Health Housing and Human Services

Service Lines

The four shuttle services fill gaps from TriMet stops to underserved portions of Oregon City, Clackamas Industrial Area and Estacada. 

Oregon City

This shuttle line provides enhanced transit access throughout Oregon City. This shuttle operates on weekdays only. Service begins and ends at the Oregon City Shopping Center from 6:30 a.m. to 8:57 p.m.

click here for full timetable

Clackamas Industrial Area

This shuttle line provides enhanced transit access to the Clackamas Industrial Area located primarily east of Interstate 205 along Highway 212. This service will link Clackamas Town Center Transit Center and locations throughout the Clackamas Industrial Area, ensuring connections to large employers in Clackamas and to Clackamas Community College.

The Clackamas Industrial Area shuttle operates all days of the week; weekend service is mornings only. Service begins and ends at Clackamas Town Center from 4:50 a.m. to 11:23 a.m. all days of the week, as well as 1:00–8:33 p.m. on weekdays.

click here for full timetable

CCC Xpress

This shuttle line connects the Oregon City and Clackamas Industrial Shuttles. The shuttle provides a direct connection between Clackamas Town Center and the Clackamas Community College Campus in Oregon City. The shuttle operates on weekdays only.

click here for full timetable

Estacada Shuttle

This shuttle line connects Estacada to Clackamas County College over Redland road. The shuttle operates on weekdays only.

More Information

Under contract by MTRWestern 
Customer Contact: 
971-358-0623

Managed by Clackamas County Social Services 
Please contact us directly to request a schedule in an alternate format, or with any complaints or concerns: 
PO Box 2950, Oregon City, OR 97045 
503-655-8640, TTY 503-650-5646

The Clackamas County Connects Shuttle Service Respects Civil Rights

• CCSD ADA Plan
• Reasonable Modification Policy
• Clackamas County ADA Complaint Form
• CCSSD Title VI Plan

Our Mission

Health, Housing, and Human Services of Clackamas County promotes and assists individuals, families and communities to be safe, to be healthy, and to thrive.

Our Goals

• To provide sustainable and affordable housing
• To assist individuals and families in need to be healthy and safe
• To increase self-sufficiency
• To increase community safety and health
• To continually improve the efficiency and effectiveness of services

H3S Departmental Strategic Initiatives

The following seven strategic initiatives have been identified as key priorities.

Strong Community Partnerships
Strong partnerships with businesses, community organizations, and governmental agencies are critical for our work to be successful.  We must strive to improve cooperation and collaboration with our partners.

Integrated Services
Ensure that our services are integrated around prioritized populations, as well as between Divisions. We should look for ways to "wrap" services around individuals and populations so that people are able to access a full suite of services.

Catalytic Entrepreneurial Leadership
H3S will seek creative solutions to problems, leading from the front, rather than reacting. We will act as the convener, catalyst, and broker for innovative methods and partnerships that serve our clients and the community.

Equitable Access
Our work should strive to remove barriers and ensure equitable access to services for populations throughout the county. This may mean working to overcome barriers that derive from income inequities, language or cultural barriers, or the urban/rural divide – in all cases; we must ensure that our services are open and accessible to all.

Meaningful Community Engagement
In our work, we must strive to provide meaningful opportunities for community dialogue. When we work with the community, we must seek to ensure that their insights and comments are taken seriously and that they have a reasonable opportunity to influence decision making within H3S.

Increase Political Capital
The services provided by our staff and our partners are critical to the county. We must ensure that local, state, and federal elected officials are aware of – and recognize – the importance of this work to support individuals and communities.

Responsive Infrastructure
Internal infrastructure, such as IT equipment, policies and procedures, and staff expertise must operate at a high level of responsiveness and excellence.

H3S is committed to improving our programs and ensuring better outcomes for the people we serve.  Every day we strive to be more efficient and effective.  Our approach to performance improvement focuses on three areas: planning, performance measurement, and continuous process improvement.

H3S Planning and Priorities
We are always working to achieve the goals of the Department.  Visit our planning and priorities page to learn more about our priorities and strategies to achieve these goals.

Performance Measurement
In order to know how well we are doing, and where to apply effort to improve, H3S measures our programs and the results of their work very carefully.  Visit our performance measurement page to see how each of our divisions is doing in a wide variety of categories.

Continuous Process Improvement
Continuous Process Improvement (sometimes called “Lean”) was originally developed in the private sector to help companies achieve more efficiency with higher quality.  Visit our Continuous Process Improvement page to learn more about how we have put Lean concepts to work in H3S.

If you have a question or would like to request more information about the Department, please call 503-650-5697.

Visit 211info today

We have partnered with 211info.org to provide a comprehensive regional database of services and resources for people in need.

Aging and Disability Resource Connection (ADRC)

Through this program, you can find out more information and services that help seniors, those with disabilities, their families and caregivers.

Information and Referral Networking Meetings

Information and Referral Networking meetings give paraprofessionals serving older adults or people experiencing a disability an opportunity to hear from experts speaking on different topics relevant to these community members in Clackamas County.  

Meetings are held on the fourth Thursday of every other month in person from 8:30 a.m. to 10:30 a.m. at 150 Beavercreek Rd. in Oregon City on the Red Soils Campus or virtually via Zoom/and or Microsoft Teams.

Schedule for 2025:

• In-person meetings to be held in March, July, and November or December (depending on holiday schedule)  
• Virtual Meetings to be held in January, May, and September

For more information, or to be added to the I & R mailing list, please contact i-rnetworking@clackamas.us. 

Community posters

Do you need a quick guide to commonly used phone numbers for organizations and agencies here in Clackamas County? Download one of our Community Resources posters in English, Spanish, or Russian.

• Clackamas County Community Resources
• Recursos en la Comunidad del Condado De Clackamas
• Общественные ресурсы округа Клакамас

Performance Measurement is a core strategy of H3S Performance Management. Through its performance measures H3S is able to track progress and observe the outcome of initiatives and interventions. Department performance is measured across a variety of areas related to Department and Division goals, outcomes, and work processes.

A sample of Measures related to:

• Sustainable and affordable housing
• Assist individuals and families in need to be healthy and safe
• Increasing self-sufficiency
• Increasing safety and health
• Continual improvement of efficiency and effectiveness

Advisory Boards and Commissions are one way we ensure that the community's voice is heard.

Aging Services Advisory Council (ASAC)

• Serves as an advisory body to the Director of the Clackamas County Area Agency on Aging and provides input on other areas of importance to the senior population
• Reviews all requests for Clackamas County Area Agency on Aging Older American's Act funding and makes the findings of the AAA Advisory Council known to the applicant, the County and the State
• Provides recommendations and evaluations on the Clackamas County Area Plan and seeks the advice of the service recipients, the general public, and service providers on services needed and how to improve existing services
• Advocate for maintenance and improvement of existing services and for the creation of additional needed services for Clackamas County senior residents

Community Action Board (CAB)

• Mobilizes human and financial resources at the local, State, and Federal levels to benefit disadvantaged persons and maximize their opportunity for self sufficiency
• Minimizes the causes and conditions of poverty
• Advocates for institutional change to reduce the problems of poverty

Community Health Council (CHC)

• The CHC is the consumer governing board overseeing the County's Federally Qualified Health Center (FQHC).
• The Council and County work cooperatively in the management and leadership of the Health Center, working to assure a healthy community, primarily through establishing "the most effective health home in Oregon."

Children of Incarcerated Parents Advisory Committee

• Promotes positive child development, quality child care, parent education and engagement, child abuse prevention and intervention, family stability and academic success for children of incarcerated parents

Clackamas Workforce Partnership

• Works to develop a highly skilled workforce that creates sustained economic prosperity in Clackamas County

Diversity Leadership Council

• Advises county government on diversity issues, including hiring a diverse workforce and providing services to diverse populations

Emergency Medical Services Council

• Advises county government on policies and plans pertaining to ambulance response services in Clackamas County

Developmental Disability Advisory Council

• Advises on planning, reviewing programs and recommending policy for Developmental Disabilities program areas
• Assists in the development and review of local quality assurance activities as required in OAR 411-320-0030 (8) (c) 
• Participates in the selection process of the DD Program Manager
• Participate in site reviews when feasible and to make recommendation for improvements

Family Violence Coordinating Council (FVCC)

• A forum for developing, implementing and assessing a coordinated response to domestic violence in Clackamas County
• Part of a county-wide effort to provide for the safety and well being of victims and accountability of offenders to reduce the incidence of domestic violence

Homeless Policy Council

• Advises on policies for addressing homelessness in Clackamas County
• Establishes annual goals for addressing homelessness in Clackamas County and reviewing progress toward meeting those goals

Joint Advocacy Committee

• The mission of the Health, Housing, and Human Services (H3S) Advocacy Committee is to advocate for populations served by H3S and the State of Oregon DHS/Aging and Persons with Disabilities (DHS/APD), as well as to educate state and federal decision makers about the impact of their decisions on these populations.
• Participation is welcomed from all members of the Advisory Councils which serve H3S and DHS/APD and members of the Youth Services Provider Network.
• Participants should have an interest in advocating on state and federal issues and be able to regularly participate in meetings and events. Every effort shall be made so that all Advisory Councils are represented.
• Meetings take place on the first meeting of every month. For more information, contact Joanne Desky at 503-655-8794.

Mental Health and Addictions Council (MHAC)

• Serves as an advisory body to the Clackamas County Board of County Commissioners and the Director of the Clackamas County Behavioral Health Division on community needs, gaps in services, barriers and priorities related to providing mental health and addictions services in the County

Prevention Coalition

• Works to reduce youth drug and alcohol use through creating a network of coalitions throughout Clackamas County

• Builds awareness of the problem through media campaigns, town halls, sponsoring training for parents and professionals, providing drug free activities for youth, and promoting prevention activities

Public Safety Coordinating Council

• Advises the Board of County Commissioners on the use of state and local resources to appropriately and effectively address the adult and juvenile offender populations and to coordinate policy among all local criminal justice entities  
• The intent is to create a continuum of sanctions and services for both juvenile and adult offenders that result in a seamless system that emphasizes the prevention of criminal activity and community safety.

Public Health Advisory Committee (PHAC)

• Provides the voice of the community to Clackamas County Public Health Division and is a forum for the discussion of population health issues that impact Clackamas County residents. The committee assures a needed link to community input into implementing the Community Health Improvement Plan and in addressing community partnerships

Resident Advisory Council

• Advises the Housing Authority on policies regarding Housing Authority properties and housing choice vouchers Public Housing residents and housing choice voucher recipients

Veterans Advisory Council (VAC)

• Advises on all matters relating the provision of services to veterans, their families and dependents
• Ensures that the needs of veterans, their families and dependents are recognized and addressed in a timely manner

Overall Description

Why did we decide to do Lean process improvement within the Health, Housing, and Human Services department?  Finding a better way to do things is good for individuals, families, and the community because it means higher quality services, more capacity for services, less waiting, and less hassle. It's also better for staff because it reduces the time we spend doing things that feel like a waste of time.

What is Lean?

Lean is a set of concepts, principles, and tools used to deliver the most value from the customers' perspective while consuming the fewest resources.

Principles of Lean

• The customer always defines "value" for the process.
• Lean improves systems rather than pointing fingers at people.
• The people who do the work improve the process using lean tools.
• Learning to improve work is as important as doing the work itself.
• Lean is a visual system.
• Reducing waste builds in quality.

Why so much focus on process improvement?

• Better results for clients: This is about providing more value-added services to more people.
• Giving Staff a voice:  Those who do the work usually have the best solutions.
• Resilience during stressful times: Improving processes keeps everyone engaged and provides positive jolts of energy.

Background 

We are currently in the fifth year of our Lean journey. Since 2010, more than 270 employees have attended at least one of the Lean Process Improvement training classes. The department has conducted 150 Rapid Process Improvement (RPI) events, saving more than 10,000 hours of staff time and numerous small, daily improvements by staff within their respective work units. In July 2014, the department received the coveted National Association of Counties (NACo) Achievement Award for our Lean Process Improvement Program.

Staff Testimonials

"This is the best process I have been involved in for improving the process and I feel that this has a better chance for success than any other process improvement activity I have been involved in."

"Management and staff can work together for a common goal."

"The managers and supervisors that participated in the RPI event did not overwhelm the process.  They allowed us to put together solutions that worked for all the individual work groups."

"This RPI process helped us all better understand each other's work and made clear the importance of each of us doing our part correctly in order to avoid creating additional work downstream in the process."