an
obstacle, or as a privilege, in society.
As defined by ProInspire, the Maricopa County Human Services Department (“Organization”) is at various
levels of building a race equity culture.
The organizational culture of the organization is as a mission-driven, values-oriented human services agency.
The mission to provide essential support and services to vulnerable populations, includes those populations that
have been historically disenfranchised. Furthermore, the organizational values of respect, commitment,
accountable, collaborations, and continuous improvement are provided as the foundation for our interactions
with clients, communities, partners, and other stakeholders. These are key to challenge the systems in which
vulnerable populations encounter barriers from.
Under the Senior Leadership Lever, there is emphasis to ensure there are people of color representative of
Maricopa County in leadership positions. For example, of those in Senior Leadership there is a 33%
Hispanic/Latino representation. This is aligned with the County’s demographics of 31% of the County
population is of Hispanic or Latino background. Senior Leadership has a culture of continuous improvement
which thusly evaluates position requirements. This has ensured that substitution for degrees at all levels of the
organization (including senior leadership) is an option. This Senior Leadership review of position requirements
was fully supported and implemented by Management. Therefore substitution of work experience for educational
experience has allowed the organization to create opportunities for staff by recognizing inequities and working to
build bridges over them.
The governing body of the organization is the Maricopa County Board of Supervisors, which are five elected
positions. However, the organization works with five boards and commissions providing various aspects of
governance over the organization’s programs. Those who are on these boards and commissions are diverse in
race, ethnicity, economic-status, and gender; it is important to have those who are in these leadership positions to
reflect the populations being served. For example, the Head Start Policy Council are parents of children in the
program who themselves may be people of color, low-income, and/or speaks English as a second language. Their
perspective and processes established lead a programmatic culture that eliminate bias and encourage the fair
treatment to all populations.
It is in the Community Lever that the organization is continuously working with and building upon the
partnerships of federal, state, local and community partners (of which there are over 120 formalized partners) to
respond to the needs of the community. There is community representation on each of the five advisory boards
that guide the programs that the Maricopa County Human Services Department operates. This formal
representation on boards allows for program planning to be responsive to the needs of the communities through
Maricopa County. Furthermore, community needs analyses are completed every one to three years (depending on
the program), which seeks community input on service provision as well as uses data to respond accordingly to
the changes in the community.
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Organizationally, there has been an emphasis over the past five years to increase diverse staff representation
through. In 2015 this effort was further realized by the completion of an organizational parity study. This
analyzed the demographics of three groups – the County’s population, the organization’s staff, and the clients
served by the organization. This information was broken down by race/ethnicity, gender, age, and economic-
status (if applicable). For each program and Division with the organization, this analysis was also reviewed. The
analysis provided information to determine if the organization’s staff was similar to the clients being served and
if the clients being served were disproportional to the population of the County. The information gained from this
study lead to process and program changes, including to improve diversity and outreach. In addition to the parity
study, measures employee engagement by Department, Division, and unit/team to gauge the inclusivity of the
culture and areas for improvement. Furthermore, Senior Leadership continues to review disaggregated data for
program clients and for populations served to review disparities.
It is through each of these Levers that the organization continues to make strides in building a race equity
culture.
As a data-informed organization, the organization uses data to inform decision making for program services. For
example, an analysis of Census data for Maricopa County informs there are racial inequity is a significant barrier
to social and economic mobility. In Maricopa County, there is a 13.5% poverty rate, 27.3% of single, female
head of households (with children) live below the federal poverty line, and 31% of the total population is
Hispanic/Latino and 27% of the population is single. However, a disproportionate of Hispanic females are single,
female-head households (with children) living below the poverty level at 41%. Furthermore, the Urban Institute’s
review of “Child Poverty and Adult Success,” shows that only 63.5% of children who are persistently poor
(living below the poverty line for more than half of the childhood) will obtain their high school degree by age 20.
This then continues the cycle of poverty for the next generation as non-attainment of a high school degree
severely limits the wage and wealth potential in a person’s life.
5. The two generation, whole family approach focuses equally and intentionally on services and
opportunities for the child and the adults in their lives, including the important role of fathers. They
articulate and track outcomes for both children and adults simultaneously. The core components of two
generation, whole family approaches include education, economic supports, social capital and health and
well-being. To learn more, please visit the Ascend website.
Describe how your organization adheres to and is implementing a two generation, whole family approach.
What is your organization’s point of intervention or strategic frame for your two generation, whole
family? How do the people served benefit from and contribute to the progress? Please include pertinent
information around current track record regarding family outcomes.
The Maricopa County Human Services Department has adopted a two-generation (2Gen), whole-family
approach to move families out of poverty by providing opportunities to meet the needs of children and their
parents together. Through this 2Gen approach, low-income families are connected to high quality early education
and child care, career development services, and basic needs services. While children are receiving quality
education and care, parents are able to pursue their GED, participate in job training, and use job search services.
In the first year of its implementation, 2Gen has:
• served 55 families through a joint case management and coaching model;
• connected 64 children to quality early education and child care services through Head Start and Early Head
Start;
• provided children with access to vaccinations and dental care;
• linked 95% of parents to educational and job training opportunities as well as job search resources;
• seen a wage increase of 93% for unemployed and underemployed parents;
•had 10 parents complete occupational skills training and obtain industry recognized credentials;
• created 6 social capital building events in which parents made sustaining connections which led to additional
family supports being created;
•utilized financial empowerment tools with clients to increase asset building; and
• provided 17 families with utility, rental, and transportation assistance.
The primary focus of organization’s 2Gen approach in the first year was on single, female head of households of
children young children as data shows that these families are more likely to experience generational poverty.
During the initial program planning stage, the organization conducted a focus group with single mothers (which
included several English as a second language parents) to share what supports and services were most needed in
developing a program to assist them. This focus group cited that transportation was often a barrier, so in the
2Gen approach bus and gas cards a supportive service which was immediately offered. Clients participating in
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this approach after implementation were surveyed to gather their feedback on their progress in the 2Gen
approach, which were used to revise service provision methodologies (including the increase use of texting with
clients). In this survey, 74% stated that they felt confident that they were achieving their career goals and 89%
stated that they felt confident they were achieving parenting goals. Comments were also received, such as “I
have been able to set goals for myself. I got my AMTI certificate which I am really happy about. Also I know
how to search for jobs easily. I am very thankful with this program it’s bene a blessing.”
6. The Human Service Value Curve (HSVC) is central in how the field is beginning to gauge systems
change progress toward a generative way of functioning. Please provide insight as to where your
organization is primarily operating in its progression relative to the HSVC. Please assess your
organization using the Human Services Value Curve and provide the basis for your assessment. What are
the barriers and enablers to your organization progressing toward generative? To view the HSVC, please
visit lnwprogram.org and check out this video to learn more.
Although the federally funded programs the Maricopa County Human Services Department (HSD) is funded to
provide (e.g. WIOA, CDBG, CSBG, Head Start) are heavily regulated, the Department has successfully moved
out of the Regulative Business Model of the HSVC.
HSD is primarily operating in the Collaborative Business Model. Currently, finding cross-divisional
opportunities that position HSD programs within the collaborative level of the HSVC through breaking downs
the silos. As the department shift to a collaborative state, HSD has moved away from viewing our data simply as
a means to verify that grant requirements are met. Instead, the organization are leveraging our data to ask if we
are making an impact in the lives of the people we serve by comprehensively meeting their needs. This has
initiated dialogue within our department about how we can create a data management system that supports our
programs as they traverse across the HSVC.
However, through our 2Gen program, we have been identifying new ways to analyze the data we have by
looking beyond the regulative indicators defined by the Department of Labor (i.e., employment two quarters
after exit, median quarterly earnings, credential attainment rate, and measurable skill gains rate) to focus on the
question of who benefits from our job search and training programs and to what degree. This includes examining
the demographics of parents that found employment, how many unemployed parents successfully secured
employment, wages earned on a weekly, monthly, and annual basis, and the wage increase rate of 2Gen clients.
To create a full story of the client’s experience within the program, we are linking this information with child
outcomes as well as supportive service data.
The barriers of HSD reaching the generative model are primarily within the systems and technology design
realm. The Department is unable to do intensive and predictive analytics due to a variety of data systems that are
now utilized. For example, within our workforce division, our data is hosted by a third party where we are unable
to modify how data is collected, stored, and extracted. It is also a barrier to review community-wide data.
Due to the extensive partnerships the Department has developed in the community as well as being involved in a
number of key service delivery collaborations the Department is enabled to quickly reach the organizational and
practice design of the Generative model.
7. Describe any strategic alliances and partnerships that are important to achieving your outcomes, local,
state and national. Please include how your work with community partners (public, nonprofit, private,
business, education, workforce etc.) advances SEM using a two-generation (whole family approach).
In addition to the more than 120 partnerships formalized through contracts, agreements, and memorandums of
understanding, the Maricopa County Human Services Department (HSD) has additional alliances and
partnerships that are essential for achieving outcomes at a local, state, and national level. The Department’s
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relationship with the Arizona Department of Economic Security is not just as a subrecipient, but as a partner in
such areas as workforce development (through the Workforce Innovation and Opportunity Act – WIOA) and the
Community Action Program. This includes a close working partnership with the Office of Head Start, Region 9
who provides key guidance and technical assistance for the Head Start services we provide throughout the
County. In addition, the Department is a member both the National and the Arizona Head Start Associations.
Activing collectively with other Head Start service providers, we are able to seek policy revisions at State
agencies that positively impact the families we serve. The Department has had an on-going relationship with
other partners like the National Association of Workforce Boards to further the advancement of social and
economic mobility through Family-Centered employment and 2Gen initiatives. The Department also works with
Valley of the Sun United Way, and moving forward views their Funders United to Empower Local Solutions as a
strategic alliance that must be pursued.
To advance social and economic mobility, the Department has trained community partners on Family-Centered
approaches. This includes agencies such as Goodwill, local school districts, social service agencies within cities
and towns, Homeless service providers, and the Arizona Department of Economic Security Vocational
Rehabilitation and Wagner-Peyser staff in our local area. These trainings are key in expanding the opportunities
for clients across the community to receive whole family approaches based on the needs of their families, and
not based on the criteria of a program.
8. How does the work of your organization improve and ensure outcomes for children, youth, families and
communities? How do the people served benefit from and contribute to the progress? Please describe the
nature of the work and the outcomes you achieve. Describe how you collect and or track your success.
The vast array of services Maricopa County Human Services Department provides covers from prenatal care to
pregnant teens to the creation of affordable housing throughout the community for those with low-incomes.
Throughout the service continuum, services are developed based on best practices and measured to ensure the
most vulnerable in the community are achieving outcomes. This includes processes and measures, such as:
• Assessment used to build a developmental profile of each child using 38 research-based objectives to teach,
assess, report, and engage families;
• Family Maps assessment conducted twice a year;
• Youth experiencing homelessness served with housing and navigation services based on national best practices;
and
• Spatial, qualitative, and quantitative data on seniors and those who are disabled to ensure they can be connected
with services to continue living independently in their home.
The organization has developed key performance indicators (KPIs) to track and ensure outcomes for children,
youth, families, and communities; most of these key performance indicators go beyond the information we are
required to report to federal or state grantors. The KPIs use input, output, and outcome measures to reliably and
meaningfully inform department and division decision-making processes and are tracked on a monthly and
yearly basis with monthly and yearly targets identified for each indicator. Indicators selected are
comprehensively documented by recording their definition, formula, data source, owner, etc.
More specifically for service delivery using 2Gen approaches, there are multiple data points that are tracked to
determine effectiveness of service provision and sustainable outcomes for families. These measures are related to
training and employment, quality early education and childcare, and basic needs assist services, and include (but
are not limited to):
• Service Delivery for Parents: Job search assistance, workshops, career planning, participation in a training or
education program;
• Credential Attainment Rate;
• Tracking previous employment history (prior position, wage, hours worked, employer) and job placement
information (position, wage, hours worked, employer) to calculate employment placement rate and earning
increase;
• Wrap-around services provided: child care, interview clothes, prescription glasses, GED test payment, vehicle
fees, moving costs, gas and bus passes, etc.;
• Family goals (qualitative and quantities data);
• Parent Education workshops;
• Head Start Enrollment;
• Attendance Rate;
• Family Literacy Hours completed;
• School Readiness Scores (collected Fall, Winter, and Spring);
• Utility and rental assistance received; and
• Eviction prevention.
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Ensuring there is a feedback loop from clients who have received services is an essential part of the
Department’s programmatic and service planning. On both the Head Start Policy Council and on the Community
Services Commission clients who have received services are voting members to drive progress in response to
needs of the community and individuals clients alike. Furthermore, the Department has implemented a Client
survey, which emphasizes the evaluation of quality of service received, as well as asks clients to rank the impact
the service has had on addressing their needs. Long-answer questions are included to provide space for clients to
detail their experience with the organization. These narratives help the Department identify what is working and
what improvements can be made.
Clients like Zeinab Mohamed benefit from progress the organization has made through the implementation of
2Gen and Family-Centered approaches, including addressing the comprehensive needs of a family and utilizing
tools to engage and empower clients to identify and pursue their goals. Ms. Mohamed came to the organization
seeking employment services, and as a single-mother of a young child she was identified to work with the
organization’s 2Gen joint case management team (Head Start coach and Workforce Development coach). After
actively listening to her story and understanding the number of barriers that Ms. Mohamed faced, the coaches
were able to assist her family with such services as utility payment assistance, transportation assistance through
bus and gas cards, educational credential evaluation, new prescription glasses, job search/resume help. Through
goal setting, Ms. Mohamed is now employed as part-time caregiver making $13 per hour while also pursuing her
Medical Assistant certification through training paid through HSD’s workforce development (WIOA) funding. In
addition, the coaches were able to also enroll her son, Ahmed into HSD’s Early Head Start-Child Care Partner
extended day classroom. Ms. Mohamed has told her coaches she sees “them as her support system and is
thankful for all the help.” It is in comments as these that HSD recognize the impact that they are making in the
lives of our clients in a daily basis.
9. While a Kresge NextGen Initiative grant would be unrestricted (General Operating Support), the funds
are meant to help organizations accelerate their progress toward advancing SEM. How do you propose to
use the funds? What outcomes do you expect will be realized because of your efforts? Please include key
objectives, milestones, outcomes and timeline.
Funds are proposed to be spent in two key areas, a dedicated Family-Centered Coaching Trainer and towards a
robust, comprehensive data management system/warehouse.
Currently the Department utilizes approximately 20% (3) staff’s time to train department staff and partners on
Family-Centered Coaching (FCC) and foundational knowledge workshops, such as Trauma-Informed Care,
Bridges Out of Poverty, Behavioral Economics, Implicit Bias, and Financial Empowerment Tools from the
federal Consumer Financial Protection Bureau (of which the Department has certified trainers). A fully dedicated
trainer (1 FTE) would be used so we can accelerate training and support to line-staff and supervisors as well as
fully train partners in Maricopa County.
The outcome that will be achieved is to ensure full integration of a coaching philosophy within the Department.
A key objective in achieving this goal is the creation and implementation of coaching scorecards for staff. Since
coaching is predominantly centered on the development and use of soft skills to cultivate a relationship-based
practice designed toward improving long-term, whole-family functioning, the scorecard is a mechanism for
quantifying those soft skills by adapting them into an actionable metric. It is expected that the first milestone to
create the scorecards will be reached within the first 6 months of the receiving the grant. The second milestone of
implementation is expected to be reached 3 months following the creation (9 months into the grant). Another key
objective is to implement FCC labs, which provide on-going training and learning opportunities for staff to
practice their skills. It is expected that this objective would be developed and implemented within the first three
months of the grant, and continue quarterly.
The second outcome from having a dedicated resource is that the department will be able to impact the human
services system in Maricopa County by providing training to partner organizations, which will allow staff across
different agencies to work with clients in the same way, using a common language of coaching that is a strength-
based approach involving the whole family. A key objective to achieve this outcome is the determination
partners for selection; priority will be given based on the broadest impact, greatest benefit, and immediate effect.
This milestone is expected to be reached within the first 9 months of the grant, and training would continue
through the remaining grant period and beyond.
Threading together each of our department’s divisions to provide coordinated service delivery to our clients will
require an equally integrated data management system. Therefore, the second key area where funds received
from The Kresge Foundation are proposed to be invested is in a comprehensive data management system or
warehouse. By implementing a single-view system for all programs and systems, it will allow for the analysis of
data to have a more holistic understanding of the people we serve in Maricopa County. Thereby,
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comprehensively addressing the needs of our clients to break the cyclical nature of poverty. Furthermore by
doing so, the department would be able to fully move into the Integrative Business Model of the Human Services
Value Curve.
Although implementation of data management systems/warehouses take substantial time to ensure effectiveness,
HSD is able to build on to its current implementation plan for the enhancement of data management, structure,
and capability (developed through using the American Public Human Services Association’s Roadmap to
Capacity Building in Analytics). Therefore, the first milestone would be to ensure all current data systems are
documented with risk assessments; this milestone is expected to be completed in June 2019. The next milestone
would be the assessment of what type of single system or data warehouse the Department requires to meet
specifications. It is expected this milestone would be reached by December 2019. Key stakeholders, including
management analysts, program managers, and line staff, would also be consulted in subsequent phases to ensure
the system would be their needs. The first phase would be in the first quarter of calendar year 2020. It is
proposed that the system would be implemented by the end of the NextGen cohort.
By modernizing HSD’s data management system, it would also allow for greater collaboration with the Maricopa
County Public Health Department. The outcome of this would be one more step towards HSD entering the
Generative model of the Human Services Value Curve as measures for greater community-wide impact would be
able to come to fruition; in addition, collaboration of data could greatly impact both the health and human
services systems by jointly examining the social determinants of health.
10. Why do you want to be a part of the NextGen cohort? What would you most want to learn? What
would you bring to the cohort? Including the CEO, please identify 2 additional participants (total of 3),
who will lead your organization's participation in the cohort and play an integral role in advancing SEM.
Please indicate who will represent your organization and why you have identified them to participate.
(Please note that participation will be limited to the identified participants throughout the two-year
program with no substitutions):
Being a part of the NextGen cohort would be an extraordinary opportunity for the organization and its leadership
to further the human services system work not only for the benefits of Maricopa County but for vulnerable
populations nationwide.
HSD and its leaders want most to learn about strategies that other human services agencies have utilized to
overcome challenges to systems change, which includes such areas as program silos and fragmentation and
approaches to client or case management when dealing with high caseloads. Additionally looking to learn from
other organizations on how to successfully create an integrated data system, including how to incorporate
advancements in technology and data analysis while being mindful of resource limitations. As a member of the
cohort, HSD would bring our knowledge and experience in family-centered and financial empowerment
coaching and approaches, leveraging federal resources to braid existing funding to implement 2Gen approaches
(no additional resources required), simple and implementable 2Gen strategies that make for a big impact to client
outcomes as well as sharing Department-created Management Principles and Human Services Partnership
Principles (reflected in written documents).
To learn and share ideas with human services leaders who have the common goal of moving families throughout
our country through and sustainably out of poverty would be a tremendous experience, and why Maricopa
County wants to be in the NextGen community of practice.
Other than the Maricopa County Human Services Director (CEO) Bruce Liggett, the Department has identified
Jacqueline Edwards and Evangelina Del Real as the two additional participants to represent the organization and
play an integral role in advancing social and economic mobility. Both additional participants were chosen for
their leadership abilities, passion for the work of human services, and their commitment to advancing the
organization and field through systems change.
Jacqueline Edwards is the Deputy Director of the Maricopa County Human Services Department (HSD). She has
been the lead in the Department for expanding whole family approaches to improve impacts and outcomes by
identifying 2Gen best practices; developing, piloting, and implementing innovative approaches to service
delivery for families; implementation of family-centered coaching that is an strengths-based approach in serving
both individuals and their families; and integrating data solutions to move the Department upwards through the
Human Services Value Curve. Ms. Edwards is recognized as a subject-matter expert in implementing innovative
whole family strategies; she was consequently asked to participate (and currently doing so) in two Community of
Practice groups on (1) Family-Centered Employment and (2) Family-Centered Coaching for TANF and WIOA
agencies and also presented on 2Gen Lessons Learned at the American Public Human Services Association
conference.
Evangelina Del Real is the Assistant Director for HSD’s Early Education Division. She also serves as the
Department’s Head Start Director leading a staff of 192 FTEs in providing early childhood education and family
support and goal-oriented services. Furthermore, she has trained her own staff as well as those in other
organizations on Bridges out of Poverty, which uses the lens of economic class and provides concrete tools and
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strategies for a community to alleviate poverty. Ms. Del Rio has received national recognition in her Early Head
Start – Child Care Partnership implementation model and coordination public, private, and nonprofit agencies.
11. As part of the Next Generation Initiative participants will dedicate time to establishing and
implementing leadership and organizational action plans. What concrete opportunity or challenge would
you like to address in the context of this program? Please describe why it is important and what’s at stake.
Implementing leadership and organizational action plans is something the Maricopa County Human Services
Department (HSD) takes very seriously. Broadly, professional development is an on-going discussion between
HSD supervisors and staff based on the needs and desires of the staff member with individual professional
development plans being documented, reviewed, and updated on a quarterly basis. Furthermore, HSD has
implemented a leadership training series that is not just for staff in roles as defined as “supervisor” or “manager,”
but rather focuses on the talent of staff at all levels of the organization to provide them with the skills and
abilities necessary to innovate, influence their team and Department positively, and even maneuver difficult
situations. As an organization, HSD conducts an annual strategic planning process, which identifies key goals,
strategies, and deliverables (with detailed action plans). Implementing this organization strategic plan requires
activities from line staff to the Director to ensure tasks, goals, and outcomes are achieved.
The opportunity that would be addressed in the NextGen Initiative would be to institutionalize 2Gen and Family-
Centered approaches in HSD’s culture and practice and extend this to other organizations within the human
services system. With Maricopa County being the nation’s fourth largest county with an a high population of
need coupled with social and economic inequalities increasing, HSD faces a disjointed human services delivery
system within Maricopa County and limited funding for services. The importance of this is threefold for HSD:
(1) clients, (2) HSD and staff, and (3) human services system in Maricopa County.
At the center of everything HSD does, is our clients – the most vulnerable children, families, and individuals in
Maricopa County. Our clients do not need another “program,” and they have no interest in funding sources, what
they need is well-function system to which they can obtain the services and support they require to meet the
needs and goals of their family. A client from HSD’s Partnership for Working Families (2Gen intensive case
management) cohort shared that at one time she was working with eight different case managers none of who
could provide her with any support and she was continually confused on who to contact for what. However, in
working with the two HSD coaches as a team she was able to have her son enrolled in quality child care, obtain
her speech therapy license, and no longer need public assistance. It is through examples like these that HSD
understands that a fragmented human services system wreaks havoc on a family. What is at stake for these
families is perpetuation of generational poverty unless we are able to make a systems change.
Without HSD’s amazing staff, the organization would not be able to achieve the incredible results and
successfully meet the needs of clients. Ensuring that 2Gen and family-centered approaches are engrained in
HSD’s culture is necessary for our staff to know that this approach is not just another program or a one-time
discussion/training, but rather it is just how we do business – a holistic approach to families to help them move
through and out of poverty, no matter what program or service we are providing. Since HSD’s staff is the
foundation of the organization, we will not be able to change institutional structures and pathways to achieve
better and long-lasting outcomes for the individuals and whole families that are served without addressing the
change in culture.
Due to geographic coverage area differences, a mix of federal state, local, nonprofit agencies, categorical
programs that are isolated in agencies outside of HSD, and limited resources, the third area of importance is
further developing the human services system in Maricopa County. What is at stake is the system not being able
to respond to the needs of the community (or specific people as was the case noted earlier), and the result is the
people in our community to face more instance of situational poverty and other negative impacts related to their
health and well-being. Thus to achieve this system, HSD cannot do it alone; it can only be achieved through
continued growth of robust partnerships in which all organizations are working on the same basic framework.
Although changing culture is one of the most difficult leadership challenges, HSD leadership has strategically
established the interlocking pieces of vision, values, goals, and partnerships over the past five years.
Furthermore, the organization is in a unique position as a leader and coordinator of services and program
development which will allow us to be effective in accomplishing the goal of driving systems change through
2Gen and Family-Centered Approaches.
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▼Demographic Data
In keeping with our value of promoting racial, ethnic, and gender diversity, The Kresge Foundation is committed
to gathering demographic data concerning grantseekers and the populations they serve. We ask that you provide
the information requested on this form to the best of your ability. Definitions are provided below. We welcome
your feedback on the usability of this section. If you would like to offer comments, please email
demographicdata@kresge.org with your thoughts.
Note: The federal Office of Management and Budget employs the following definitions of ethnic and racial
categories.
Ethnic Categories
Hispanic or Latino: A person of Cuban, Mexican, Puerto Rican, South or Central American or other
Spanish culture or origin, regardless of race.
Racial Categories
American Indian or Alaska Native: A person having origins in any of the original peoples of North and
South America (including Central America), and who maintains tribal affiliation or community attachment.
Asian: A person having origins in any of the original peoples of the Far East, Southeast Asia, or the Indian
subcontinent including, for example, Cambodia, China, India, Japan, Korea, Malaysia, Pakistan, the Philippine
Islands, Thailand, and Vietnam.
Black or African American: A person having origins in any of the black racial groups of Africa.
Native Hawaiian or Other Pacific Islander: A person having origins in any of the original peoples of
Hawaii, Guam, Samoa, or other Pacific Islands.
White: A person having origins in any of the original peoples of Europe, the Middle East, or North Africa.
Governing Board
Number of board members: 5
Gender Race
Female: American Indian or Alaska Native:
Male: 100% Asian:
TOTAL: 100% Black or African American:
Native Hawaiian or Pacific Islander:
Ethnicity White: 100%
Hispanic or Latino: 20% More than one race:
Not Hispanic or Latino: 80% TOTAL: 100%
TOTAL: 100%
Staff Members
Number of Staff members: 312
Gender Race
Female: 85% American Indian or Alaska Native: 2%
Male: 15% Asian: 3%
TOTAL: 100% Black or African American: 11%
Native Hawaiian or Pacific Islander: 1%
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Ethnicity White: 79%
Hispanic or Latino: 38% More than one race: 4%
Not Hispanic or Latino: 62% TOTAL: 100%
TOTAL: 100%
Population Served (if applicable)
Number of population served: 64432
Gender Race
Female: 55% American Indian or Alaska Native: 4%
Male: 45% Asian: 1%
TOTAL: 100% Black or African American: 20%
Native Hawaiian or Pacific Islander: 1%
Ethnicity White:
Hispanic or Latino: 36% More than one race: 14%
Not Hispanic or Latino: 64% TOTAL: 40%
TOTAL: 100%
If explanation is necessary, please use the space provided:
The Board is a body of five elected officials separated by supervisory district. These five County supervisors are
elected by those in the district.
▼ Attachments
APPLICATION DOCUMENTS
TheKresgeFoundation-HSD Ltr Request 03-2019.pdf
Letter of request
Added by Jacqueline Edwards at 5:22 PM on March 8, 2019
Maricopa County Human Services Department Project Personnel.pdf
Project personnel
Added by Jacqueline Edwards at 4:06 PM on March 8, 2019
Board Member List.pdf
Board member list
Added by Jacqueline Edwards at 3:43 AM on March 8, 2019
Maricopa County Human Services Budget FY2019.pdf
Annual organizational operating budget
Added by Jacqueline Edwards at 1:40 AM on January 15, 2019
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APPLICATION DOCUMENTS
FY 2018 CAFR - Maricopa County including Human Services Department.pdf
Financial audit
Added by Jacqueline Edwards at 1:34 AM on January 15, 2019
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