Introduction
Every child support case represents a family depending on timely, fair service. In San Joaquin County, the Department of Child Support Services (SJDCSS) remained committed to fulfilling that promise; however, the complexity of daily operations had steadily increased. Employees juggled multiple responsibilities, navigating systems that had become fragmented over time. This often led to duplicated efforts or unclear procedures.
Recognizing these challenges, SJDCSS leadership wanted a complete view of how the program operated to identify strengths and uncover opportunities for improvement. The department partnered with Public Knowledge® (PK) to conduct a business process review, a collaborative effort designed to strengthen internal operations and enhance service delivery.
Background
Child support operations are intricate systems. Every step, from the initial intake to enforcement of orders, must align with state policies while remaining responsive to families. Over time, procedures within SJDCSS adapted to meet immediate needs, but those adjustments did not always result in the most efficient or consistent system.
SJDCSS wanted a partner with deep expertise and a collaborative approach that involved employees at every level. Public Knowledge® was selected for its history of helping agencies navigate complex changes in a transparent and inclusive manner, focusing on realistic results.
The Project
SJDCSS leadership and staff worked closely alongside Public Knowledge® to examine operations and identify opportunities for improvement. The goal was to provide a clear understanding of the program’s strengths and areas for growth, and to create a roadmap to enhance service delivery for families.
“As an executive team and management team, we could have easily gone into a room and said, ‘This is how we do things here in this county.’ But I didn’t want to take that approach. We wanted the employees who did the work to be involved in the project. They were in the room developing these procedures because frontline team members really know the details,” said Abe Mendoza, Director, San Joaquin County Department of Child Support Services.
The Challenge
The difficulty was not a single broken procedure but a complex network of interrelated workflows. Employees often focus on their individual tasks without fully understanding how their work connects to the larger system. Leadership needed to restore alignment, reduce inefficiencies, and strengthen compliance with California requirements, all while keeping employees engaged and supported.
The Solution
Public Knowledge® implemented a structured, inclusive, and expert-led approach to achieve the project goals. More than 85 SJDCSS team members contributed their knowledge through a mix of virtual and on-site collaboration. The work began with focus groups involving over 30 employees to document current workflows across 11 functional areas. These sessions surfaced both strengths and gaps in the system. Building on that foundation, envision sessions with 35 participants provided a forum for staff to reimagine processes and explore meaningful improvements.
Team members contributed their knowledge through a mix of virtual and on-site collaboration.
The work began with focus groups.
Detailed process maps captured the “as-is” state of operations, offering visual insight into previously complex workflows. Child support subject matter experts guided the process, offering several recommendations that reflected best practices and were aligned with state policy. Meanwhile, legal specialists addressed compliance questions as they arose.
“By including staff, we received a thorough assessment and a ton of maps developed by Matt and his team. It helped us narrow down where to focus our efforts and gain efficiencies.”
Abe Mendoza, Director, San Joaquin County Department of Child Support Services
This combination of collaborative input, expert insight, and organized documentation allowed SJDCSS to pinpoint inefficiencies and mitigate risks. It also helped the department prioritize actionable improvements across all functional areas.
The Impact
Public Knowledge® combined expertise in business process review with deep knowledge of child support operations. This perspective helped organize more than 50 recommendations into functional groupings that made the work manageable and easier to implement. The structure guided SJDCSS on where to start and how to focus their efforts for the greatest impact. The department is now using this roadmap to prioritize and act on recommendations with intention.
The assessment quickly revealed both strengths and hidden challenges in daily operations. Employees now see how work flows through the system, where procedures vary, and where tasks depend on a single person’s knowledge. With this understanding, SJDCSS can begin building more consistent and effective practices that support staff.
“It wasn’t necessarily the business process [documented policy]. It was the unwritten traditions, unwritten rules that were replaced in the organization that we wrote down. We were asking members of the leadership team, ‘Where did this come from?’ and folks could say ‘It’s just always been done that way’ or ‘We don’t know,'” said Abe Mendoza.
This awareness emerged from a collaborative process guided by Public Knowledge®. By engaging the staff who handle daily operations, the team surfaced long-standing “unwritten traditions” and routines that had previously gone undocumented. Our team helped translate these insights into a shared understanding that aligned daily practices with established policy. This alignment gave SJDCSS the perspective and guidance needed to make thoughtful improvements that support both employees and the families they serve.
Conclusion
This project demonstrates how impactful change is achieved when expertise meets collaboration. The success of this effort relied on full commitment from both SJDCSS and Public Knowledge®, with staff and leadership actively participating throughout the process. Through the business process review, the team gained a clear understanding of operations and a roadmap for improvement. The work revealed both straightforward and more complex challenges, highlighting the value of an objective perspective and the importance of thoughtful, sustained involvement. SJDCSS proved to be an excellent partner, embracing the process and demonstrating how collaboration at every level can drive lasting change.