California Association of Public Authorities for IHSS

What it reported doing in 2024

IHSS (In-Home Supportive Services) is a state program, administered by each county in California for the provision of in-home care workers hired by low-income, blind, aged or disabled individuals requiring non-medical personal care such as bathing, feeding, dressing, and/or domestic services such as shopping, cooking, and housework to remain safely in their own homes.The California Association of Public Authorities (CAPA) supports its members and provides leadership that promotes the availability of services and the rights of older adults and persons with disabilities to live with independence and dignity. To this end, CAPA develops and supports public policy and legislation to improve IHSS, and to improve personal assistance services, primarily in the independent provider mode. More specifically CAPA:- Develops and supports public policy and legislation to improve IHSS, and to improve personal assistance services, primarily in the independent provider mode.- Promotes the independence of seniors and people with disabilities.- Prevents inappropriate, premature placement of consumers in institutions (i.e. skilled nursing facilities, community care facilities or hospitals).- Provides assistance, information, training, and technical advice to its members.- Promotes the welfare and general interest of the members.- Facilitates effective communication between and among Public Authorities, and county, state, and federal administrative agencies, including the exchange of knowledge, resources, and best practices.During the year ended June 30, 2025:1. CAPA created a Provider Enrollment Toolkit for Enrollment Staff.2. CAPA hosted a Registry Mangers in September 2024.3. CAPA hosted two in person board meetings with educational content.4. CAPA served in a leading role to sponsor legislation to modernize the Brown Act which was signed by the governor.CAPA continues to work on these goals:1. Advocate for policies that support IHSS Public Authorities ability to provide quality In-Home Supportive Services to consumers.2. Support the Master Plan on Aging (MPA) initiatives.3. Prioritize provider recruitment as an ongoing effort year-round.4. Support policies against ageism and ableism.5. Collect and share meaningful and relative data to convey the value of IHSS Public Authorities (PAs).6. Offer professional development for PA directors and staff.7. Create opportunities for peer training.8. Expand educational resources for IHSS Public Authorities.9. Establish and maintain strategic partnerships with legislators and CDSS.10. Create a leadership succession plan.11. Strengthen strategic partnerships.12. Maintain financial sustainability.13. Create opportunities for PA Directors and staff to share information and resources.There are 56 Public Authority IHSS agencies throughout California's 58 counties. They serve approximately 600,000 consumers and 520,000 caregivers.During the year ended June 30, 2024, CAPA:1. won an award for its website2. created an on-boarding toolkit for IHSS Advisory Committees3. hosted a Registry Mangers Workshop in March 2024 and a Provider Enrollment Workshop in September 20244. hosted an Executive Committee Retreat in Feb 20245. participated in the Statewide Collective Bargaining CommitteeCAPA continues to work on these goals:1. Advocate for policies that support IHSS Public Authorities ability to provide quality In-Home Supportive Services to consumers2. Support the Master Plan on Aging (MPA) initiatives3. Prioritize provider recruitment as an ongoing effort year-round4. Support policies against ageism and ableism5. Collect and share meaningful and relative data to convey the value of IHSS Public Authorities (PAs)6. Offer professional development for PA directors and staff7. Create opportunities for peer training8. Expand educational resources for IHSS Public Authorities9. Establish and maintain strategic partnerships with legislators and CDSS10. Create a leadership succession plan11. Strengthen strategic partnerships12. M

Financial Efficiency

• Mission deployment rate: 65.7%; rating input score 66
• Program expense ratio: 71.4%; rating input score 71
• Fundraising efficiency: Limited

Transparency & Controls

• Consistency checks: 100%; rating input score 100; 63rd percentile among comparable filings
• Pay-setting controls: 4 of 6 controls in place; rating input score 67
  • Compensation committee: Missing
  • Independent consultant: Missing
  • Other Form 990s reviewed: Pass
  • Written employment contract: Pass
  • Compensation survey or study: Pass
  • Board or committee approval: Pass
• Foreign activity oversight: Limited
• Grant itemization coverage: Limited
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Limited

Accountability

• Independent voting board: 100%; rating input score 100; 63rd percentile among comparable filings
• Governance controls: 6 of 8 controls in place; rating input score 75
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Pass
  • Document-retention policy: Pass
  • CEO compensation review process: NotApplicable
  • Other executive compensation review process: Pass
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Fail
  • Independent financial-statement audit: Fail

Sustainability

• Operating margin: 6.7%; rating input score 54; 54th percentile among comparable filings
• Total-asset coverage ratio: 1.31; rating input score 51; 51st percentile among comparable filings
• Liabilities to assets ratio: 0.36; rating input score 21; 21st percentile among comparable filings
• Officer compensation ratio: 31.6%; rating input score 6; 6th percentile among comparable filings

Growth

• Program expense growth: 30.8% per year; rating input score 100; 90th percentile among comparable filings
• Revenue growth: 6.1% per year; rating input score 100; 50th percentile among comparable filings
• Asset growth: 8% per year; rating input score 100; 52nd percentile among comparable filings