City of San Francisco, Whole Person Care
City of San Francisco, Whole Person Care
City of San Francisco, Whole Person Care
City of San Francisco, Whole Person Care
City of San Francisco, Whole Person Care
Increasing the Medi-Cal participation rates of San Francisco’s homeless population.
Increasing the Medi-Cal participation rates of San Francisco’s homeless population.
Increasing the Medi-Cal participation rates of San Francisco’s homeless population.
Increasing the Medi-Cal participation rates of San Francisco’s homeless population.
Timeline
8 Weeks
Timeline
8 Weeks
Timeline
8 Weeks
Timeline
8 Weeks
Timeline
8 Weeks
Project Type
Research
Service Design
Project Type
Research
Service Design
Project Type
Research
Service Design
Project Type
Research
Service Design
Project Type
Research
Service Design
AUDIENCE
The Homeless Outreach Team
+8K Homeless Individuals in SF
AUDIENCE
The Homeless Outreach Team
+8K Homeless Individuals in SF
AUDIENCE
The Homeless Outreach Team
+8K Homeless Individuals in SF
AUDIENCE
The Homeless Outreach Team
+8K Homeless Individuals in SF
AUDIENCE
The Homeless Outreach Team
+8K Homeless Individuals in SF
Role
Sr. Service Designer
Role
Sr. Service Designer
Role
Sr. Service Designer
Role
Sr. Service Designer
Role
Sr. Service Designer
TEAM
Paul Schuette
Esin Arsan Karasabun
William Felker
Kanan Sedani
TEAM
Paul Schuette
Esin Arsan Karasabun
William Felker
Kanan Sedani
TEAM
Paul Schuette
Esin Arsan Karasabun
William Felker
Kanan Sedani
TEAM
Paul Schuette
Esin Arsan Karasabun
William Felker
Kanan Sedani
TEAM
Paul Schuette
Esin Arsan Karasabun
William Felker
Kanan Sedani
Increasing the Medi-Cal participation rates of San Francisco’s homeless population.
Increasing the Medi-Cal participation rates of San Francisco’s homeless population.
Increasing the Medi-Cal participation rates of San Francisco’s homeless population.
Increasing the Medi-Cal participation rates of San Francisco’s homeless population.
Many of San Francisco’s vulnerable homeless adults are eligible for public benefits, but due to a myriad of obstacles, do not apply to or receive these. The Whole Person Care (WPC) team partnered with Fjord to address gaps in service to homeless clients that contribute to this under-enrollment with a focus on Medi-Cal.
Many of San Francisco’s vulnerable homeless adults are eligible for public benefits, but due to a myriad of obstacles, do not apply to or receive it. The Whole Person Care (WPC) team partnered with Fjord to address gaps in service to homeless clients that contribute to this under-enrollment with a focus on Medi-Cal.
Many of San Francisco’s vulnerable homeless adults are eligible for public benefits, but due to a myriad of obstacles, do not apply to or receive it. The Whole Person Care (WPC) team partnered with Fjord to address gaps in service to homeless clients that contribute to this under-enrollment with a focus on Medi-Cal.
WHAT WE DELIVERED
We immersed ourselves in the Medi-Cal landscape and documented different pathways that led to enrollment and challenges by speaking with outreach and eligibility workers and homeless individuals.
The findings from this work were documented in three service blueprints and later in the Benefits Field Guide, an open-source digital handbook to be used by Benefits Navigators — a new role that the Whole Person Care team piloted in 2018.
By the end of the project, we identified six opportunity areas and presented 29 specific recommendations mapped across these opportunity areas for improvements to the Medi-Cal enrollment and retention processes.
WHAT WE DELIVERED
We immersed ourselves in the Medi-Cal landscape and documented different pathways that led to enrollment and challenges by speaking with outreach and eligibility workers and homeless individuals.
The findings from this work were documented in three service blueprints and later in the Benefits Field Guide, an open-source digital handbook to be used by Benefits Navigators — a new role that the Whole Person Care team piloted in 2018.
By the end of the project, we identified six opportunity areas and presented 29 specific recommendations mapped across these opportunity areas for improvements to the Medi-Cal enrollment and retention processes.
WHAT WE DELIVERED
We immersed ourselves in the Medi-Cal landscape and documented different pathways that led to enrollment and challenges by speaking with outreach and eligibility workers and homeless individuals.
The findings from this work were documented in three service blueprints and later in the Benefits Field Guide, an open-source digital handbook to be used by Benefits Navigators — a new role that the Whole Person Care team piloted in 2018.
By the end of the project, we identified six opportunity areas and presented 29 specific recommendations mapped across these opportunity areas for improvements to the Medi-Cal enrollment and retention processes.
WHAT WE DELIVERED
We immersed ourselves in the Medi-Cal landscape and documented different pathways that led to enrollment and challenges by speaking with outreach and eligibility workers and homeless individuals.
The findings from this work were documented in three service blueprints and later in the Benefits Field Guide, an open-source digital handbook to be used by Benefits Navigators — a new role that the Whole Person Care team piloted in 2018.
By the end of the project, we identified six opportunity areas and presented 29 specific recommendations mapped across these opportunity areas for improvements to the Medi-Cal enrollment and retention processes.
WHAT WE DELIVERED
We immersed ourselves in the Medi-Cal landscape and documented different pathways that led to enrollment and challenges by speaking with outreach and eligibility workers and homeless individuals.
The findings from this work were documented in three service blueprints and later in the Benefits Field Guide, an open-source digital handbook to be used by Benefits Navigators — a new role that the Whole Person Care team piloted in 2018.
By the end of the project, we identified six opportunity areas and presented 29 specific recommendations mapped across these opportunity areas for improvements to the Medi-Cal enrollment and retention processes.
MY ROLE
As the senior service designer on the team, I conducted interviews, contextual inquiries, and working sessions with users across eight different sites, generated recommendations based on our research insights, created the content and the designs of our deliverables, and co-facilitated the ideation workshop with the involved city stakeholders.
MY ROLE
As the senior service designer on the team, I conducted interviews, contextual inquiries, and working sessions with users across eight different sites, generated recommendations based on our research insights, created the content and the designs of our deliverables, and co-facilitated the ideation workshop with the involved city stakeholders.
MY ROLE
As the senior service designer on the team, I conducted interviews, contextual inquiries, and working sessions with users across eight different sites, generated recommendations based on our research insights, created the content and the designs of our deliverables, and co-facilitated the ideation workshop with the involved city stakeholders.
The service design expertise was invaluable in helping us identify and prioritize opportunities to improve the Medi-Cal enrollment and renewal process for people experiencing homelessness in San Francisco.
MARIA X MARTINEZ
Director, Whole Person Care
City and County of San Francisco
The service design expertise was invaluable in helping us identify and prioritize opportunities to improve the Medi-Cal enrollment and renewal process for people experiencing homelessness in San Francisco.
MARIA X MARTINEZ
Director, Whole Person Care, City and County of San Francisco
Fjord’s work allowed Human Services Agency to realize that we needed someone at a managerial level that could work across systems and created the new role of the Benefits Linkage Manager.
SUSIE SMITH
Deputy Director, Policy and Planning
Human Services Agency, City and County of San Francisco
Fjord’s work allowed Human Services Agency to realize that we needed someone at a managerial level that could work across systems and created the new role of the Benefits Linkage Manager.
SUSIE SMITH
Deputy Director, Policy and Planning
Human Services Agency, City and County of San Francisco
Fjord’s work allowed Human Services Agency to realize that we needed someone at a managerial level that could work across systems and created the new role of the Benefits Linkage Manager.
SUSIE SMITH
Deputy Director, Policy and Planning, Human Services Agency, City and County of San Francisco
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