HomeMy WebLinkAboutMINUTES - 07221997 - SD2 SD.2
THE BOARD OF SUPERVISORS OF
CONTRA COSTA COUNTY, CALIFORNIA
Adopted this Order on July 22, 1997, by the following vote:
AYES: Supervisors Rogers, Uilkema, Gerber, Canciamilla and DeSaulnier
NOES: None
ABSENT: None
ABSTAIN: None
SUBJECT: Departmental Performance Report
Gary D. Villalba, County Veterans Service Officer, provided the Board with a
departmental performance report for the 1996/1997 Fiscal Year.
Subsequent to the presentation by Mr. Villalba, the Board took the following action:
1. ACCEPTED departmental performance report from Gary D. Villalba, County
Veterans Service Officer.
I hereby certify that the foregoing is a true and
correct copy of an action taken and entered on
the minutes of the Board of Supervisors on the
date shown.
ATrESTED: July 22, 1997
Phil Batchelor, Clerk of the Board of
Supervisors and County Administrator
istme Wampler, Deputy Clerk
cc: County Administrator
County Veterans Service Officer
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1997 DEPARTMENT PERFORMANCE REPORT
VETERANS SERVICES
MAY 1997
GARY D. VILLALBA
DIRECTOR, COUNTY VETERANS SERVICE OFFICER
10 DOUGLAS DRIVE, SUITE 100
MARTINEZ, CA 94553
PHONE: 313-1481
FAX: 313-1490
•
TABLE OF CONTENTS
Page
1. Organizational Chart . . . . . . . . . . . . . . . . . . . . (i)
2. Section I - Department Overview . . . . . . . . . . . . . 1
3. Section II - Resources . . . . . . . . . . . . . . . . . . . 2
4. Section III - Customer Services . . . . . . . . . . . . . . 5
5. Section IV - Annual Performance . . . . . . . . . . . . . 8
6. Section V - Challenges and New Directions . . . . . . . 14
VETERANS SERVICE OFFICE
10 Douglas Drive, #100
Martinez, CA 94553
ORGANIZATIONAL CHART
VETERANS SERVICE
OFFICER
Gary Villalba
BRANCH OFFICE VETERANS SERVICE
• MANAGER REPRESENTATIVE
Jill Martinez Roy Brooks
EXECUTIVE CLERK
SECRETARY SENIOR LEVEL
Debbie Garcia Vicki Turner
Management 4
Non-management 1
Total 5
(i)
1997 VETERANS SERVICE DEPARTMENT
PERFORMANCE REPORT
SECTION I - DEPARTMENT OVERVIEW
A. DEPARTMENT RESPONSIBILITIES
MISSION STATEMENT
The County Veterans Service Office/Officer (CVSO) provides
assistance and advocacy to the men and women who served in the
Armed Forces of America, their dependents and survivors, and the
general public in obtaining benefits and entitlements from the U.S.
Department of Veterans Affairs (VA), Department of Defense, state
and local programs for veterans and their families.
A major component of our department is to provide cost-
avoidance to the County Departments of Health and Social Services
through the County "Welfare Referral Program". (see Section III -
Customer Services)
B. ORGANIZATIONAL STRUCTURE
We have one department division which provides multiple
services as detailed in Section III - Customer Services.
We have two office locations with the following hours for the
public:
Main Office: 10 Douglas Drive, Suite 100
Martinez, CA 94553-4078
Phone: 313-1481
Fax: 313-1490
Hours: 8 am to 12 noon and 1 pm to 5 pm
• Monday through Friday
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Branch Office: 100 - 37th Street, Suite 270
Richmond, CA 94805-2179
Phone: 374-3241
Hours: 8 am to 12 noon and 1 pm to 4 pm
Days: Tuesday and Thursday
SECTION II - RESOURCES
A. FINANCIAL RESOURCES
BUDGET FY 1996-97: ( 579)
Expenditures -
Salaries & Employee Benefits = $276,860
Services & Supplies = 13,840
Gross Expenditures = 290,700
Financing -
Intergovernmental Revenue = 64,243
Net County Cost = $226,457
FINANCIAL SOURCES:
Our department has four funding sources per the Military
and Veterans Code of California.
1. Section 972, State Subvention to help fund CVSO.
2. Section 972.1, State Subvention Augmentation to
help fund CVSO.
3. Section 972.2, State CVSO fund from sales of special
interest veteran license plates through DMV. This
program began initial funding distribution in 1996.
4. Section 972.5, California Department of Veterans
Affairs (CDVA) contracts with State Department of
Health Services for the purposes of obtaining federal
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• funds for CDVA to distribute to CVSO for workload
of Medi-Cal cost-avoidance activities.
The above funding sources are paid semi-annually to CVSO
per annual audits performed by CDVA in accordance with the
California Code of Regulations, Title 12, Sections 450-455.
B. PERSONNEL RESOURCES
This department has five (5) FTE. (see organization chart)
During the past 6 years, our department has lost one (1) FTE
and two (2) temporary part-time positions due to budget reductions.
These reductions are equivalent to a 29% staff loss. In the recent
past, some of the remaining staff have been placed on furlough in
order to comply with a balanced budget.
C. AFFIRMATIVE ACTION
• The Affirmative Action (AA) representation of Veterans
Services exceeds the established Contra Costa County goals of
the 1990 census labor force and 1996 work force percentages.
The Department Head is the AA Officer for our department.
The Department AA Plan and Implementation Plan is reviewed
periodically with staff and each staff person has a copy of the plans.
Discrimination of any kind is the enemy of us all.
D. SICK LEAVE
SICK LEAVE USAGE - 1996
HOURS HOURS
USED ACCRUED # STAFF % USED
76.70 480 5 16.0
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- 1996 sick leave usage declined by 160.9 hours for a 33.5%
improvement.
- Employees with zero use of sick leave: 2 (Veterans Service
Representative and Department Head)
The Department Sick Leave Policy is reviewed frequently with
staff and each has a copy.
E. STAFF DEVELOPMENT
Each employee is evaluated annually (20-year county
employees are evaluated every two years) regarding the following
performance criteria: productivity, innovation/analysis, organ-
ization, communication skills, attendance and other job related
subjects.
Staff is encouraged to participate in career enhancing
activities, county sponsored training and wellness programs.
The Department Head and professional staff attend periodic
mandatory accreditation training sponsored by the U.S. Depart-
ment of Veterans Affairs (VA) and the California Department of
Veterans Affairs (CDVA).
The Department Head recognizes that the employees of
this department are its most important resource.
F. AUTOMATION
I am pleased to report the recent acquisition of hardware/
software equipment to enhance our efficiency and service to the
public.
With the support of Phil Batchelor, for which my staff and I
are very grateful, we now have the following automation
components:
- Three new COMPAQ PC's
• - One used COMPAQ PC
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- Hardware upgrade for previously owned IBM PS/2 55
- Software upgrades for all five PC's to include Windows 3.11
Microsoft Word 6.0 and Microsoft Excel
- Hewlett Packard laser jet 4 printer
This department is on-line with the County WAN/Main Frame
for TERM budget program, TAO E-mail and the payroll system.
FUTURE GOALS:
1. I have an application/authorization pending with the U.S.
Department of Veterans Affairs (VA), Central Office, Washington,
D.C. to be granted "REMOTE ACCESS" to the national VA
computer data files. With Remote Access, we will be able to, via
PC/modem, access vital information for client benefit counseling
and claims/appeals development. This feature will preclude the
current time consuming use of a telephone toll free number.
2. If the FY 1997-98 Department budget enhancement request
iis approved, we will be able to acquire the "VET-PRO" software
program designed for CVSO work related activities. Vet-Pro
includes all pertinent VA forms, State mandated daily and semi-
annual reports and other data base features. This program has been
approved and sanctioned by the California Department of Veterans
Affairs (CDVA) for CVSO use. The annual maintenance contract
of$1,500 includes the software with future upgrades, installation/
staff training and perpetual help-line access.
SECTION III - CUSTOMER SERVICES
A. SERVICE DELIVERY SYSTEM
Clients access our services in person at our two office
locations, over the phone, via the mail and we also do field
visits to residences, hospitals and nursing homes.
The following services are provided:
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- Comprehensive benefit counseling of veteran pro-
grams at the federal, state and local level
- Claim preparation, procurement of supporting
documentation, submission of claim
- Claim tracking and review of final determinations
- Appeal process review (VA appellate level) and
development when appropriate
- County Welfare referral (CA-5) program which
assists those on public assistance (AFDC, Medi-Cal,
Food Stamps and GA) to be referred to our services in
the hope of entitlement thereby reducing local county
costs
- Information and referral services for the following:
1. Crisis intervention
2. Employment
3. Public assistance
4. Social Security
5. Miscellaneous issues
The following brief list of programs are a few of the
primary entitlements that we assist clients with:
a. Disability Compensation (service-connected)
b. Disability Pension (non service-connected)
c. Dependency Indemnity Compensation (DIC for
surviving spouse and children)
d. Death Pension (surviving spouse and children)
e. VA Medical care
f. Education and Dependent Education
g. College Tuition Fee Waiver for Dependents
h. Vocational Rehabilitation
i. Housebound, Aid and Attendance benefits
j. Clothing and Dependent Allowances
k. Special Adaptive Housing and Auto Grants
1. VA Home Loans and Cal-Vet Home Loans
in. VA Life Insurance
n. State Veterans Home - Yountville and Barstow
o. Burial benefits
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. A major component of our department workload is the county
"welfare referral program" whereby we receive welfare referrals
(Form CA-5) from the Department of Social Services (DSS). We
process these referrals to determine if any VA monetary benefits are
being paid to the welfare applicant/recipient. We notify DSS via the
CA-5 confirming monetary payment or non-payment. In addition, we
attempt to contact each referral to explore eligibility to all monetary
benefit programs and other services for veterans, their dependents and
survivors. The results of this program annually provides significant
cost-avoidance savings to the Department of Social and Health
Services in Contra Costa County.
We have little discretion over the number and type of services.
Our job is to be thorough with clients to assure access and potential
eligibility to an enormous inventory of benefits and services. The
only constraints that we face deal with budget.
B. CUSTOMER PROFILE
Our customers are county residents, the men and women who
served honorably in the Armed Forces of America, their dependents
and survivors.
Current Federal and State Census estimates show
approximately 99,083 veterans and 247,708 dependents living in
Contra Costa County. There are 5,500 disabled veterans in receipt
of VA disability payments in our county.
Our customers earned their entitlements through sacrifice
and service to our nation during war and peacetime. We are often
inspired by the courage and humility of our veterans, especially
those who served in combat. We assist daily those who struggle
valiantly with their disabilities and pain. We are also hearten by the
dignity and grace of surviving spouses who lost their partners in life
and children who lost a parent due to the cruelty of war or disability.
• Our clients represent all ages, ethnic and socio-economic
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. backgrounds. Many of our clients are county employees. Some
clients may be healthy while many are physically and mentally
disabled. We deal with all aspects of disablement and profound
bereavement. Some of our clients are hostile and belligerent. We
endeavor to be alert, sensitive and compassionate to the needs and
concerns of our clients.
C. CUSTOMER RELATIONSHIPS
It is vital that our staff develop a relationship of trust, respect
and confidence with clients. Our work involves sensitive and
complex issues that are often very personal in nature. Disability and
death are daily reminders of the necessity to foster excellent relation-
ships because the results of our work, in terms of monetary benefits
and services our clients receive, profoundly impacts their lives for the
better.
The satisfaction rate of our clients is high. The Board of
Supervisors and CAO receive unsolicited letters of appreciation by
0 our clients on a regular basis. Most of our clients view our depart-
ment as an effective comprehensive service that gets the job done.
The customer demand for our services is constant, essential
and, at times, life preserving. Our department was established in the
1940's to accommodate this need and the perpetual high cost of our
national defense. We have stood the test of time.
SECTION IV - ANNUAL PERFORMANCE
A. Performance Indicators
The relevant fiscal year indicators listed below reflect signifi-
cant county cost-avoidance, high volume of workload and enhance-
ment of the Contra Costa economy. This activity is performed by a
dedicated staff with limited resources. Therefore, the Veterans Ser-
vice Department is cost-effective, efficient and a vital asset for the
local economy and the thousands of county residents it services.
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- Cost-avoidance (VA monetary payments and the savings
from the Welfare Referral Program with the Department of
Social Services)
1994-95 - # of Clients
Medi-Cal (includes AFDC) $1,654,204 - 383
General Assistance (GA) 98,245 - 38
Total $15752,449 - 421
1995-96 - # of Clients
Medi-Cal (includes AFDC) $19340,458 - 315
General Assistance (GA) 1595270 - 29
$1,4999728 344
GA cost-avoidance increased by $61,025 during FY 95-96.
The decrease in dollar value and number of client awards during
FY 95-96 is due to a serious increase in the back-log and delay of
VA adjudication processing. The VA back-log of claim/appeals is
a national problem with the VA.
The above cost-avoidance figures do not reflect the value of
significant VA medical care and other services.
New Recurring Payments and Lump Sum Payments:
1994-95 - # of Clients 1995-96 - # of Clients
$4,9895523 - 1,145 $414189727 - 1,101
Contra Costa CVSO State Ranking of 56 Counties:
1994-95 1995-96
5 10
-Workload Indicators
1994-95 1995-96*
Claims/Appeals Filed 19269 15192
Office Interviews 31352 25926
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Field Interviews 36 46
Incoming Telephone Calls 143,670 115601
Correspondence In 15,038 125394
Correspondence Out 8,682 6,530
Welfare Referrals 25821 3,519
Welfare Referral Claims Filed 113 97
*During 1995-96, Richmond Branch Office was reduced to two
days per week due to budget limitation and increased work-
load at main office in Martinez.
- College Tuition Fee Waiver Program
Effective July 1, 1993, the administration and adjudica-
tion of the California College Tuition Fee Waiver Program for
dependents of service-connected disabled veterans was dele-
gated to CVSO's by the California Department of Veterans
Affairs (CDVA). Under this program, eligible dependent
college students are provided with a CVSO approval letter
. which grants the waiver to tuition, incidental and registration
fees at the State supported schools of the University of
California (UC), State University (CSU) and Community
Colleges (CC). A history of our department involvement is
provided:
Students Approved:
1993-94 1994-95 1995-96
UC - 15 UC - 57 UC - 46
CSU - 25 CSU - 54 CSU - 81
CC - 30 CC - 80 CC - 108
Total 70 191 235
Applications Denied:
6 8 6
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The following savings have been realized by these
students and deserving families just in tuition waiver alone:
1993-94 1994-95 1995-96
$155,850 $4791780 $49402
- Other Significant Indicators
a. Veteran Services (CVSO) is an important investment
in County government. Using the State Department of
Finance estimating techniques and the example of 1995-
96 CVSO generated new cash payments of$4,418,727,
it is estimated that $706,996 (16% of total) becomes new
new local tax revenue. Historically, the CVSO net county
cost has been below $200,000. Therefore, the County has
earned an approximate 350% return on its CVSO invest-
ment.
• Furthermore, Contra Costa County veterans, their
dependents, and survivors received $46,078,705 in cash
benefits for disability, death, education and life insurance
indemnities during 1995-96. The local tax revenue for this
period is $7,372,592. Our department is most responsible,
through decades of service, for the creation and mainten-
ance of this annual cash flow into the County economy and
for the betterment of thousands of families.
b. Considerable staff time is spent on assisting clients with
access to VA/CAL-VET home loans. There has been
approximately 4 billion dollars in VA loans in Contra Costa
County since 1945. Our office has been the primary source
to assist these families with information and eligibility.
Dollar amounts for CAL-VET loans in Contra Costa
County are unavailable per CAL-VET. The impact on the
local banking and construction industries is significant.
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C. We assist thousands of veterans each year with access
and eligibility to VA medical care and related services. We
assist veterans to establish VA recognized service-connect-
ed disabilities which brings mandatory life time free VA
medical care for those conditions. In addition, we help low
income and indigent veterans with entitlement to VA medi-
cal care. The undocumented cost savings to the county is
enormous.
B. ACCOMPLISHMENTS
Accomplishments for the Veterans Services department are
measured in terms of the daily client satisfaction regarding the
quality/quantity of service provided. In addition, our department has
earned the respect from numerous federal, state and local agencies.
The Veterans Services staff, Jill Martinez, Debbie Garcia,
Vicki Turner and Roy Brooks, deserve commendation for their daily
excellence, dedication and team work. The success of this depart-
ment is directly due to their hard work and I am proud to be asso-
ciated with them.
The following case synopsis is indicative of the compre-
hensive, technical and legal expertise the CVSO provides:
• Issue: Surviving spouse of veteran comes into our office
for general information on burial benefits. CVSO notices that
"asbestosis" was a contributing cause of death and primary cause
was chronic obstructive pulmonary disease (COPD). CVSO asked
if vet had exposure to asbestos during military service. The answer
was yes.
• Claim: CVSO counsels client on all benefits and develops
the appropriate claim for Dependency Indemnity Compensation
(DIC). DIC is a claim for death benefits based upon death from a
service-related disability. Detailed interview takes place, forms are
completed and signed, supporting documentation is obtained and
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• claim is sent to VA Regional Office in Oakland.
• VA Decision: VA denies claim based upon no evidence to
indicate that deceased veteran acquired COPD or asbestosis during
military service or within the presumptive period of one year follow-
ing discharge from service. Veteran had no previous claim or rating
for a service-connected disability.
• Appeal: CVSO advises client of her appeal rights at the
appellate level with VA. It is recommended to her that she should
appeal. The VA denial and pertinent laws/regulations are reviewed
with client. A timely Notice of Disagreement was filed and sub-
sequent substantive appeal brief done by CVSO contains the
following arguments:
1. Current VA law/regulation provides that service-
connected disability and/or death can be granted if the evidence
supports that the veteran was exposed to asbestos during military
service and further, there was subsequent development of disease,
. any time after military service, that is medically proven to be
associated with exposure to asbestos.
2. VA did not consider the issue of exposure in its adjudi-
cation. Military records and an affidavit written by the veteran
prior to his death are consistent to prove that exposure did exist.
The veteran was a truck mechanic which required frequent duties
to replace, install and adjust brake/clutch systems during World
War II.
3. Pathology reports and other medical documentation was
submitted to VA to confirm diagnosis of asbestosis with asbestos
fibers in the lungs.
• Appeal Reversal: VA reverses its decision and grants DIC
with current monthly rate of$833.00 effective to date of death.
This decision also opens up eligibility to numerous peripheral
benefits such as a higher rate for burial reimbursement, education
13
t benefits, VA home loan guaranty and property tax exemption just
to name a few.
• Case Management: This case took 10 months from initial
interview and claim filing to VA appeal decision. During this period,
considerable time is spent on claim/appeal development, further inter-
views and phone discussions with client and researching medical and
other supporting documentation. Our department has, on a continual
basis, hundreds of pending claims/appeals many of which are more
detailed and complex than the case summary presented in this report.
SECTION V - Challenges and New Directions
A. Challenges
1. To keep pace with the continued increase workload from the
College Fee Waiver Program.
2. To dispel the perception that our client base is in decline.
With the current downsizing of the Armed Forces, the demand for
our services remains active and normal demand will remain as long
as there is a need for national defense. Furthermore, older clients
have increased geriatric needs and require special services and
benefits to fulfill those needs. Staff visits to hospitals, nursing
homes and private homes will continue to increase. When these
older veterans do not have access to our services, they will look
toward County Health and Social Service Departments to provide
them.
3. For the Department Head to continue to perform multiple
duties such as program manager, budget officer, personnel office,
affirmative action officer, public/media relations, supervisor, full-
time veterans service representative and many other miscellaneous
tasks all for less than salary parity to many mid-management county
positions of lesser responsibility and accountability.
4. The annual challenge for staff to adapt to change in an
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• environment of perpetual limited resources.
5. There is a challenge for increased competition for general
fund dollars among county departments. I can only hope that the
Board of Supervisors and CAO will fully assess the merits and value
of our department services, our contribution to the cash flow of
Contra Costa County and the cost-avoidance activities all detailed
in this report.
B. New Direction
1. Pilot Project - Our department is being considered for a
pilot project contract from the VA Regional Office in Oakland. The
purpose of the project is to determine the feasibility of contracting
with CVSO's to perform limited VA adjudication functions at the
CVSO office location. CVSO - Contra Costa and CVSO - San
Francisco are targeted by the VA for this project. At present, there
have been only informal discussions between CVSO's and the VA.
Should the project move forward and become successful, the follow-
ing positive impacts would occur:
a. Additional sources of revenue to offset county
general fund.
b. Anticipated increased workload from the project
would be offset by complete access to the VA national
computer system (TARGET). The complete access would
simplify many of the current CVSO labor intensive duties
such as daily multiple toll free telephone calls to access
important client related information.
Respectfully,
Gary Villalba
Director, CVSO
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