Department of Human Services

ADOPTED FY23 BUDGET

$3,696,125 FULL TIME EQUIVALENTS

64.0

Department Mission

The Department of Human Services is committed to providing the support, services, and resources that help individuals of all ages live safely, productively, and independently.

Budget Overview

The 2023 adopted budget for the Department of Human Services is $3,696,125, a decrease of $1,094,359, or 22.8 percent from the 2022 adjusted budget amount of $4,790,484. Personnel costs comprise 97.5 percent of the budget for 75 positions (64.0 full time equivalents). Operating expenses account for 2.4 percent and capital expenses account for 0.1 percent of the budget.

Significant Changes

The County Council reduced the department’s budget by $670,136 (18.1%) compared to the County Executive’s recommendation to remove the value of 75% of vacant positions.

Core Business Functions

The Department of Human Services is responsible for the management of:

→ Providing services for homeless and potentially homeless individuals and families

→ Assisting county older residents with maintaining independent living and quality of life

→ Providing information, referrals and case management services for veterans and their families

→ Providing community‐based intervention, case management, mental health and youth development services for at‐risk children and youth

→ Operating a 39‐bed residential domestic violence shelter for abused women and their children.

→ A full spectrum of employment services for job seekers and employers funded by the Department of Labor (not included in this budget)

→ Increasing Sustainable Economic and Housing Options for Marginalized Populations through federally funded programs (not included in this budget)

Program Descriptions

Office of Family & Community Services and Homeless Service Program

2023 Allocation Of Resources

This division provides and administers a wide array of programs for children and youth, older adults, Veterans, and homeless families. Services include: Doors To Success, a comprehensive education and living skills program for youth who have dropped out of school; the Summer Food Program, providing breakfast and lunch for low‐income children when school is not in session and in areas of food insecurity; Supportive Services, Housing, Tax Assistance for older adults; Medical Transportation for older adults and veterans; and Benefits Advocacy for veterans and their families.

The Homeless Services Program Division administers and facilitates Prevention, Rapid Re‐Housing, Emergency Shelter, Street Outreach, and Housing Assistance for homeless and at‐risk families, counseling, case management and resource assistance for all target populations. Impact of the work performed is magnified through partnerships represented via the Saint Louis County Continuum of Care, a greater than fifty‐member body of organizations addressing housing instability in the region.

Strategic Priorities and Performance Metrics:

 Priority 1 (DHS4.1): Increase availability of activities for youth after‐school, on weekends and during summer breaks (HS – Reduce Health Disparities)

 Priority 2 (DHS4.2): Increase graduation rates for disadvantaged or disconnected youth (HS – Reduce Health Disparities)

 Priority 3 (DHS4.3): Increase rates of enrollment and completion of secondary education and credentialing of young adults (O – Family‐Sustaining Jobs)

 Priority 4 (DHS4.4): Expansion of accessible comprehensive services for at‐risk youth (HS – Reduce Health Disparities)

 Priority 1 (DHS5.1): Facilitating older adults being able to receive refunds/rebates they are entitled to and file required Federal and State tax forms (O – Improve Quality of Life)

 Priority 1 (DHS6.1): Prevent households from being evicted (O – Improve Quality of Life)

 Priority 2 (DHS6.2): Provide Housing Stability Services (O – Improve Quality of Life)

 Priority 3 (DHS6.3): Prevent Utility service disconnection (O – Improve Quality of Life)

 Priority 1 (DHS7.1): Effectively Utilize the Veteran Service Officer position(s) to obtain eligible compensation and benefits for our veteran population (O – Improve Quality of Life)

How much did we do? (Quantity)

Note: an “x” included in a performance metric data field means that data has not historically been reported. The 2023 business plan includes many new performance metrics where the department will capture and report data going forward.

Women and Children Services

The Women and Children’s Services Division operates the 39 bed Kathy J. Weinman Domestic Violence Shelter for women and children who have been victims of intimate partner violence. The Weinman Shelter offers women and their children a full range of services. These include case management, individual/family therapy, support and educational groups for women, children and teens, financial literacy classes, court and housing advocacy and accompaniment, nutrition classes, parenting and life skills classes, trauma awareness, follow‐up programming, referrals and advocacy for other resources, i.e. legal services, employment and housing assistance, victims of crime services, substance abuse, health/medical services, and psychiatric/mental health services. These are some of the most vulnerable and marginalized individuals in and around the St. Louis County area with an average annual income of approximately $5,164.

Strategic Priorities and Performance Metrics:

 Priority 1 (DHS2.1): Decrease homelessness due to intimate partner domestic violence by providing safe shelter (HS – Reduce Health Disparities)

 Priority 2 (DHS2.2): Increase survivors’ opportunities to obtain independent, stable, and sustainable housing (O –Improve Quality of Life)

How well did we do it? (Quality)

% of Bed Space utilization

Is anyone better off? (Effectiveness)

DHS2.1: Client survey results

DHS2.2: # of clients who transitioned from the shelter into their own stable and sustainable housing

Administration

The Administration Division provides support services through the following sections: Director’s Office, Personnel, Financial and Information Technology for all program divisions.

Workforce Development (not included in this budget)

The Workforce Division is responsible for providing services that promote economic well‐being for residents of St. Louis County. Workforce Development accomplishes this by offering targeted services to youth and adults with an emphasis on ensuring connections to job opportunities and training programs that assist them in developing marketable skills. More specifically, the services available to job seekers include job search activities, workshops such as interviewing preparation, basic computer skills, resume development, career networking, career assessment and career planning. Programs are designed to enhance and improve the economic prosperity of individuals while also meeting the needs of local industry. Workforce Development has a sector‐based strategy that is designed to create pathways to employment in high growth and high demand industries that give St. Louis County a competitive edge. The division partners with local employers, hosting hiring events at the Missouri Job Centers located in St. Louis County, and helping those companies identify talent for open positions. Workforce Development aspires to support the broader goal of the department in helping individuals of all ages live safely, productively, and independently through sustainable employment.

Strategic Priorities and Performance Metrics:

 Priority 1 (DHS3.1): Provide wage‐sustainable employment opportunities for all job seekers (O – Family‐Sustaining Jobs)

 Priority 2 (DHS3.2): Cultivate measurable skills gained and successful credential attainment for those pursuing training (O – Family‐Sustaining Jobs)

Is anyone better off? (Effectiveness) utilizing their newly

Office of Community Development (not included in this budget)

The Office of Community Development (OCD) strives to revitalize and sustain communities by providing affordable housing and alleviating poverty and blight. OCD accomplishes its goals by administering three federally funded programs: The Community Development Block Grant (CDBG) Program, the Home Investment Partnerships (HOME) Program, and the Lead Hazard Control Program. By partnering with a variety of municipal and nonprofit stakeholders, OCD plans and oversees projects such as streetscape improvements, home repairs, construction of affordable housing, infrastructure improvements, down payment assistance, and lead paint remediation. These efforts allow OCD to continue its vision of healthy, sustainable mixed‐income communities throughout St. Louis County.

 Priority 1 (DHS1.1): HOME – Significantly increase the ability of low‐ and moderate‐income first‐time homebuyers to purchase a home (O – Improve Quality of Life)

 Priority 2 (DHS1.2): Assist low‐ and moderate‐income homebuyers with home repairs to maintain minimum housing code standards and address accessibility and safety issues (O – Improve Quality of Life)