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HomeMy WebLinkAboutMINUTES - 08041998 - C52 TO, BOARD OF SUPERVISORS U)1 1 r rr ,. lipesi Mi tambuzi,Employment& Training Director,City of RichmondCosta Arthur C. Miner, Executive Director, Contra Costa:PIC John Cullen, Social Services Director,Centra Costa County County DATE: July 13, 1998 SUBJECT: AUTHORIZE APPROVAL OF THE THE CITE' OF RICMOND PIC AND THE CONTRA COSTA PIC WELFARE TO WORK.PLANS SPEC#FiC BEQUEST=S}OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION Ia RECOMMENDED ACTION: Authorize the Chair, Contra. Costa Board of Supervisors, to approve for the County Board of Supervisors the City of Richmond and Contra Costa County PIC's Welfare to Work.grants, II, FINANCIAL IMPACT: None, one hundred percent federal grant funds. III. CHILDREN IMPACT STATEMENT: These two grants are to provide employment and training services to TANF participants and non- custodial parents of TANF participants. This will support the outcome of: Families that are Economically Self-Sufficient. IV. REASONS FOR RECOMMENDATION: DATION: The recommendation before you today is the result of an unprecedented cooperative planning effort initiated by the County Social Services Director and. the Contra Costa and Richmond PIC Executive Directors to align separate welfare to wont resouces into a comprehensive and countywide welfare to work and training system for TANF participants, accommodating the local and regional needs of employers and participants while establishing a. uniform service strategy. to assure that services available to TANF recipients are consistent throughout the County. The plans include creativity, flexibility, innovation and a collaborative partnership that will effectively assist in serving TAN. F participants as they move from welfare to work toward the ultimate goal of self sufficiency. CONTINUED ON ATTACHMENT: YES SIGNATURE: w ✓ . ° -RECOMMENCATiON OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE APPROVE OTHER SIGNATURES ACTION OF BOARD ON � _ APPROVED AS RECOMMENDED OTHER t VOTE OF SUPERVISORS i HEREBY CERTIFY THAT THIS IS A TRUE UNANIMOUS(ASSENT } AND CORRECT COPY OF AN ACTION TAKEN AYES:. NOES: AND ENTERED ON THE MINUTES OF THE BOARD ABSENT: ABSTAIN: OF SUPERV#SCs54 ^vN THE DATE SHOWN. , 1 # ' . Linda Chandler(646-5024), County PIC ATTESTED � :�..,�. -=-14 - - -�- - Contact: Upesi 1Vltambuzi, Richmond PIC (510) 307-8014 PHII,BATcaL°R.C-ERsC TREcAR OF cc: Chris Linville, County Social Service Department{313- xf RVISWS AND COUNTY ADMINISTRATOR County Administrator ? County Auditor-Controller BY ,DEPUTY y:\picoff'ice\cEiskette\bdorders\wt.w county&richmond grant plays The Balanced Budget Act of 1997 authorized the Q.T.S. Department of Labor to provide Welfare to Work funds. The majority of the funds are allocated directly to States, to be allocated on a formula basis by the State governments. In California, the Governor has designated the 52 Private Industry Council's and their Service Delivery Areas as the administrative agencies to implement the Welfare to Work Program. The City of Richmond PIC/SDA allocation is $659,692; the Contra Costa PIC/SDA allocation is $1,114,932. Richmond PIC plans on serving 132 participants during a term of July 1, 1998 through December 31, 1999. The County PIC plans on serving 223 participants during a term of July 1, 1998 through June 30, 2000. The County Social Service Department will receive State WtW match to support the joint effort;the exact amount of the State cash match is a subject of budget negotiation between. the Governor and. Legislature and is undetermined at this time. Both plans budget costs at$5,000 per participant. The City of Richmond plan designates the City as the grant administrator liable to the State Employment Development Department; the County plan designates the County as the grant administrator liable to the State Employment Development Department. These two grants are part of a larger effort that started with the Personal Responsibility and Work. Opportunity Reconciliation Act of 1996,popularly known as "welfare reform", marked a fundamental shift in the philosophy, structure and expectations of the nation's public assistance service delivery system. The AFDC Program, an open-ended, federally-regulated entitlement program, for families with dependent children, was eliminated in favor of a block grant funding stream featuring time limits,work requirements and performance outcomes. States gained flexibility and freedom to design locally effective solutions; program participants gained a commitment to efforts to assist them in leaving the public assistance system through employment. The state of California, which implemented the CalWORKs Program on January 1, 1998, had adopted legislation requiring each of the 59 Counties to develop, in collaboration with many partners and with substantive public input, a County CalWORKs Plan to establish and maintain a local welfare reform program that met federal requirements and carried out the state's vision for families' access to employment and supportive services. What was missing was a substantive federal commitment to resources to the employment and training system to support the employment mandates of welfare reform. The Balanced Budget Act of 1997 made inroads towards addressing this gap by including; federal appropriations of $3 Billion over fours years to states, distributed through the employment and training system of the Department of Labor, and earmarked for the recipients of T ANF funds and the non-custodial parents of children receiving TAF funds, These two plans are a result of the Federal allocation of $1.5 Billion of the total funds available; it is expected the second allocation will approximately double the allocation amounts and extend the maximum expenditure period to July 31, 2001. California requirements for local. Service Delivery Area access to WtW Formula Grant allocations of these funds includes the development of a WtW Local Plan which aligns with the County CalWORKS Plan and establishes effective collaboration among the agencies, groups and organizations responsible for assisting eligible families to access both state and federal employment and supportive services. In signing off on these two plans, the Board of Supervisors acknowledges that the local plans were developed jointly by the two PICS and the County Social Services Department, and that the Board concurs with the plans. J CONTRA COSTA PRIVATE INDUSTRY COUNCIL s, #,4 C O S T A CO WELFARE-TO-WORK LOCAL PLAN 2425 Sisso Lane, Suite 100 Concord, California 94520 August 4, 1998 CONTRA COSTA PRIVATE INDUSTRY COUNCIL WELFARE-TO-WORK-WORK LOCAL PLAN EXECUTIVE SUMMARY The Balanced Budget Act of 1997 authorizes the U.S. Department of Labor to provide Welfare-To-Work Formula and Competitive Grants, totaling approximately $3 billion ($1.5 billion in 1993 and $1,5 billion in 1999) to States and local communities to create additional job opportunities for the hardest-to-employ recipients of federal welfare benefits under Temporary Assistance to Needy Families (TANF). grantees will have three years to spend the funds. At the local level in California, the governor designated the 52 Private Industry Councils as the administrative entities to implement the WtW program in their Service Delivery Areas. The Centra Costa Private Industry Council will receive $1,114,932 in Formula Grant funds to implement its local Welfare-To-Work Plan. Through collaboration with the Contra Costa County Social Services Department, the Richmond PIC, local government and other local partners, the following strategies have been developed to ensure that this County Plan is consistent with local CalWORKs activities: Target Strategy A) 79% of the funds are to be expended on approximately 159 long term Ca1WORKS recipients who: - have two of the following three barriers to employment - they have failed to complete secondary school or to obtain a certificate of general equivalency, and have low skills in reading or mathematics; - they require substance abuse treatment for employment; and/or - they have poor work histories - a non-custodial parent of a minor child whose custodial parent meets the criteria listed above; and/or - individuals who have reached the federal five-year lifetime limit on aid or a State-imposed durational limit B) Up to 30% of the funds will be expended on approximately 70 participants who are: non-custodial parents who are not CaIWORKS recipients former CaIWORKS recipients who have reached the State-imposed durational limit on aid - CaIWORKS recipients who demonstrate characteristics associated with long term welfare dependency such as: teenage pregnancy, school dropout or one or more of the DTPA Title 11 Barriers to Employment C) 3€ % of the funds are reserved for non-custodial parents meeting criteria A or B. Allowable Activities Strategy Under the WtW Grant Program, PIC will offer these allowable activities: work experience, community service, on-the-job training, job readiness, job skills training directly related to employment; job search and job readiness, adult basic education, post-employment services, vocational education and training, job placement, job retention and support services. Overall Service Strategy PIC will provide this array of services through its comprehensive EASTBA.Y Works One- Stop Career Centers and Social Service Department TANF service units. Under the leadership of a Welfare-to-Work Coordination Team (Principals: County PIC, Richmond PIC and County Social Service Department) we will provide comprehensive elements of workforce development, using a client-driven, case management approach, designed to enable WtW program participants to move into and/or retain unsubsidized employment related to labor market needs. . . . CONTRA COSTA COUNTY Social Service Department F t , John Cullen, Director July 15, 1998 Jim Rogers,Chair Board of Supervisors 651 Pine St Martinez,Ca. 94553 Dear 1'+ r. Rogers: This letter is to offer my endorsement of the Welfare-to-Work Focal Plans submitted for your approval from the Richmond and Contra Costa County Private Industry Councils. These Leal Plans are rewired by the State of California as part of the process to allocate Federal Department of Labor formula grant funds authorized by the Balanced Budget Act of 1997. These funds are earmarked for job readiness,placement,post-employment and supportive services to CaIWORKs participants and noncustodial parents of CaIWORKs children. The Plans were developed as a collaborative effort among staff from Contra Costa County PIC, Richmond PIC and the Social Service Department One objective of this joint planning process was to ensure that the service models in the pians provide consistent and equitable services to all Contra Costa County CalWORKs participants served. An overarching goal ofthis joint planning process was to develop Welfare-to-Work service plans that fit with the activities being condom by the PICS,the SSD and many other partners to build a countywide system of job readiness,workforce development, job creation and economic development. It is my pleasure to endorse the Welfare-to-Work Local Plans. We loop forward to continuing the partnerships being developed and expanded through these and other welfare-to-work initiatives. Sincerely, )I M o John Cullen, Director ADMINISTRATIVE OFFICE: 40 Douglas Drive Martinez • CA > 94553-4068 . Voice (510) 313-1500 • FAX (510') 313-1575 WtW Local Plan X Initial Pian Modification Service Delivery Area CONTRA COSTA Gate: July 21, 1998 Page Cover Pages Table of Contents Signature Pages ! 2 Part I ! Responsible Entities 3 Sec. A ; Administrative and /Fiscally Responsible Entity 3 Sec. B Joint Resolution 4 Part II Eligibility 5 Sec. A(1) Eligible Populations 5 A(2) Targeting Strategy Coordination with CWD 6 Sec. B(1) Additional Characteristics 7 B(2) Additional Characteristics Coordination with CWD 7 Sec. C(1) Participant Eligibility Determination 7 C(2) Coordination for Assessment and Case Management 8 Part III Allowable Activities 9 Sec. A(1) Planned Services Defined in CaIWORKs 9 A(2) Planned Services Defined Locally 9 Sec. B(1) Overall Service Strategy ' 10 B(2) Service Determination 12 B(3) -Service Strategy Results 12 B(4) I .lob Retention and Support Services 13 Part IV I Coordination 13 Sec. A(1) Coordination with Local Partners 13 Sec. B(1) Leveraging Welfare-to-Work Resources 15 B(2) Leveraged Resources Qualified as state Match 15 Part V Performance and Oversight 15 Sec. A(1) Planned Performance Goals 16 Sec. B(1) Oversight Pian 16 Part VI Expenditure and Participant Planning 18 Sec. A(1) Financial Management System 18 A(2) Expenditure and Participant Plan 21 Part VII Assurances 22 1 VVtW Local Plan X Initial Plan Modification Service Delivery Area CONTRA COSTA Date: July 21, 1 98 The undersigned Private Industry Council (PIC) Chair, the Chief Elected Official (CEO) for the above named Service Delivery Area (SDA), and the County Board(s) of Supervisors within the SDA have approved the attached lord Welfare-to-Work Plan and agree to operate or cause to be operated programs pursuant to this plan. It is expected that the local plan has been developed jointly between the PIC and the County Welfare Department (CWD), and that the County Board of Supervisors considered the input of the CWD when board action was taken. The undersigned certify that they concur with the contents of this plan and agree that this plan shall be funded through subgrants executed between the named subgrantee and the State of California and that no such subgrant shall be executed without their concurrence. This plan consists of the Fable of Contents, these signature pages, the Administrative and Fiscally Responsible Entities form, a completed Joint resolution, a completed Performance Goals Worksheet, a completed Expenditure and Participant Plan and responses to all planning instructions. Aypproved for the PIG: Approved for the CECT: (Signature) " (algnature) Ron W tter % Rogers (Name) (Name) PIC Chair Chair Contra Costa Board of Supervisors {title) (Title) 7,f, C� &a� 193 (Dat ,,Qat (pate' r 1 For state use only* Approved for the County Board of Approved for the State of Callfornia; Supervisors: NIA - See CEO (Signature) (Signature) (Name) (Name) (Title) ( Title) {bate} (Date) 2 WtW Local Plan X Initial Plan Modification Service Delivery Area CONTRA. COSTA Date: July 21, 1998 If the Private Industry Council will accept the responsibility for administering the program, please provide the following information. 1. Complete the following information for the local entity that will administer the Welfare-to-Work Grant Program within your Service Delivery Area (SDA), Contra Costa Private Industry Council Administrative Entity 2426 Bisso Lane, Suite 100 Number and Street Concord, CA 94520-4317 City and ZIP Code (925) 646-5382 & (925) 546-5517 (FAX) Phone Number and FAX Number Arthur C. Miner, PIC Executive Director E-Mail: amine@pic.co.contra-costa.ca.us pic.co.contra-costa.ca.us Contact Person 2. Complete the following information for the local governmental entity which will accept fiscal liability for Welfare-to-Work Grant Program funds within your SDA. Centra Costa County Board of Supervisors CEO 651 Pine Street Number and Street Martinez, CA 94553 City and ZIP Code (926) 336-1900 & (925) 335-1913 FAX Phone Number and FAX Number Ann Cervelli (Clerk of the Board) Contact Person 3 ra; BOARD OF SUPERVISORS Contra Ron Wetter,Chair :! / X35} FROM: Arthur C,Miner,Executive Director s` �- 1 Contra Costa County Private Industry Council L✓tJU DATE.• July 9,1998 gUS1EeT: DESIGNATION OF PIC AND BOARD OF SUPERVISORS WELFARE TO WORK ROLES AND RESPONSIBILITIES gPtCiF1t AAOUSST(S)OR RSCOMM€NOATtON(S)A SACKOROUND AND JUSTIFiCATION I. RECOMMENDED ACTION: Authorize the Executive Director, Contra Costa County Private Industry Council, on behalf of the County, to execute Welfare to Work plans, modifications, adjustments, applications, reports and other documents with or required by the State of California Employment Development Department, the United States Department of Labor or any other state or federal agency during the July 1, 1998 through March 31,2001 term of the grant: provided that this delegation does not include increasing the grant term or increasing the grant V,,I l 4,932 payment limit. Acknowledge that consistent with the Board and PIC J'TPA memorandum of understanding, the County will act as the Welfare to Work grant recipient, responsible for grant administration and fiscal liability. Acknowledge that the Contra Costa PIC, consistent with the DTPA MOU between the PIC and the Board,will act as the program planner and selector of service providers wit hthe provision that the Board may set aside any PIC decision.the Board finds undesirable due to potential County fiscal liability. IL FINANCIAL IMPACT: None,one hundred percent federal finds. e9NTINUSa ON A??AtftMENT; ��,.Y€S SIGNATURE: AF.OMMEN7AT10N OF COUNTY AOMtN1S`,RA?OR R€COMMENDATION Of!CARD COMM ITTIS APPROVE OTH€R ACTION Of!CARO ON - APPROVSO AS R€COMMEND€D VOTE Of SUPERVISORS I HERESY CERTIFY THAT THIS 18 A TRUE -UNANWOUS(ASS€NT i AND CORRECT COPY Of AN AC"ON TAKEN - AYES: - NOES: AND ENTERED ON THE MMUTIS Of THE SOARO ASSENT ASETAft - Of S'JP;RVifORS ON THE DATE EHOVIK CC: Arthur C.Miner(646-5382) ATTISTED Private Industry Council OWL SAT,CN€LOA.CLEAK Of THE SOARO Of County Administrator SUPERVISORS AND COUNTY AOMMSTRATOR County Auditor-Controller NY .DEPUTY Reza: tYl;/{f) }:1�ico`fict:\aiskette\bd©rr;ers`,utgran! 4 PANT 11 -® ELIGIBILITY Part 11 — Section As The federal WtW Grant Program legislation demes the individuals who are eligible to participate in the local WtW Grant Program. The law requires that a minimum of 70 percent of the WtW Grant Program funds be expended on individuals who are recipients of TANF (CaIWORKs in California) and who demonstrate certain characteristics of lona-term welfare dependency as described in Title 20 CFR 645.212. These individuals include: • CaIWGRKs recipients who have been on aid for 30 months or more, consecutive or cumulative, or who are within 12 months of the state-imposed durational time limits on aid. These recipients will also have to meet at least two of the following requirements: — they failed to complete secondary school or to obtain a certificate of general equivalency, and have low shills in reading or mathematics; — they require substance abuse treatment for employment; and/or -- they have poor work histories. • A non-custodial parent of a minor child whose custodial parent meets the criteria listed above; and • Individuals who have reached the federal five-year lifetime limit on aid or a state- imposed durational limit. However, as much as 30 percent of the funds may be expended on non-custodial parents who are not recipients of aid, former CalWORKs recipients who have reached the state-imposed durational limit on aid, and other recipients, such as those who have dropped out of school and pregnant teens, who demonstrate characteristics associated with long-term welfare dependency. (Title 20 CFR 645.213, and 645.214) Part 11 ® Section A (1): Eligible Populations The Contra Costa County Private Industry Council will target 70% of its Welfare to Work Formula Grant funds to serving two primary groups under this plan: 1) TANF recipients who have been on aid for 30 months or more and who also have low reacting or math skills, have failed to complete secondary school or obtain a GED, and have poor work histories; and ) non-custodial parents of minor children whose custodial parent meets two of the three sub-criteria of a) poor work histories, b) no diploma/GED with low reading or math skills, and c) require substance abuse treatment for employment. Although individuals who have reached the federal or state-imposed lifetime limit are 5 not being targeted at this time because the program is in its initial phase, it is anticipated that services may be targeted to this population at a later date. Fifteen percent of the total grant is reserved for non-custodial parents who meet the 70/0 criteira. To insure that at least 70% of the funds are used to serve the targeted populations which includes CalWORKs recipients, program planning is being coordinated with the Contra Costa County Social Service Department to include appropriate and adequate recruitment and referral processes to meet the levels of TANF participation required. Additionally, participant statistics and program service costs will be closely monitored by the Contra Costa County Private Industry Council operations and fiscal staff. This staff brings years of expertise in ongoing tracking and monitoring of DTPA programs and will therefore assure appropriate procedures are in place. 15% of the Contra Costa County Private Industry Council Formula funds will be targeted to service other TANF participants/recipients who have characteristics of long term welfare recipients such as those who have dropped out of school and, pregnant teens, and those that meet DTPA and SDA Title 11 Barriers to Employment hard to serve criteria, with the other 15% being targeted to non-custodial parents who are not recipients of aid. Fart it — Section A (2): Targeting Strategy Coordination with CWD The overarching strategy within} this county is to move individuals and families toward self-sufficiency. We intend to build on existing efforts that are under way, and to provide a supportive and resource-rich environment for those moving off welfare to work. Delivery of services will build on the strengths of partnerships already in place which include multiple service providers co-located at eight tine-Stop Career centers (six within the Contra Costa County SDA) dispersed throughout the county. While activities at the centers focus on employment and training, online tools as well as staffing from other agencies will provide access to a host of resources and support services. Two centers called Service Integration Team Centers or "SITS" provide intensive, holistic family support services and employment assistance in the communities of North Richmond and Bay Point. The County Housing Authority as well as a myriad of community based organizations (CBO's) is already actively committed to offering direct services to the CaIWORKs population. Contra Costa PIC's strategy will be to bring more systemic structure to the existing but fragmented efforts, and to provide leadership in better utilizing all resources within our county in serving this population. Toward this end, we have taken leadership in submitting a regional application that will better coordinate the initiatives of School-to-Work, Cine–Step Career Centers, as well as Welfare to Work. This grant has been funded at $700,000. The county strategy is to leverage existing resources whenever possible. Within this county, Contra Costa County PIC and Richmond PIC will leverage DIOL Formula dollars with the Social Services recently awarded Non-custodial Parents Pilot Grant. 6 The mix of services identified in this grant will be integrated into the overall strategy for service delivery throughout the county which will maximize services and best utilize all funding available. Involving Non-custodial parents is key to Building the economic strength and stability of the whole family and critical in moving a certain percentage of individuals and family units toward self- sufficiency. Program management will include an on-going program review management team with representatives of the Contra Costa PIC, Richmond PIC and Contra Costa Welfare Department. Part 11 — Section B; Part 11 — Section B (1): Additional Characteristics Additional characteristics of long-term dependency will be the JTPA Title 11 hard to serve criteria. Part 11 --® Section B (2): Additional Characteristics Coordination with C`D The decision to utilize the JTPA Title 11 hard to serve criteria was as a result of joint discussions between the program planners of the Centra Costa PIC, the Richmond PIC and the County Social Service Department. It was decided that these criteria were appropriate leading indicators of lona term welfare dependency. They were also well understood and well defined due to their utilization within the JTPA system. Part 11 — Section C. Part 11 — Section C (1): Participant Eligibility Determination The PICS have been working with each other, and with other partners (Social Service, Community Colleges, Adult Education, and CBOs, the Economic Partnership, and the Employment Development Department) to build a comprehensive workforce preparation system. Much of the planning done to support One Stop Career Centers will also support the Welfare-to-Work effort. The development of processes and tools for eligibility determination across programs and services, including WtW, is part of a countywide dialogue and is critical to effective system-building. Discussion at the regional level with local input and integrated agency workgroups are designing processes and tools for intake, eligibility, skills assessment, and accountability. The Contra Costa County Private Industry Council and the City of Richmond Private Industry Council plan to use Smartware, a comprehensive case management tool for intake. It can be configured to cross reference against the eligibility requirements of a variety of programs. The software thus creates a comprehensive "case record" of notes, activities, and funding accessed for any given client as well as generating various reports needed for performance measurement and accountability. The PIC is co-chairing a county-wide technology committee to examine data-sharing between this type of software and the County SSD system (GAIN Information System or"GIS"). The ultimate goal is to quickly and accurately evaluate eligibility from the initial contact with participants whether that initial contact is first initiated with the PIC or the SSD, and to eliminate duplicative entry wherever possible. For CaIWORKs participants, 30-month on-aid verification is being developed by the State Dept, of Social Services. Private Industry Councils as well as Social Services will be able to verify this based on the self-certification of the participant. Each agency will ensure the CalWORKs participant meets hard-to-serve criteria, both federally and locally-developed, by use of the system and forms developed above. If the initial contact is with SSD, SSD will ensure; if the initial contact is with PIC, FDIC will ensure. For non-CaIWORKs participants, mainly non-custodial parents, Contra Costa County SSD has been awarded funding for a three year demonstration project, the Non- custodial parent Employment and Training Demonstration Project. The County SSD, in partnership with the District Attorney Family Support Division and the local PICS, designed a model to offer services that includes participation in the WtW program for those MCPs selected. The County's NCP program, `:County Opportunities and Obligations Program" (CO-OP) is designed to serve an average of 450 NCPs per year. Eligibility for CO-OP, including "W, will be determined by CO-OP case managers, who are expected to be co-located in the County's One Stop Career Centers. Since the Pilot participants are drawn from a random sample, other NCPs will be served outside the CO-OP with WtW funds. The eligibility of other NCPs who request, or are recruited, for WtW, will be determined by local PICS based on state certification of the 30-month criteria and consultation with SSD for determining whether all additional criteria are met. It is expected that some CalWORKs participants will experience breaks in receipt of cash grant eligibility for a variety of reasons, including exits due to employment, noncompliance with CalWORKs program requirements or other reasons. WtW eligibility/participation will be "flagged" in the County's CalWORKs automated systems, bath to ensure coordination of services over time and to most appropriately and effectively utilize and leverage the appropriate sources of funding for CalWORKs and WtW employment and supportive services. Part If ®-- Section C (2): Coordination for Assessment and Case Management Contra Costa County Social Services case management staff will be outstationed at the One Stop Career Centers throughout the county to assure maximum coordination of assessment, and development of Individual Responsibility Plans for CalWORKs participants, and ongoing teamed case management of WtW clients. In addition to this, One Step Career Center staff will work closely with the four county SSD offices located in Richmond, Hercules, Martinez, and Antioch to further coordinate referrals of WtW participants. Coordination with SSD will be on-going as a result of joint program review management team meetings. SSD will oversee case management for TANF participants; Contra Costa PIC will oversee specific employment activities of TANF participants. All TANF 8 WtW participants will be deemed appropriate for the WtW program by both SSD and PIC service provider staff. It is planned to only target WtW NCP funding for non- custodial parents that are enrolled in the SSD special NCP grant. SSD staff outstationed in the One Stop Centers will enhance coordination and provide referrals to TANF clients and potential TANF clients that directly self access the One Stop Career Centers. PART III — ALLOWABLE ACTIVITIES Part III Section A: Part III Section A (1): Planned Services Defined in CaIWORKs The Contra Costa County Private Industry Council plans to provide all of the following services defined in CalWORKs under its WtW grant program. Some of the activities will be limited by the amount of funding available: • Work Experience- paid or unpaid under CalWORKs (NOTE: We will follow our current DTPA procedures which meet FLSA requirements.) • Community Service - For those participants performing community service, the existing CalWORKs network of agencies and organizations will be utilized. The SSD, PICS, and many community partners are working on the County Community Service Plan Task Farce, which is expected to develop a model for community service by Fall, 1998. These community service slots will be designed to offer an opportunity to gain employment skills and experience that assist the participant in obtaining paid employment. • On-the-Job Training (OJT) - Will follow DTPA OJT guidelines • Contracts or vouchers for Job Readiness Services- CalWORKs participants will generally receive job readiness services directly from SSD or from an agency that provides these services via a memorandum of understanding with SSD. The long- term goal is to design an integrated "Job Readiness" component for any job seekers county-wide in a workforce preparation system. For CO-OP participants, Job Readiness services will be provided either by the PIC or SSD under contract by the SSD. Part III — Section A (2): Planned Services Defined Locally Inclusive of the following list of defined services, the Contra Costa County PIC will provide most WtW services (including pre-employment and post-employment retention/enhancement services) by contracting with service providers competitively selected for our One Stop Career Centers who have demonstrated success in working with placement of welfare recipients and other hard to serve clients and in significant retention of those placed. • Job Creation through Public or Private Wage Subsidies • Contracts or vouchers for Placement and Post-Employment Services • Jab Retention and Support Services 9 Funding for Individual Development Accounts -Will be on hold until we receive more definitive federal and/or state guidelines Part 111 — Section B: Part 111 — Section B (1): Overall Service Strategy The Contra Costa County Private Industry Council, in partnership with the Alameda Private Industry Council, Oakland Private Industry Council, and the City of Richmond Private Industry Council has formed a partnership of over 100 agencies and organizations to staff seventeen Intranet-connected One-Stop Career Centers. Presently these centers comprise a workforce network called EASTBAY Works. This system will serve as the foundation for a regional workforce development system, also called EASTSAY Works, and will align education, training, and support services delivery with economic development efforts in the east bay. This is representative of the number and diversity of agencies involved. The Contra Costa County Private Industry Council has also been an active partner with Social Service and others in the development of the county CalWORKs Plan, The CalWORKs Plan builds on the need to move people toward economic self-sufficiency. This effort supports the broader regional goals of EASTSAY Works and will be accomplished by effectively utilizing resources across departments, agencies, groups and organizations to build a comprehensive, regional system workforce preparation, job creation, and economic developments Planning and implementation for the Non-custodial Parent Employment and Training Demonstration Project included both county PICS, Social Service, and the County District Attorney Family Support Division. This project will compliment the planning and implementation of the WtW Plan, The PICS and SSD have been working closely together on a service strategy which most effectively utilizes the various sources of funding available to serve WtW participants, including the use of CalWORKs funds as appropriate for supportive services and job retention services for CalWORKs WtW participants. This strategy includes daily coordination of services by collocating PIC, SSD, and other agency partner staff at One-Stop Career Centers. EASTSAY Works has created a sophisticated electronic infrastructure and a comprehensive integrated website which will serve as a valuable tool in accessing services, sharing data, and will serve as a communication linkage between staff at the One Stop Career Centers and SSD staff located elsewhere. In addition, more comprehensive data sharing is being explored across agencies by a countywide task force; and this discussion has potential for regional application as well. The overall workforce system-building is further supported by the participation at the leadership level in the countywide Workforce development Advisory Panel. Formed in 1997, the Panel supports the system-building efforts described above. It affords this county quicker response time when opportunities develop and the ability to implement 10 employment-related initiatives and to identify and support legislative initiatives that support the County's system-building efforts. The Contra Costa County Private Industry Council's Workforce Development Committee is continuing to hold bi-monthly employer focus groups in various regions of the county to ascertain workforce issues they are facing, attributes they look for in employees, and assistance that workforce preparation agencies can provide to employers in recruiting and retaining employees. Discussions include issues faced in hiring individuals with poor work history such as welfare recipients, and retention services that can be provided to these employees to assist them in remaining on the job. These focus groups will culminate in a Conference for Employers in October '98 on Welfare-to-Work. We will do this in support of the work-first model, and will build strong first-job placement retention support services focus, as stated in the county CalWORKs plan. The Contra Costa PIC, through its contractors countywide, has successfully demonstrated its ability to transition welfare clients to viable employment. Our service strategy will include pre-employment services in tandem with the service flow of the CCSSD, and training geared toward basic work ethics-which all employers profess to value above or as much as technical job skills. However, to better prepare the WtW participants, we have participated in a countywide prioritization of available training based on the 100 most in-demand occupations in the county. We will look at the top 100 occupations and others that are identified as growth occupations in our county, to determine than entry level positions which do require training for placement of WtW participants. However, in working with the employer, if additional skills are needed to perform effectively in the entry-level occupations, training will be identified for the participant. Working with the employer, we will identify promotional opportunities, as well as growth occupations in the same industry or industries with these entry level positions that do require training in order to move up a career path leading to increased earnings for the participants. As a participant is progressing and developing increased skills in the entry level position, skills training programs will be identified which will allow the participant to not only move toward economic self-sufficiency, but also toward having other career options recognizing the need and opportunities for developing life-long learning capabilities. Post-employment support will include not only CalWORKs and WtW services but also other services culled from local community resources, such as academic/vocational career enrichment provided by local educational agencies; parenting training, housing support, and others. The goal of all agencies involved will be moving the whole family toward self-sufficiency and serving as advocates in mainstreaming of the former welfare recipients into responsible community participation. 11 Part III Section B (2): Service Determination Many CalWCRKs WtW participants will have been referred to the program by SSD staff from different points in the WtW continuum of services. At the point of entry into the WtW program, CaIWORKs participants may already have participated in CalWORKs assessment and development of the WtW Plan. This plan, at the point of entry into the WtW program, will be coordinated by the One Stop vocational counseling team made up of staff in the One Stop Centers and the co-located Social Service case manager. One Stop Partner staff will consult regularly to develop and monitor the services provided to ensure the most appropriate services are offered in the most effective order. For non-CalWORKS participants, mainly MCPs, CO-QP and PIC vocational counselors, and Social Services case managers, as part of the One Stop vocational counseling team, will work with WtW participants to assess service needs, determine the appropriate services, document an action plan with participants to achieve their employment goals, and carry out the activities in the action plan. The Contra Costa PIC and SSD have developed a growing partnership based on collaboration and coordination over the past several years. Job Development under contract with the Contra Costa PIC has been conducted at the CalWORKs (Former GAIN) centers for the past three years. This relationship has fostered a greater appreciation and understanding of how best to work together as agencies in service delivery and has created the foundation from which we are building that relationship. We will continue to coordinate at both front line and management levels to assure that effective and appropriate services are provided to participants between the efforts of our agencies. Part Ili --- Section B (3): Service Strategy Results Currently there are 383,335 jobs in Contra Costa County. 25,001 are projected new jobs between 1997-2002. Occupational Outlook reports for Contra Costa since 1994 have identified entry level growth occupations. These reports indicate where training can be obtained for the occupations as well as promotional opportunities. In looking at a welfare recipient's occupational interest, industries will be identified in which these occupations are found (i.e. health, business services, retail, computer, communications, etc.) {opportunities for career advancement or increases in income in those industries will be identified so the welfare recipient can understand that with training and education, self-sufficiency can be achieved. The strategy will be to focus on these occupations/industries in general, and, as part of job development, work with employers specifically to develop training plans to enhance skills in the entry level positions, and identify the skill requirements and training 12 necessary for promotional opportunities. This strategy is not only for retention purposes, but affords the means for evolving toward self-sufficiency by moving up a career ladder. Part III — Section B (4): Job Retention and Support Services The CalWORKs program has state-mandated time frames for the provision of Welfare- to-Work Services, including supportive services such as child care, transportation, ancillary services payments, job retention services, employment-related substance abuse, mental health and domestic violence services, and other services as appropriate. CalWORKs job retention (case management and services) and support services will be funded from CalWORKs for WtW participants appropriate for as long as they are eligible to receive CalWORKs Welfare-to-Work Services. CalWORKs WtW participants who experience periods of ineligibility for CalWORKs, but who are still WtW participants, will receive services funded from WtW or other sources. The CalWORKs Welfare-to-Work Services model includes a process for identification, referral, assessment, development of treatment plans, and coordination with CalWORKs WtW Plan for mental health and substance abuse services, These plans were developed by a joint SSD, Community Substance Abuse Services and Mental health Department planning group. The SSD and District Attorney Family Support staff are currently negotiating to adopt this model and services for CO-OP participants. CO-OP participant's services will be funded from the CO-OP grant and WtW as appropriate. Other NCP's services will be funded from WtW or other sources. Other sources of funding include, but are not limited to, funding of other One Stop agency partners, DTPA funds if client is eligible, Community College, Adult Education/ROP funds, grants, and other sources as they are identified. The EASTSAY Works One-Stop Career Centers will provide co-location of partners including DTPA providers, SSD, and others, offer CalWORKs clients a wide array of service options. The Case Management team and shared software will ensure services are coordinated and integrated with minimal duplication of services or gaps in service. PART Iii'— COORDINATION Part IV— Section A: Part IV— Section A (1): Coordination with Local Partners The Contra Costa County Private Industry Council has been a catalyst for Change through coordination and integration efforts even preceding CalWORKs planning efforts. Working with the four PICS serving Alameda and Contra Costa County, (Contra 13 Costa PIG, Alameda County PIC, Oakland PIG, and City of Richmond PIC), Contra Costa Private Industry Council has been a primary partner in the formation of EASTBAY Works first a system of Career Centers, and now a regional workforce preparation system. The Contra Costa PIC was a founding agency in the Workforce Development Advisory Panel. The CCPIC provides staffing to this organization whose members include: Contra Costa County PIG, City of Richmond PIC, County Social Service, Education~ institutions (K-12; Community College, Adult Education, and California State university, Hayward), Employment Development Department, County Housing Authority, Economic Development (Economic Partnership), Community Based Organizations represented by united Way, the association of Chambers of Commerce, the County Library system, and the County Administrator. This organization will help give direction to the system-building efforts within the county and the linkage of workforce preparation to economic development. The County's workforce preparation and economic development activities are designed to align with the states Workforce Preparation and Economic Development Plan, as approved by the State Legislature. In addition, the activities within the county, and the larger region align with the California Vision for One Stop Career Center System Delivery. One Stop Centers throughout the county represent the coordination across agencies to provide one point of contact and a variety of co-located and integrated services. There are numerous examples of coordination as the entities within the county have put together the planning and products called for in the implementation of CaIWORKs. • Community Colleges TANF Funding and CalWORKs Program Plans are included in the County CalWORKs Plan • County CaIWORKs Plan aligns with the State's TANF Plan ® The County Education Plan, which includes the Instructional and Job Training Plan and the locally-determined List of Programs that Lead to Employment, was developed by a joint planning group consisting of the PICS, SSD, Community Colleges, EDD, Adult Ed, and ROP. • Adult ED/RCDP Joint Funding Plan was submitted to the State Department of Education by 3/12/98 • Welfare-to-Work Formula Grants Local Plans are being developed as one joint strategy among the Contra Costa County PIC, City of Richmond PIC, and the County SSD. ® Job Creation Investment fund is being planned under the leadership of the Contra. Costa Economic Partnership. The Partnership, will convene members from the leadership represented on the Workforce Development Advisory Panel to coordinate this effort. 14 • The Gild care and Local Development Plan is Eyeing developed by the Local Planning Council which was appointed in accordance with state law by the Board of Supervisors and the Superintendent of Schools. Representatives sit on the WD Advisory Panel, • The Transportation Alliance is a committee of a broader Policy Forum for the county, and is focusing on transportation needs for community members entering and successfully retaining work. Representatives include CCPD, Social Services, County Administrator's Office, Community Development Department, CBE's, and Transportation providers. Part IV -® Section B. Part IV — Section B (1); Leveraging WtW Resources The County's two PTCs and the SSD have pledged to blend formula grant and match funding for the purpose of providing comprehensive and effective WtW services. In addition, these agencies are part of the EASTBAY Works consortium which, through the establishment of the county's One Stop Career Centers, will utilize a number of funding sources from One Stop agency partners to achieve Contra Costa's job seeker's employment goals. (This system also serves the employer as the customer as well as the other provider agencies within the community and much also leverage resources to meet their workforce needs as well). The State NCP grant provides support for the WtW. effort by funding a variety of services to Cts-OP participants. Some services in the CO-OP program require a local match (parenting and peer support, and substance abuse/mental health treatment. Part IV — Section B (2): Leveraged Resources Qualified as State Manch Although we expect One Stop Center partner resources to be substantial, it is doubtful they will be consistent or quantifiable enough to qualify as State [thatch. PART V— PERFORMANCE AND OVERSIGHT Part V— Section A: California initial WtW grant program performance goals for the first year of operation include a placement rate, a follow-up employment rate; and a follow-up increase in earnings goal. These goals are based in part on the state's historical experience in serving Job Training Partnership Act (DTPA) participants with .similar characteristics to the target group for the WtW Grant Program. These are initial targets based on limited data. The state understands that the participant population and the program design for MW are different than these under the DTPA. The state will continue to rune these goals as the program progresses and tracking systems are developed. These goals may also be modified when the DOL releases detailed guidance on setting program goals and outcomes. 15 In the state WtW Grant Program plan, California stated that its goer are that at least 45 percent of the WtW Grant Program clients will be placed in unsubsidized employment, that at least 70 percent of the participants placed in unsubsidized employment should be employed six months after placement; and that the average wage at six month follow-up should increase by 10 percent over the average wade at placement for participants who remain employed for six months. These goals will be used as benchmarks to assist the state in providing technical assistance to local areas which may require it. The state recognizes that local performance goals may differ somewhat from those in the state plan. Additionally, DOL will, in conjunction with the federal Department of Health and Human Services, issue performance standards against which states will be judged for performance bonuses to be granted in the year 2000. Although it is unknown at this time what those precise standards will be, the three factors mentioned above will be included. Part V— Section A (1); Planned Performance Goals Contra Costa planned performance goals are based on our historical performance working with transitioning welfare clients in our DTPA program. These goals are different than the state goals. (See the completed performance goals worksheet - next page.) Part V — Section B. Part V— Section B (1): Oversight Plan The Contra Costa PIC will expand its current DTPA oversite procedures to include WtW. This means SDA staff will conduct quarterly on site eligibility review monitoring visits, and at least annual on site fiscal monitoring reviews, The JTA MIS system will be utilized (as it becomes available) and performance reports will be scheduled for the PIC executive committee every two months (or more often if required), 16 Performance Goals Worksheet WtW Local Plan X Initial Pian Modification Service [delivery Area CONTRA COSTA Date: July 21, '1998 Performance Goal Planned Overall description of how the SQA goat is s Statewide Planned derived Goat SDA Gaal Placement in 45% 50% Based on past experience with similar Unsubsidized DTPA population. Employment Job Retention at 6 70% 55% Projection of past experience with similar months JTPA populations. Average Weekly 10% 5% Based on general information regarding V9/age at 6 months increase local area entry level salary increases. over the average wage at placement ! "Benchmarks Performance goal = Quarter ending Quarter ending Quarter ending Quarter ending , June 1998 June 1999 June 2000 March 2001 Placement in Unsubsidized Start-up 85 212 223 Employment € Job Retention at 6 = months Start-up 40 104 223 t 7 i Average Weekly Mage at 6 months Start-up 5% increase over average wage at placement. Mote — Form appears to presume that no participants will be in unsubsidized employment at time of program entry. 17 PART VI •-- EXPENDITURE AND PARTICIPANT PLANNING Part VI -® Section A: Part VI — Section A (1) Financial Management System The Contra Costa PIC is a department of Contra Costa County, The PIC acts as the program planner and selector of service Providers. Contra Costa County is the administrative agency and utilizes standard County fiscal management systems with the requisite internal controls and separation of powers. I> Procurement Procedures PIC normally issues a Request for Proposal (RFP) for most programs every two ( ) years. (The Title ll-BtSYETP is RFP'd normally every three ( )). RFP's are usually reviewed and evaluated via a paint system evaluation criteria, designed to identify the most effective service provider under which approximately 15% of all points possible is awarded for previous program demonstrated effectiveness. Agencies receive these points if they have demonstrated effectiveness in conducting a DTPA or other employment and training program in terms of the likelihood of meeting performance goals, cast, fiscal accountability, quality of training and characteristics of participants, Procedures to insure fiscal accountability are incorporated as part of the RFP document itself and the PIC's review process. The "Budget" portion of the RFP includes questions addressing 1) whether the agency has its awn accounting service or uses an outside accounting firm, 2) (if an outside firm), the type of accounting services purchased, the frequency with which these services are provided and the name, address and phone number of the outside accounting service, 3) whether agency has a grants accounting system and related procedural manual which enables agency to account for grant funds separately from its other programs and 4) notification that a GAAP accounting systems is required. Complete and adequate response to these "Financial Management: questions is an area of review and rating by the PIG during the RFP evaluation process. Price analysis is accomplished by comparing the bid price to others for similar services (when available) and/or by comparing the bid to the cost of the SA providing the same service. Cost analysis is accomplished by reviewed line item budgets. Finally, the Job Training Partnership Agreement between the Contra Costa County Board of Supervisors and the Private Industry Council of Contra Costa County provides that the PIC will "make all decisions regarding selection and non-selection of program operators excepting the Board's authority„ . . . to "assume veto power over the Council's decision to award funds to any program or entity only if the Board determines that awarding such funds would place the Board in unreasonable financial _jeopardy. In such instances the Burd may not award funds to an alternate entity, selection of an alternate entity shall be made by the Council." The Board, as the administrative agency, is fiscally liable. Hence all funds are dispersed by the County Auditor= Controller, Purchases are through the General Services Department, and all contracts are reviewed by County Counsel. An RFP for the One Stop service providers is currently operative and will be the basis for V\NW service provider contracts. 18 • The Child care and Local Development Plan is being developed by the Local Planning Council which was appointed in accordance with state law by the Board of Supervisors and the Superintendent of Schools, Representatives sit on the WD Advisory Panel. • The Transportation Alliance is a committee of a broader Policy Forum for the county, and is focusing on transportation needs for community members entering and successfully retaining work. Representatives include CCPIC, Social Services, County Administrator's Office, Community Development Department, CBO's, and Transportation providers. Part IV— Section B: Part IV— Section B (1): Leveraging WtW Resources The County's two PICs and the SSD have pledged to blend formula grant and match funding for the purpose of providing comprehensive and effective MW services. In addition, these agencies are part of the EASTSAY Works consortium which, through the establishment of the county's One Stop Career Centers, will utilize a number of funding sources from One Stop agency partners to achieve Contra Costa's job seeker's employment goals. (This system also serves the employer as the customer as well as the other provider agencies within the community and much also leverage resources to meet their workforce needs as well). The State NCP grant provides support for the WtW. effort by funding a variety of services to CO-OP participants. Some services in the CO-OP program require a local match (parenting and peer support, and substance abuse/mental health treatment. Part IV --- Section R (2): Leveraged Resources Qualified as State Match Although we expect One Stop Center partner resources to be substantial, it is doubtful they will be consistent or quantifiable enough to qualify as State Match. PART V— PERFORMANCE AND OVERSIGHT Part V -- Section A: California initial MW grant program performance goals for the first year of operation include a placement rate, a follow-up employment rate, and a follow-up increase in earnings goal. These goals are based in part on the state's historical experience in serving ,lob Training Partnership Act (DTPA) participants with similar characteristics to the target group for the MW Grant Program. These are initial targets based on limited data. The state understands that the participant population and the program design for MW are different than those under the DTPA. The state will continue to refine these goals as the program progresses and tracking systems are developed. These goals may also be modified when the DOL releases detailed guidance on setting program goals and outcomes. 15 In the state WtW Grant Program plan, California stated that its goals are that at least 45 percent of the WtW Grant Program clients will be placed in unsubsidized employment, that at least 70 percent of the participants placed in unsubsidized employment should be employed six months after placement, and that the average wage at six month follow-up should increase by 10 percent over the average wage at placement for participants who remain employed for six months. These goals will be used as benchmarks to assist the state in providing technical assistance to local areas which may require it. The state recognizes that local performance goals may differ somewhat from these in the state plan. Additionally, DOL will, in conjunction with the federal Department of Health and Human Services, issue performance standards against which states will be judged for performance bonuses to be granted in the year 2000. Although it is unknown at this time what those precise standards will be, the three factors mentioned above will be included. Part V — Section A (1); Planned Performance Goals Contra Costa planned performance goals are based on our historical performance working with transitioning welfare clients in our JTPA program. These goals are different than the state goals. (See the completed performance goals worksheet - next page.) Part V Section Bo Part V Section B (1): Oversight Plan The Contra Costa PIC will expand its current JTPA oversite procedures to include "W. This means SDA staff will conduct quarterly on site eligibility review monitoring visits, and at least annual on site fiscal monitoring reviews. The JTA MIS system will be utilized (as it becomes available) and performance reports will be scheduled for the PIC executive committee every two months (or more often if required). 16 Performance Gals Worksheet WtW Local Plan X Initial Plan Modification Service Delivery Area CONTRA COSTA Date: July 21, 1998 Performance Gal Planned Overall Description of how the SDA goal is Statewide Planned derived Goal SDA goat Placement in S 45% 50% Baud on past experience with similar Unsubsidized I DTPA population. r Employment Job Retention at 6 70% I 55% 1 Projection of past experience with similar months DTPA populations. ` Average Weekly 10% 5% Based on general information regarding local area entry level salary increases. Wage at 6 months increase � I over the average wage at I placement *Benchmarks Performance foal Quarter ending Quarter ending Quarter ending Quarter ending f ,tune 1998 June 1999 June 2000 March 2001 Placement in Unsubsidised Start-up 85 212 I 228 Employment Job Retention at 6 months 1 Start-up 40 104 223 i Average Weekly = A e at 6 months Start-up 5% increase over average wage at placement. Note-- Form appears to presume that no participants will be in unsubsidised employment at time of program entry. 17 PART 111 - EXPENDITURE AND PARTICIPANT PLANNING Part 1t1 — Section A: Part VI m-- Section A (1) Financial Management System The Contra Costa PIC is a department of Contra Costa County, The PIC acts as the program planner and selector of service providers. Contra Costa County is the administrative agency and utilizes standard County fiscal management systems with the requisite internal controls and separation of powers. 1, Procurement. Procedures PIC normally issues a Request for Proposal (RFP) for most programs every two (2) years. (The Title II-B/SYETP is RFP'd normally every three (3)). RFP's are usually reviewed and evaluated via a point system evaluation criteria, designed to identify the most effective service provider under which approximately 15% of all points possible is awarded for previous program demonstrated effectiveness. Agencies receive these points if they have demonstrated effectiveness in conducting a DTPA or other employment and training program in terms of the likelihood of meeting perfomtance goals, cost, fiscal accountability, quality of training and characteristics of participants. Procedures to insure fiscal accountability are incorporated as part of the RFP document itself and the PIC's review process. The "Budget" portion of the RFP includes questions addressing 1) whether the agency has its own accounting service or uses an outside accounting firm, 2) (if an outside firm), the type of accounting services purchased, the frequency with which these services are provided and the name, address and phone number of the outside accounting service, 3) whether agency has a grants accounting system and related procedural manual which enables agency to account for grant funds separately from its other programs and 4) notification that a GAAP accounting system is required. Complete and adequate response to these "Financial Management: questions is an area of review and rating by the PIC during the RFP evaluation process. Price analysis is accomplished by comparing the bid price to others for similar services (when available) and/or by comparing the bid to the cost of the SA providing the same service. Cost analysis is accomplished by reviewed line item budgets. Finally, the Job Training Partnership Agreement between the Contra Costa County Board of Supervisors and the Private Industry Council of Contra Costa County provides that the PIC will "make all decisions regarding selection and non-selection of program operators excepting the Board's authority" . . . to "assume veto power over the Council's decision to award funds to any program or entity only if the Board determines that awarding such funds would placethe Board in unreasonable financial jeopardy. In such instances the Board may not award funds to an alternate entity, selection of an alternate entity shall be made by the Council." The Board, as the administrative agency, is fiscally liable. Hence all funds are dispersed by the County Auditor- Controller. uditorController. Purchases are through the General Services Department, and all contracts are reviewed by County Counsel. An RFP for the One Stop service providers is currently operative and will be the basis for VIAW service provider contracts. 18 2e Fiscal Monitoring Conducted on-site at service providers administrative offices at least once a year in accordance with DTPA Directive D95-25, VVfVV fiscal monitoring will be incorporated into this systema 3. Management Information Systems The PIC Administrative/MIS Chief is responsible for the Management information System. The PIC uses the same MIS forms as other JTPD time share SDAs. The Contra Costa SDA is now a participant in the State time-share JTA system. Reports are generated by both the JTA System menu and via SQL for adhoc reports. 4. Accounting The PIC's Administrative Chief and staff are those directly responsible for fiscal management. The Department uses the Contra Costa Auditor-Controller's accounting system for all financial records, books of original entry are maintained by the County Auditor-Controller. The Department has on staff an Accountant. Procedures governing the fiscal system are contained in County Administrative Bulletins. For example, the cash management system for the Contra Costa Auditor-Controller is detailed in Contra Costa County Administrative Bulletin 107 and debt collection is covered in Bulletin 105. The Department as a part of the Contra Costa County finance system has an approved indirect cast allocation plan. However, the Department is not at this time being charged by the County for indirect costs. The County therefore is providing the Department with an unrealized virtual indirect east subsidy. In the unlikely event of a sustained audit disallowance against the Department or some other unusual circumstance, the Department retains the right to realize any or all of this amount as an offset against a claim or an additional revenue. This system provides for: Separation of duties; Prescribed levels of approval; Reconciliation procedures; and a system for comparing actual costs to budgets. The system allows funds from each of the DTPA titles to be assigned to a separate "Organization Number" (ORG number). Also available is the use of"Option Codes" within each ORO number. This system meets GAAP accounting requirements. There are several other ORO numbers used for transfer accounts and other internal purposes. Individual contractors within an ORG number are differentiated by Option Codes, Additional ORO numbers can be added to meet supplemental State grant requirements. The system contains procedures for supporting indirect cost allocation. (The County wide Cost Allocation Plan represents the un-billed cost of general support provided for each operating department such as the Contra Costa PIC/SDA. Casts are allocated using an appropriate base — approved by the State Controller. The County cost allocation plan meets the standards of OASC-10 and A-87. The plan is approved by the Cost Plans Bureau of the State Controller, which the federal government has made the cognizant agency for the approval of all County cost allocation plans for federal funds. This plan is subject to audit.) The System contains property management procedures. {All real property is recorded on an inventory 1 inventory ledger. The ledger contains fields for: item description/name; serial number; warrant payment number; year paid; location codes; cost; and County Tag number. An annual physical inventory is requested. The ledger is maintained by the Auditor- Controller, Purchase orders are issued by the Purchasing Office of the County General Services Department, payments are made by the Auditor-Controller. Departmental staff neither issue warrants nor issue purchase orders. The system can account for matching fund requirements. (The Accounting system generates expenditures and revenues by line item. Expenditure detail is listed and documentation is maintained to support the expenditures. The difference between expenditure and revenue represents County match. There is an audit trail to support the match.) The system produces timely and accurate reports. The system is accessible and secure; it is under the controller of an independent elected official. (The books of original entry are maintained by the County Auditor-Controller.) A duplicate work copy is maintained in our departmental accounting office. The source of all entries is coded in the system. Each machine generated and manually initiated entries are microfilmed. Also, back-up documentation is maintained by the originating department. Time cards are kept for five years, payroll reports are microfilmed and retained indefinitely. All redeemed warrants are retained for five years after redemption. The warrant transactions themselves are recorded, microfilmed and retained indefinitely. Revenue receipts/deposit permits are assigned a deposit number of the Auditor-Controller copied, and transferred to the Treasurer's Office. Copies are retained in office storage for approximately two years then boxed and stored in a basement mini-vault. Checks are microfilmed. Sank statements are stored indefinitely. There are procedures to forecast cash needs, but it is our practice to only claim for reimbursement for actual expenditures rather than for expected expenditures. Fiscal reports to the State include calculated/estimated accruals. Since funds are drawn down on a reimbursement basis, excess cash is not an issue. There are procedures for fixing responsibility for questioned costs, procedures for repayment and procedures to track monies owed (liability is spun down to service providers in their contracts). Audit planning has been undertaken, policies have been developed and audit resolution procedures exist. The County Auditor-Controller ensures the PIC is in compliance with the Single Audit Act. The system matches expenditures to budgeted amounts, and projects overages or underages based on the percent of the fiscal year expired. 5. Audit The County Auditor-Controller oversees the procurement and administration of audits that meet the requirements of the Single Audit Act. debt collection is the collective responsibility of the County Auditor-Controller and Department staff. The Department complies with all JTPD Audit Resolution and Debt Collection directives. 6. Debt Collection The County is aware and acknowledges its debt collection obligations under the law. The Department's contracts contain language that provides it with the capability of recapturing essentially and disallowed cost that would arise as a function of an error in eligibility determination, supportive services, training payments or placement fees. 20 7s Conflict of InterestlCode of Conduct The Contra Costa PIC has adopted a conflict of interest policy which states that no employee, board member, or agency of the Contra Costa PIC shall make, participate in making, or in any way attempt to use his or her position to influence the making of any decision related to the award or administration of Welfare-to-Work contracts and subgrants which he or she knows or has reason to know will have a reasonably foreseeable material financial effect on his or her investment, real property holding, or income from any source derived. If, after a full investigation, it is determined that an employee, hoard member, or agent of the PIC has either knowingly or negligently violated this prohibition, penalties, sanctions, or disciplinary actions will occur. 8. Debarment The Contra Costa PIC shall not enter into any contract with any entity that has been debarred to do business with the federal, state or local government. At a minimum, reference will be made to the debarment list issued by the Employment Development Department to erasure that debarred entities do not receive Welfare-to-Work funding. Part VI — Section A (Z) Expenditure and Participant Plan Targeted WtW cost per participant is $5,000. (See the completed Expenditure and Participant Plan forms - next page.) PART Val -m-- ASSURANCES The Contra Costa PIC understands that subgrant language will contain the necessary WtW assurances and those assurances will not, therefore, become ara part of these planning instructions. The subgrant language is being finalized and will be sent under separate cover for review and final input. 21 Welfare-to-Work Expenditure and Participant Plan WtW Local Plan X initial Plan Modification Service Delivery Area CONTRA COSTA Date: July 21, 1998 Total Administration Program 1 Expenditures Expenditures April 1898-June 1998 1. Allocation $ 1,114,932 11. Quarterly Planned Cumulative Expenditures A. Quarter 1 (April-June) 0 ; 0 $0 111. Planned Carry-out $ 1,114,932 ltt. Planned Participants Expected to Receive Services A. Quarter 1 (April-June) 0 Total Administration Program t July 1998 -June 1999 Expenditures Expenditures 1. Planned Carry-in $ 1,114,932 11. Quarterly Planned Cumulative Expenditures , A. Quarter 1 (July -September)) $ 84,600 $ 11,000 $73,600 B. Quarter 2 (October-December) $ 171,950 $24,750 $ 147,200 C. Quarter 3 (Janus -March) $279,075 $ 39,875 $239,200 D. Quarter 4(April-June) $423,000 $55,000 $ 368,000 111. Planned Carry-out $691,932 1*IV. Planned Participants Expected to Receive Services � �Y A. Quarter 1 (July-September)) 16 B. Quarter 2(October- December) 34 �r C. Quarter 3 (January -March) 56 a D. Quarter 4 (April-June) 85 Total ;Administration Program July 1599-June 20001 Expenditures Expenditures Planned Carry-in $691,932 11. Quarterly Planned Cumulative Expenditures A. Quarter 1 (July-September)) $ 131,373 $20,675 $ 1101,698 B. Quarter 2 (October-December) $262,741 1 $41,345 $221,396 C. Quarter 3 (January- March) $421,789 1 $62,020 $ 359,769 D. Quarter 4(April-June) $636,182 1 $82,691 $553,491 111, Planned Carry-out $ 55,750 *111. Planned Participants Expected to Receive Services A. Quarter 1 (July-September)) 111 B. Quarter 2(October- December) 137 C. Quarter 3 (,January-March) 169 D. Quarter 4 (April-June) 212 Cumulative 2 Welfare-tea-Work Expenditure and Participant Plan WtW Local Plan X initial Plan Modification Service Delivery Area CONTRA COSTA ®ate: July 21, 199 3 Total 1 Administration program -Jully 2000-March 2001 i Expenditures lwxpenditures 1. Planned Carry-in $55,750 11. Quarterly Planned Cumulative Expenditures A. Quarter 1 (July-September)) $52,125 $ 3,525 $48,500 S. Quarter 2 (October- December) $55,756 $7,,250 $48,500 C. Quarter 3 (January-March) $ 55,750 7,250 $48,500 "111. Planned Participants Expected to Receive Services A. Quarter 1 (July -September)} S. Quarter 2 (October- December) C. Quarter 3 (January - March) 223t` a Cumulative 23 CONTRA COSTA PRIVATE INDUSTRY COUNCIL WELFARE-TO-WORK LOCAL PLAN ATTACHMENTS 24 Summary of Welfare to Work Plans MW Local Plan X Initial Plan Modification Service Delivery Area CONTRA COSTA Date: July 21, 1998 Approving/ Certifying Plan/Summary Sign off Entity Due Date Entity Temporary Assistance for Needy Community Colleges 10/10/97 Chancellor of Families (TANF) Funding Plan - Community Funding targeted specifically to serve ! I Colleges TANF recipients. Plan outlines services and instruction needed to serve CaIWORKs recipients. CalWORKs Program Plan - Plan to Community Colleges 11/14137 Chancellor of expand and redesign programs to Community better serve CalWORKs recipients. Colleges Funds are allocated for curriculum development and redesign, child care, i I work/study, job development/ placement, and coordination. TANF Plan-State plan for receipt of Department of Social 1 11/97 Department of 3 federal funds to implement CalWORKs. Services Health & Human Services Welfare-to-Work Formula Grants State Employment Development 12/12/97 Department of , Plan —State plan for receipt of formula Department Labor grant funds to move hard-to-employ TANF recipients Into unsubsidized jobs. County Plans for CaIWORKs-a Plans County Welfare Departments i 1/12/98 Department of describe how the county intends to Social deliver the full range of activities and Services services necessary to move CalWORKs , recipients from welfare-to-work. Educational County Plan W-A local plan, County Superintendent of 3131/98 County i with specified components, detailing the Education, local community Welfare provision of instructional and job college districts, local adult Department training services to CalWORKs education, CM/D, and I recipients within that county. directors of job training progs Educational County Plan-s A local plan; County Superintendent of 3/31/98 County with specified components, detailing the Education, local community Welfare I provision of instructional and job college districts, local adult Department } training services to CaIWORKs education, CWD, and '•; recipients within that county. directors of job training progs 25 Summary of Welfare to Work Plans WtW Local Plan X Initial Plan Modification? Service Delivery Area CONTRA COSTA Date: July 21, 1998 Approving/ i Certifying Plan/Summary Sign off Entity Due Date Entity CalWORKs Joint Funding Pian ®Joint Adult Education and Regional 3/31/98 Department of application to determine how local funds Occupation Centers Education will be disseminated. Workforce Preparation and Economic Health and Welfare Agency 4/1/98 Legislature Development Plan -An integrated state workforce development plan for service delivery, resource investment, and E performance measures. ! Welfare-to-Work Formula grants Local PIC chair, the CEO, and To be Employment Plan— Local plan for receipt of formula County Board(s) of Determined development grant funds to move hard-to-employ Supervisors within the SDA Department TANF recipients into unsubsidized jobs. I Job Creation Plan for CaIWORKs County Board of supervisors i 9/30/99 Trade and Recipients—Strategic plan that outlines 3 ; Commerce job creation activities that will provide Agency employment for recipients of aid. ! Child Care and Development Plan -A Local Planning Council `Co be Department of local countywide child care plan consisting of consumers, child determined Education designed to mobilize public and private care providers, and public locally resources to address identified needs. I agency representatives 26 Welfare-to-Work Grant Program Local Plan { Table of Contents - I WtW Local Plan Initial Plan Modification Service Delivery Area City of Ricbmond Date: 7-10-98 Page Cover Ps es Table of Contents 1 Signature Pa es Part I Responsible Entities Sec. A Administrative and /Fiscally_lies onsible Enti 3 Sec. B Joint resolution Part If Eligibility Sec. 1 Eligible Populations 5 A(2) TaMeting Strategy Coordination with QWD 5 Sec. BO) Additional Characteristics 6 B Additional Characteristics Coordination with CWD 6 Sec, C 1)_ Participant Eli ibility Determination 6— C(2) Coordination for Assessment and Case Management Fart III Allowable Activities Sec. , 1 E Planned Services Defined in CalWORKs 7 A(2) Planned Services Defined Locally 8 Sec. B 1 I Overall Service Strategy ---8 - ,,B(2) Service Determination B(3) Service Strategy results 9 B 4) Job Retention andSupport Services 9 Part IV Coordination i Sec. A(l) Coordination with Local Partners 10 Sec. BO) Leveraging Welfare-to-Work Resources 10 B Leveraged Resources Ou€alified as State Match 11 Part V Performance and Oversl ht Sec, A(1) Planned Performance Goals Sec. BO) Oversight Plan 11 Part Vl Expenditure and Partici nt Plannin Sec. A # I"inancial Mane ement System 11 A(2A(2i Expenditure and Participant Plan Part Vil Assurances 15 MW Table of Contents Page 22 of 30 Welfare-to-Work Signature Page WtW Local Plan IEJ Initial Plan Modification Service Delivery Area City of Richmond Date: 7-10-95 The undersigned Private Industry Council (PIC) Chair, the Chief Elected Official (CEO) for the above named Service Delivery Area (SDA), and the County Board(s) of Supervisors within the SDA have approved the attached focal Welfare-to-Work Plan and agree to operate or cause to be operated programs pursuant to this plan. It is expected that the local plan has been developed jointly between the PIC and the County Welfare Department (CWD), and that the County Board of Supervisors considered the input of the CWD when board action was taken. The undersigned certify that they€ concur with the contents of this plan and agree that this plan shall be funded through subgrants executed between the named subgrantee and the State of California and that no such subgrant shall be executed without their concurrence. This plan consists of the Table of Contents, these signature pages, the Administrative and Fiscally Responsible Entities form, a completed Joint Resolution, a completed Performance Goals Worksheet, a completed Expenditure and Participant Plan and responses to all plannin instructions. _ARproved for the PIC. Aporoved for the CEO: (Sig ature) (Signature) Rosenary M. Corbin Peter Term (Name) (Name) Mayor P.I.C. Chair July 1.6, 1995tie) July 16, 1 # e) Date' Date For,state use only: Approved for the County Board of Approved for the State of CalNornls: .Supervisors: '(Signature.)' (Signature) Jim stagers (Name) +flame) Chair (Title)I � (Tide)_ Date Date WtW Signature Page Page 23 of 30 Administrative and Fiscally Responsible Entitles WtW Local Plan ( Initial Plan Modification Service Delivery Area City of Richmond pate: 7-10-98 If the Private industry Council will accept the responsibility for administering the program, please provide the following information. 1. Complete the following information for the local entity that will administer the Welfare-to-Work Grant Program within your Service delivery Area (SDA). City of Richmond Administrative Entity 330 -- 25th Street Number and Street Ricl=ond, CA 94804 City and ZIP Code (510) 307-8015 FAX (510) 307-8072 Phone Number and FAX Number i pes'. Mtambuzi, Employment & Training Director Contact Person . Complete the following information for the local governmental entity which will accept fiscal liability for Welfare-to-Work Grant Program funds within your SDA. Rosemary M. Corbin, Mayor CEO Richmond City Mall 0 2600 Barrett ,Ave. Number and Street Richmond, CA 94804 City and ZIP Code (510) 520-6512 FAX (510) 620--6546 Phone Number and FAX Number Isiah Turner, City Manager Contact Person WtW Responsible Entities Wage 26 of 30 e RESO JUTION NO. 96-98 JOINT RESOLUTION OF THE COUNCIL OF THE CITY OF RICHMOND, CALIFORNIA AND EMPLOYMENT & TRAINING/RICHMOND PRIVATE INDUSTRY COUNCIL FOR DESIGNATING ADMINISTERING AGENCY AND SIGNATORY AUTHORITY FOR THE WELFARE TO WORK FUNDS WHEREAS, the Richmond City Council acknowledges that the City of Richmond shell be liable to the .State of California Employment Development Department for all funds not expended in accordance with the City of Richmond Welfare-to-Work Local Plan, the Welfare-to-Work Racal Subgrant, the Welfare-to-Work law and the implementing regulations, and shall return such funds to the Employment Development Department, and '!WHEREAS, the Richmond City Council designates the Emplcym^ent & Training/Richmond Private Industry Council to administer Welfare-to-Work funds and other state and local funds serving residents of Richmond, and IROW, 'THEREFORE, BE IT RESOLVED, that the City or Richmond and the Richmond Private Industry Council authorize, through the designation set forth above, the Employment & Training Director to execute and sign all Welfare-to-Fork plans, modifications, adjustments, grants, grant applications, subgrant agreements or any other documents with or rewired by the State of California Employnent Development Department, the United States Department of Labor, or any other state or federal agency. AND BE IT rMTHER RESOLVED that this signature authority is effective until specifically revoked. Rosemary M. Corbin Upesi Mtambuzi City Coanci7, Designee Employment & Training Director Peter Terman June 23, 1998 Chairperson, Richmond P:C Effective Date ---------- auls a True Co CLERK+� 7i#E C3TY �4MONZPYA I certify that the foregoing resolution was passed and adopted by the City Council of the City of Richmond at a regular meeting thereof held June 23 , 153s, by the following vote: AYES: Councilmembers Hutt, McIntosh, Evans, Marquez, Anderson, Sates, Rowers, Griffin and Mayor Corbin NOES: None ABSTENTIONS: gone ASSENT: None BULA M. BARNES CLERK OF THE CITY OF RICHMOND (SEAL) Approved: ROSEMARY M. CORBIN Mayor .Approved as to form: MALCOLM HUNTER City Attorney City of Richmond PIC/SDA Welfare-to-Work Grant Program Local Plan PART II--ELIGIBILITY Part I?-Section A(1)r Eligible Populations The Welfare to Werk Formula funding will be the foundation of an all-encompassing plan entitled the Richmond Community Enrichment Initiative(RCEI)which has a goal to improve the quality of family and community life for transitioning welfare recipients in the City of Richmond. The Richmond SDA will target 70%of its Welfare to Work Formula Grant funds to serving two primary groups under its Community Enrichment Initiative: 1)TAh1F recipients who have been on aid for 30 months or more and who also have low reading or math skills,have failed to complete secondary school or obtain a GEIS, and have poor work histories; and 2)non- custodial parents of minor children whose custodial parent meets two of the three sub-criteria of a)poor work histories,b)no diploma/GED with low reading or math skills, and c)require substance abuse treatment for employment. Although individuals who have reached the federal or state-imposed lifetime limit are not being targeted at this time because the program is in its initial phase, it is anticipated that services may be targeted to this population at a later date. To insure at least 70%of the funds are targeted to serve the population which includes CaIWCRR.s recipients,program planning is being coordinated with the Contra Costa County Social Services Department (SSD)to include appropriate and adequate recruitment and referral processes to meet the levels of TAINTF participation required. Additionally,participant statistics and program service costs will be closely monitored by City of Richmond Employment and Training Department,,'PIC operations and fiscal staff. 30%of the Richmond Formula Grant will be used to serve other individuals who have the characteristics oflong-term welfare recipients,with the primary group targeted in this population being noncustodial parents who are not recipients of aid. Part II-Section A(2) Targeting Strategy Coordination with CKD Our local targeting strategy is based on the fact of our partnership with the SSD in being awarded two three year grants: 1)a state demonstration grant to serve Non-Custodial Parents (NCPs) and 2) a Department of Labor(DOL)competitive grant awarded in May 1998 to serve Welfare to Work eligible participants, including NCPs. As stated above, our local focus is to make Welfare toWork(WtW)the nexus of the Community Enrichment Initiative which encompasses the development of the entire family and community. Avon-custodial parents are vital to involving the entire family. The local CalWOR.Ks plan,the development of which we were actively involved in, also has the development of the whole family as a focus. Other key committed local partners are the Richmond Housing Authority(RHA),the local private sector business community and the richmond Dousing and Community Development Department which have major stakes in profitability and long term operations riding on the success of our local WtW initiative. Because ofRHA's involvement,we are targeting services to Housing Authority residents who are CaIWORKs recipients and because of the variety of job commitments from local private sector employers we are able to target both CalWORKs recipients(mostly female) and NCPs(mostly male). Richmond SDA staff have been,over the past two years,developing a close collaboration with the Contra Costa Social Services Department. In this process,we have met with SSD and other local agencies to develop a local targeting strategy. These partners were involved so that the locally-developed characteristics would most closely align with the County CaIWORKs plan and utilize local expertise in identifying potential gaps between the locally-determined needs for services among CalWORKs participants and the federally-developed characteristics of"hard to serve'participants. This local targeting strategy process complements the County Ca1WORKs plan,which documented the ongoing partnerships that had already been established among the SSD,PTCs and other local agencies. The local characterisitics determined by Contra Costa County PIC and Richmond PIC align with the philosophy and goals outlined in the CalWORKs plan by ensuring that the"hard to sure"criteria will most broadly and accurately reflect the local CaIWOR.K.s "hard to serve"population, and put WtW services within their reach. Fart II-Section B(1):Additional Characteristics The additional characteristics to be used by the Richmond SDA mirror those hard to serve characteristics listed in the Job Training Partnership Act for targeting service to 65%of DTPA Title II A-77% adult participants. These include the two local characteristics approved by the Richrnond PIC. 1) residents of a high crime area; and 2)residents of a high poverty area within the SDA. 'These two are quite significant in that the neighborhoods with the highest rates of poverty, and crime are also being targeted as pilot areas for our Community Enrichment Initiative. The other DTPA (65%) characteristics which are herein identified as additional WtW characteristics are as follows: pregnant and parenting,teens; ex-offenders; disabled; homeless. Fart II-Section B(2): Additional Characteristics Coordination with ChD In determining locally-developed additional characteristics, the Richmond SDAJPIC worked with local agencies, including, SSD, and relied on factors that are well-documented at the local level as being characteristic of Iona-term dependency. Ey working closely together to identify high-risk populations not already covered by the federally-defined characteristics,the local characteristics broaden the category sufficiently to offer the greatest possible opportunity for hard t serve CalWORKs recipients to participate in the WtW program. The additional characteristics also involve local partners in the WtW effort. For example, the Richmond SDA's selection of"resident of high poverty area"as a local characteristic allows us to work closely with our Housing Authority on WtW issues,with the goal being to integrate programs and services across agencies and serve participants more effectively. Moreover,participants who live in high poverty areas are more likely to be lung-term recipients of cash assistance,which fits with the County's overall goals of integrating WtW services for Ca1WORKs participants with PIC-based Welfare to Work programs and services. Part II-Secdon C(I). Pan&&ant Eligibility Determination Initial program eligibility of CaIWCR.Kas recipients will be determined by the CCSSD. This will include referrals made directly by them and CalWKs recipients who are self-initiated to us. lion CaiWORKs participants' eligibility will be determined in coordination with CCSSD and, in the case of MCPs who are also participants in the NCP demonstration grant program,by the county District Attorney's office. The SSD and PTCs have been working iwth each other and with other primary partners in the Welfare to Work effort to develop processes and toll to determine eligibity for a variety of programs and services, including WtNNI. SSD, for example, is researching and developing aform that will include questions that determine eligibility for TTPA,WtW and CalWORKS services. The goal is to quickly and accurately evaluate eligibility from the initial contact with the participants, whether that initial contact is with the PIC or the SSI). For CalWORKS participants,verification of 30 months on aid is being developed by thte State Department of Scoial Services. Both SSD and PIC will be able to verify this based on the self-certification of the participant. Each agency will ensure the CalWORKS participant meets federally and locally-developed hard to serve criteria,depending upon which agency makes the initial contact. Two streams of eligibility determination will exist for non-Cal-WORKS NCP participants. 'Phase who are selected for and enrolled in the Contra Costa County's state-funded ICP Employment and Training Demonstration project,entitled CO-OP,will have their eligibility determined by CO-OP case managers who will be co-located in the Cane-Stop Centers. The eligibility of other NCPs who participate in WtW will be determined by local PICS based on state certification of the 30-month criteria and consultation with SSD for determination of the addtional criteria. For those CalWORKS participants who, for various reasons,experience breaks in receipt of cash assistance, WtW eligibility will be coded in the County's CalWORKS automated systems,both to ensure coordination of services over time and to effectively utilize the appropriate sources of funding for CalWORKS and WtW employment and support services. .Part I1-Section C(2): Coordination for Assessment and Case Management CCSSD employment specialist and case management staff will be located at the RichmondWORKS (PIC)offices in Richmond to maximize coordination of assessment, individual responsibility plan development and case management of WtW clients. In addition to this. Richmond staff will work closely with the Richmond CalWORKs office staff located within walking distance of Richmond PIC to coordinate the referrals of WtW participants. Components required in the CalWORKS program such as assessment and the WtW plan will be done initially by CalWORKS staff,with the goal to develop an integrated model that can be used by either agency or partners of the One Stop. CO-OP or PIC case managers will coordinate all aspects of WtW for non-CalWORKs participants in partnership with the SSI). PART III—ALLOWABLE ACTIVITIES Part III-Section A(1) Planned Services I3eln+ed in Cal The Richmond PIC plans to provide all of the following services defined in CalWORKs under its WtW grant program,albeit some-as noted–will be on a limited basis based on the restrictions of our financial resources. In all cases,the planned services will be linked to our Community Enrichment Initiative with the objectives to 1)tie limited paid and unlimited unpaid . work experience into sites where there is the greatest possibilty of permanent employment after the limited term of the work experience;2)link community service not only to true worksite- based training and experience but also to a site which can most directly benefit the WtW participant and their immediate community; 3)provide limited on the job training in occupations with char paths of upward career mobility, 4)develop a collaboration-based system to voucher small to medium community based organizations, including faith-based organizations that normally provide,job readiness services either voluntarily or on a shoestring. Part III-Section A(2):Planned Services De,f ti ned Locally Inclusive of the following list of locally defined services,Ricl mondWORKSIPIC staff' will provide most WtW services(including pre-employment and post-employment retention/enhancement services)in-house based on our demonstrated history of success working with and placing local welfare recipients. Again,some services as noted will be limited due to funding limitations. We also expect to coordinate post-employment services with other local community resources through the Community Enrichment Initiative. 1. Job Creation through Public and Private Wage Subsidies 2. Contracts and Vouchers for Placements and Post-Employment Services (limited) 3. Job Retention and Support Services 4. Funding for Individual Development Accounts (limited) Part III-Section B(1): Overall Service Strategy The commitment of over 500 jobs thus far from Richmond's private sector employer community to WtW has laid the framework for our overall service strategy for the targeted populations. This strongly supports the work-first and strong post job placement retention support services focus of the local CalWORRs plan. RichmondWOR.RS has successfully demonstrated its ability to transition welfare clients into viable employment over the past five years based on the consistently high percentage of Richmond welfare recipients who have been assisted among local residents. Our service strategy will include pre-employment services and training geared toward basic work ethics—which all employers profess to value above or as much as technical job skills(they maintain they can provide these on the job). However, to better prepare the WtW participants, we are compiling specific information about the committed jobs to tailor the basic pre-employment training to the specific jobfindustry, For example,warehouse jobs often demand bath physical and mental preparation and sustainability. The regality of these conditions at the employer site will be discussed ahead of time and methods of dealing with retention barriers tied to those conditions will be provided by case management staff both before and after job placement. Another example is for referrals to jobs in the retail service industry. Basic pre-employment customer service training will be provided from the perspective of the WtW participant as both customer and service;representative. As noted earlier,post-retention support will include not only CalWORKs and WtW defined services but also other services culled from local community resources,such as academic/vocational career enrichment provided by local educational agencies;parenting training provided by a local health care facility; housing support and enhancement by local agencies and other community education and advocacy training to encourage mainstre;arning of former welfare recipients into responsible community participation. Part III-Secti"on B(2):Service Determination The Richmond PIC and CCSSD have developed a,growing partnership of collaboration and coordination over the past year. On this basis,we will continue to work together at both the front-line staff and management levels to work with individual participants in determining the appropriate services to be provided between our agencies. Many CalWORKs WtW participants will have been referred to the prom by SSD staff from different points in the WtW continuum of services. At the point of entry into the WtW program, CalWORKs participants may already have participated in CalWORKs assessment and development of the WtW plan. This plan,at the point of entry into the WtW program,will be coordinated by the OneStop case management team which will consult regularly to develop and monitor the services provided to ensure the most appropriate services are offered in the most effective order. CO-OP and PIC case managers will work with the NCPs to assess service needs, determine the appropriate services,document an action plan developed by the participant to achieve their employment goals and facilitate the carrying out of the activities in the action plan. Part II-Section B(3)r Service Strategy Results As noted earlier,Richmond's immediate labor market is represented by employers who have already co :rntted to targeting jobs to qualified referrals from our pool of transitioning welfare recipients and NCPs. Additionally,Richmond's active participation in the Alameda- based East Bay Economic Development Alliance for Business (EDAB) and in the Contra Costa Economic Partnership expands the breadth of job opportunities available for Richmond-resident WtW participants. Fart III-Section B(4).•Job Retention and Support Services The CalWORKs program has state-mandated time frames for the provision of WtW services, including support services. CalWORKs job retention case management and services will be funded from CalWORKs and WtW sources for as long as it is deemed appropriate and as long as participants are eligible for CalWORKs and WtW services. Those participants who experience periods of ineligibility for CalWORKS but who are still WtW eligible will receive services funded from WtW or other sources. The CalWORKs WtW model includes a process for identification,referral, assessment, development of treatment plans and coordination with CalWORKs WtW Plan for mental health and substance abuse services. These plans were developed by a joint SSD, Community Substance abuse and Mental health Department planning group. SSD and DAFS staff are currently negotiating to adopt this model and services for CO-OP participants, services for whom will be funded out of the CO-OP grant, WtW or other resources as applicable. A major part of Richmond's Community Enhancement Initiative is the saturated canvassing of local public and private entities to determine what resources are available for use by WtW participants. This, along with our coordination with CCSSD and the County PIC in carrying out our WtW program with formula-allocated and matching funds will ensure job retention and support services are not provided in duplicate to WtW grant program participants. The physical co-location of SSD,PIC and other One Stop System partners together with the electronic infrastructure that offers CalWORKs and One Stop case management software availability on site will ensure participation and funding is coordinated and integrated to maximize effective services and minimize duplication of service or cause gaps in service. Part IV-COORDINATION Part IV-Section A(1)a Coordination with Luca'Partners The following partners have agreed to work with our WtW Community Enhancement Initiative as briefly summarized to coordinate planning and service delivery: 2. Contra Costa Social Service Depart#nent-NCP lead agency; WtW/CalW`0 Ks/ NCP eligibility,assessment,case management and retention services coordination 2. Contra Costa PIC-to coordinate services in an equitable fashion across MA service delivery borders 3, EastBayWorks-to"broaden the breadth of training and employment opportunities available to our respective WtW participants in each of our areas. 4. Local Education Agencies—West Contra Costa School District and Adult School, Contra Costa Office of Education/ROP and Contra Costa College----coordination of the provision of pro-and past-employment instructional services, assessment and career path counseling. 5. City of Richmond Housing and Community Development-CDBG and Housing funds to support post-employment retention morale and motivation among WtW partipants who qualify for their housing and support services. b. Richmond Housing Authority--Coordination of continuing and new eligibility for affordable housing for WtW participants 7. EDD—local office staff will be co-located in Richmond'V ORKS One stop centers to provide the wide range of employment and unemployment insurance information and services to WtW participants 8. Labor Market information through Conra Costa and Oakland PTCs and EDD's local LMID representative to keep abreast of current and projected labor market trends for the benefit of assisting and counseling WtW participants. 9. Private Sector and Economic Development Organizations, including the Richmond Chamber of Commerce , Council of industries,City of Richmond Economic Development Commission,EDAB,Contra Costa Economic Partnership and the Contra Costa Workforce Development Board to coordinate private sector and economic development efforts around job creation and linking WtW to economic development. 10. Collaboration of Community Based Organizations,including faith based organizations,targeted to families,youth,fathers,women,employment services, social services and neighborhood advocacy to coordinate resource consolidation and future institutionalization of community-enhancing initiatives such as WtW. Staff`coordinating WtW will take the lead on forming this collaboration. Part IV-Section B(1)o Leveraging WtWResources The County's two PICs and the SSD have committed to coordinating the use of the WtW formula grants and the SSD match funding to provide comprehensive and effective WtW services. These three agencies are also all part of EastBay Works which,through the establishment of the County's One Stop Career Centers,able to use a variety of funding sources from One Stop System partners to achieve Contra Costa County job seekers' employment goals. In addition,the CO-OP NCP grant provides support for the WtW effort by funding a variety of services for CO-OP participants. Some services in the CO-OP program require a local match, such as parenting and peer support, substance abuse/mental health treatment. Finally, the Richmond PIC was awarded a$3million 30-month IDOL Competitive Errant award in Round One which will begin July 1, 1998. The resources and job committments from this grant will be used to complement services funded under the other cited WtW`sources. Part X—Section B(2):Leveraged Resources Qual yred as State Match The primary resources being leveraged appear not to qualify as a state match because they are federal and other state funding,including those funds used by local education agencies. The City of richmond provides a small base of support for our employment and training programs and resources provided by local CBOs are being polled as part of the current efforts at developing a collaborative though the dollar amount has not been calculated for either the city or CBO resources. PART V---PERFORMANCE AND OVERSIGHT Fart V-Section A(]) Planned Performance Goals Richmond's planned performance goals are based on our historical performance in working with transitioning welfare clients in our DTPA and R.ichmondWOR.KS program. These goals are lower than the state goals in.two of the three areas but are realistically derived from the knowledge we have gained in working with this hardest to serve population. 1. Esta%unsubsidized employment placement rate. 2. 60% employed at six months 3. 5%wage increase after six months employment .Part V Section B(1): Oversight Flan The Oversight and Monitoring Plans detailed in the Richmond OA's approved DTPA Two Year(July 1, 1998 to June 30, 2000)Plan will be used to provide the necessary PIC oversight and compliance monitoring for Welfare to Work,with applicable substitution of regulatory reference to the federal and state welfare to work laws. PART VI—EXPENDITURE AND PARTICIPANT PLANNING Part U-Section A(]): Financial Management System The Richmond SDA's Financial Management system as detailed in the above-cited approved DTPA Two Year Plan will be used as the basis of utilization,management and reporting of welfare to work funds,with applicable substitution of regulatory reference to federal and state welfare to work laws. Performance Goals Worksheet r F WtW Local Plan X Initial Plan Modification Service Delivery Area City of Richmond Bata; 7-10-98 Performance goal Planned Overall Description of how the SDA goal is Statewide Planned derived Coal SIVA Gaal Placement in 45% 60 % Based on an analysis of our histor- Unsubsidized ical welfare recipient job placemen Employment rate. Job Retention at 6 70% 50 % Based on an analysis of our welfare months recipient job retention rate. Average Weekly 10% $ 5 % Based on our expected ability to Wage at months increase provide post-employment career/ skills upgrade training and a overtl-�e historical analysis of our welfare average recipient wage rate at 90 days. wage at placement Benchmarks Performance Coal Quarter ending Quarter ending Quarter ending Quarter ending June !998 June 1999 June 2000 March 2001 Placement in Unsubsidized N/A 60% 60% 60% Employment Job Retention at 6 months N/A 50% 50% 50% Average Weekly 'image at 6 months N/A 5% 5% 5% WtW Performance Goals Page 28 of 30 Welfare-to Work Expenditure and Participant Plan WtW Local Plan initial Plan Modification Service Delivery Area City of Richwnd Date: 7-10-98 Total Administration dram April 1998=,liana 1998 Expenditures Expenditures i. Allocation 659,692 11. Quarterly Planned Cumulative faenditures A. Quarter 'i (April_-June lit. Planned Ca -cut $ 659,692 IV, Planned Participants Expected to Receive Serv` A. Quarter 1 (April.June 4,; OjAdministration Program July1998-June 1999 Expenditures Expenditures 1. Planned Car -in , 11. Quarte Planned Cumulative Ex endltures a A. Quarter 1 (July-- Septernber 21 4,39 $ 143.484 B. Quarter (October• December) $ 1 1 1 $ 114,787C. Quarter 3 Janua - March $ 17' x.51 $ �14 7i�7 D. Quarter 4(April --June) $ , $ $ 143,484 111. Planned Car -Drat , F `116. Planned Participants Expected to Receive ServItce5 A. Quarter 1 Ju September)) 25 B. Quarter 2 Qctober- December' 30 C. Quarter3 Janus ..March D. Quarter 4 162ril -June 32 f Total Administration Program Jul 1999-.lune�#� Expenditures iAx nditures 1. Planned C -in $ 65 970 !t. QuarterlyPlanned Cumulative Ex ntiitures A. Quarter 1 Jut -Se terriber $ b 5 9 $ ,i5 . $ 57 394 B. Quarter 2 tJctober-December $ $ $ 0 C. Quarter 3 Janus -March $ 0 $ $ D. Quarter 4 A rll A June $ $ ltl. Planned Ca -out $ 111. Planned Partici ants cted to Receive Services A. Quarter 1 Jul -So tember ' B. Quarter 2 J25ober.Dumber C. Quarter 3 Manua -March) C. Quarter 4 A ri1=June WW Expenditure & Participant Plan Page 29 of 30 Welfare-to Werk Expenditure and Participant Flan WtW Local Plan Initial Plan Modification Service Delivery Area City of Richmond Date: 7-10-98 Total Administration #program July 2000-March 2001 Ex ' Ituree Expenditures 1. Planned Car -in $ II. Quarterly Planned Cumulative enditures A. Quarter 1 Jul September)) $ $ B. Quarter 2 October-December $ $ 0 $ C. Quarter 3 (Januar •March $ $ Ill, Planned Participants Expected to Receive Services A. Quarter Jul - September)) 8. Quarter 2 October-December C. Quarter 3 Janua -March WtW Expenditure& Participant Plan Pale 30 of 30 CONTRA COSTA COUNT' •' Social Service Department } r } r # 3 .John Cullen, Director July 15, 1998 Jim Rogers,Chair Board of Supervisors 651 Pane St Martinez,Ca, 9¢553 Dear lair. Rogers: This letter is to offer my endorsement of the Welfare-to-Work Local Plans submitted for your approval from the Richmond and Contra Costa County Private Industry Councils. These Local Plans are required by the State of California as part of the process to allocate Federal Department of Labor formula grant funds authorized by the Balanced Budget Act of 1997. These funds are earmarked for job readiness,placement,post-employment and supportive services to CalWORKs participants and noncustodial parents of CalWORK,s children. The Plans were developed as a collaborative effort among staff`from Contra Costa County PIC, Richmond PIC and the Social Service Department. One objective of this joint planning process was to ensure that the service models in the plans provide consistent and equitable services to all Contra Costa County Cal WORK.s participants served. An overarching goal ofthis joint planning process was to develop Welfare-to-Work service plans that fit with the activities being conducted by the PTCs,the SSD and many other partners to build a countywide system of job readiness,workforce development, job creation and economic development. It is my pleasure to endorse the Welfare-to-Work Local Plans. We look forward to continuing the partnerships being developed and expanded through these and other welfare to-work initiatives. Sincerely, John Cullen,Director ADMINISTRATIVE OFFICE: 40 Douglas Drive Martinez m CA 94553-4068 . Voice (510) 313-1500 FAX (510) 313-1.575