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HomeMy WebLinkAboutMINUTES - 07201999 - C195 TO: BOARD OF SUTERVISORS F&HS . Contra FROM: FAMILY AND HUMAN SERVICES COMMITTEE �r � os June 28, 1 999 :.<. County DATE: 'gr...... SUBJECT: STATUS REPORT ON THE CALWORKS PROGRAM SPECfF1 ?EO;dEST(S)OR RECOMMENDATION(S)&BACKGROJND AND JUSTIMA"fION I, ACCEPT the following report on the status of the Cal WORKS Program, 2. REQUEST the Director of Employment and Human Services to provide the Board with data which compares this County's statistics with those of other urban counties, particularly other urban counties in the 'Bay Area. 3, REQUEST the Director of Employment and Human Services to provide the Board with data on the number of clients who get a jab, go off assistance and thea lose the job and have to reapply for assistance, 4� REQUEST the Director of Employment and Human Services to provide the Board with data on the number of clients who get a jobs remain eligible for services and thea lose their job. 5. REQUEST the Director of Employment and Human Services to advise the Board when problems are identified of the roadblocks to resolving the problem so the Board is aware of the problems being faced by the Department. 5, REQUEST the Director of Employment and Human Services to begin tracking information on what benefits are being provided to clients who get jobs and report this information to the Board so the Board is aware of the proportion of clients who have such benefits as health insurance. CON'TiNUED ON ATTACHMENT: YES SSChA-URE: RECOMMENDATION OF COUNTY AD,,V.IN:STRATCR RECOM.,,ENCATfON OF SOARO OO{Y5/fTTEE APPROVE OTHER SfOP:ATtSRE ;: I ARI< 3eSA NIER CAYLE B. UILKEMA ACTION OF BOARD ON July 20, `I999 -- -- -- APPROVED AS RECOMMENDED VOTE OF SUPER`IfSORS f HEREBY CERTIFY THAT HIS IS A TRUE UNAAi;MOUS(ABSENT ) AND CCRAECT COPY OF A'N ACTION TAKEN AYES: NOES: AND ENTERED ON THE,v°MUTES OF THE BOARD ASSENT: ABSTAIN: OF SUPERVISORS OxfHEDATE SHOWN, County Administrator ATTESTcD Contact: P' Al"C; _OR,CLERK OF THE BOARD OP cc. Director, Employment and Human Services Depart �. iSORS AND COUNT Y A'DMiNISTRATOR Joyce Baird, Local 535, 661 - 27th Street, Oakland, 94612 Sara Hoffman, Senior Deputy County Administrator By DE4't Y F&HS-a2 7. REQUEST the Director of Employment and Human Services and the Health Services Director to meet in an effort to determine what additional support the Community Substance Abuse Services Division and Mental Health Division of the Health Services Department can provide in the way of an outreach to aIWORKS clients who may have substance abuse and mental health problems which are keeping them from obtaining or retaining employment and becoming self-supporting. 3. REQUEST the Director of Employment and Human Services, when making his budget presentation to the Board of Supervisors, to identify savings being made in the Department's budget and what is being done with those savings. 4n June 23, 1 999 our Committee met with John Cullen, Director of Employment and Human Services. We also received the attached report on the status of the CalWOROS program. Also present were members of lir, Cullen's staff and Joyce Baird, representing SEIU, Local 535. Mr. Cullen noted that job placements continue to increase and now average 310 per month, with the all time high of 437 in May 1999. He also pointed out that an increasing number of recipients are earning money,with 52% of two-parent families having earnings. Mr. Cullen also touched on the value of the diversion program, where by spending a little money to help a family over a rough spot, it is often possible to .avoid having the family apply for ongoing assistance, He also highlighted the three transportation programs that are described on pages 2 and 3 of the attached report. Mr. Cullen next turned to some of the challenges the Department will be facing in the coming year. These include the fact that only 13% of the CalWORKS population is participating at appropriate rates. This amount must be 40% by October 1999, Mr. Cullen believes that the actual participation rate is higher than is being reported because of problems in documenting and recording client activities. The Department will be providing feedback to workers in three areas: 1. Job placements by office; 2. uses with earnings; and 3. Case participation rates. Supervisor Uilkema noted that she had met with the nine Vest County Chambers of Commerce and that the Employment and Human Services Department staff should also contact them to enlist their help in providing job placements and referrals. In addition, Supervisor Uilkema noted that the NAACP is interested in setting up an ROP class in computer training in Hercules and needs some space for the class. The Employment and Human Services Department might be able to work out an arrangements that would be mutually positive. In response to a question from Supervisor Uilkema about the discrepancy in Federal participation rates, Mr. Cullen noted that clients will begin to be sanctioned after a period of outreach if they don't respond and don't cooperate. -2- F&HS-02 Supervisor DeSaulnier eked about the size of worker's caseloads. lir. Cullen responded that the Department is trying to keep caseloads in employment at 75 families per worker. The other areas that needs work in reducing caseloads are Medi-Cal and Food Stamps, Additional staff that have been requested will assist in reducing these caseloads. Mr. Cullen cautioned, however, that as caseloads drop the workload will actually intensify because workers will increasingly be left with the most difficult clients to get into the employment market. Joyce wird noted that caseloads of 70-75 families may still be too high since the workers have not been relieved of any of the eligibility work that they were doing before Cal' ORKS and have simply had the employment activities added to their workload. She Indicated that Intake is still a problem because cases are being held in Intake too long. She also suggested that while things are improving she feels that change is taping too long and that getting enough people trained quickly is a problem. Based on the report from Mr. Cullen, the comments of those present and the discussion we held on this subject, we have agreed on the above noted recommendations. -3- Social Service Doartment Contra Costa Coinly Date: June 28, 1999 TO: Family& Human Services Committee Supervisors Mark DeSaulnier and Gayle Uilkema FROM: John Cullen, Director c: Phil Batchelor SUBJECT: CalWORKs/Welfare to Work Implementation Update Recommended Action: ACCEPT the attached report on the update of CalWORKsiWelfare to Work Implementation. This report is presented to the Family and Human Services Committee and the Board of Supervisors as an update of the CalWORKs/Welfare to Work activities in Contra Costa County. The first full year of CaIWORKs implementation has been completed. The Social Service Department has converted from an eligibility-focused system to one that emphasizes work first. This next year will be spent focusing on Assessment, Job Retention, Career Advancement and achieving program outcomes. I want to once again acknowledge the committed efforts of the staff in the Department as well as the successful partnerships in the community who have cooperated and supported our efforts to transform the culture of welfare. JBC/pp Family and Human Service Committee CaIWORM/Welfare to Work Implementation Update June1999 I. CalWORKs/Welfare to Work Implementation In January 1, 1998, the California Work Opporbmity and Responsibility to Kids (Cal CRDs), replaced the Aid to Families with Dependent Children (AFDC) and Greater Avenues for Independence (GAI-N) programs. This required a transformation of the culture of welfare for recipients, the Social Service staff, and the community from entitlement to self-sufficiency, The first year of CaIWORKs implementation with its emphasis on "enrollment" through Orientation and Appraisal has been completed. We are continuing to emphasize work first, but are also now focusing on comprehensive Assessment for the harder to serve population and Job Retention and Career Advancement for those in transition from welfare to work. The success of CaIWORKs is incumbent upon successful public and private partnerships to support the efforts of the newly employed to sustain their jobs while maintaining family stability. The following are some of the Social Service Department staff's accomplishments over the past few months. Job Placements Continue to Increase For the first eleven months of FY 98-99, July 1.998 through May 1999, the number of job placements totaled 3,415, an average of 310 per month. The pace for job placements is increasing as we move further into the service delivery model. The job placements for May 1.999 were 487, our all time record, CalWORKs Cases with Earnings Increase As of May 31,1999, 2,907 CaIWORKs families or 27.27% of all CalWORKs families, have earnings. The current rate for 2-parent families is 52.36%. During the month. of May 1999, earnings totaled $2,054,747, resulting in grant savings of$772,121. Exits Due to EmDlovment Increase 1,945 cash aid terminations have been recorded that are directly linked to employment for the period of July 1998 through May 1999. Since CalWORKs implementation March 10, 1998, 4,122 participants have found jobs. 50% of these participants have found jobs in 1 the following categories: Cashier 8.81/x, General Clerk 6.6%, Animal Shelter, Bookmobile, Library 4.6%, Food Sales Clerk and Sales Clerk 4.5%. The average hourly rate at placement has been $7.80. Staff Continues to Offer Diversion Services Fifty-one diversions to enable people to return to self-sufficiency without coining on aid have been processed from January 1998 to date. Since the inception of the Diversion Program in January 1998 through May 31, 1999, a total of$55,499 payments have been made. The payments have included authorizing two months rent for an applicant in May 1999 who had a guaranteed job starting at $13.36 per hour beginning in June. Another participant had to take an unpaid leave due to a child's illness. By the time she was able to return to her job she had exhausted her resources and need help with the first months child care payment, transportation, and housing expenses. A mother who had to quit her job in San Francisco and find a job closer to home due to her child's medical condition requested assistance paying for her car registration, insurance and basic housing expenses until she received her first paycheck from the new employer. Transportation Projects on the Move In May 1999, the Board of Supervisors adopted The Contra Costa County Welfare to 'Mork.Transportation Action. Plan.. This culminated nine months of planning to develop a mobility support system for CaIWORKs participants who are moving from welfare to work. The intention was to create a transportation network that is flexible and responsive and will offer a continuum of services, educating participants about their transportation options and responding to their changing needs and employment patterns. Staff is currently beginning to implement two of three components of the recommended mobility support plan; an Owner/Operator shuttle program and a Children's Transportation and Voucher program. The third component, Trip Planners, is being researched farther because of space limitations at the One Stops. We are presently in negotiation. with. Laidlaw 'Transit to hire and train five shuttle operators this year and an additional two operators next year to run a specialized shuttle operation designed to carry children of hard-to-serge clients to child care centers and the parents to employment locations or connecting public transit. The shuttle operators must come from the hand to serve category as required by the Welfare to Work Governor's 15% grant guidelines. The parameters of the program have been changed to some degree acknowledging that it would be difficult for clients in the hard-to-serve category to become entrepreneurs with the ability to run and operate their own business. It has been suggested to Laidlaw that they, the shuttle operators, become subcontractors and/or franchisees of Laidlaw. Laidlaw has the support system for maintenance, scheduling of 2 trips, insurance and licensing capabilities. Participants who qualify for this program would receive a salary much like other operators employed by Laidlaw. As with the Owner/Operator Shuttle program, until the necessary operators are trained and ready for operation, it is proposed that Laidlaw provide the transportation and vouchers for the Children's Transportation/Voucher Program. This project is to transport the children of the hard to serve to child care facilities and may expand to help get children to school. The Trip Planners portion of the Transportation Action Plan may be contracted to TRANKSPAC for the training and placement of three planners. Their duties will be to assist clients in planning for their transportation needs at the One Stop locations throughout the County. They will be trained to provide transit information and on occasion, provide Bus Buddy assistance. Bus Buddies ride with clients on the bus and/or BART to familiarize the client on how to ride the system, transfer and get from their home to their destination and back again. The inability to use public transportation has been identified as a problem for many clients. Non-Custodial Parent Project_ xa�nds The County's Opportunities and Obligations Program (CO-OP), the Non-Custodial Parent (NCP) Employment and Training Demonstration Project is now in its eighth month of providing services through the One-Stops. Although East County is not yet up and running, 29 noncustodial parents (ACPs) are enrolled. With the recent expansion of the eligibility criteria and the development of an outreach and recruitment campaign, it is anticipated that this number will double by the end of July 1999 and continue to grow as word spreads throughout the county about a program that helps unemployed and underemployed parents who have child support orders obtain employment. Due to our close working relationships with both PICS, we have partnered with each to utilize some of their resources and service centers to deliver the CO-OP. Statewide enrollment for all seven counties participating in the NCP Demonstrations is 395 participants. Los Angeles County leads the enrollments with 285, followed by Santa Barbara 30, Contra Costa 29, Santa Clara 28, San Benito 11, Napa 11, and San Francisco with 2. The California Department of Social. Services announced in June 1999, that funding for the second year of this demonstration project has been approved and that six additional counties would be awarded grants to participate. 3 Alameda and Contra Costa CopM to,Implement Child Su ort Assurance (CSA) Demonstration Proiqct In June 1999, Contra Cos'ta and Alameda Counties held the first joint planning meeting to discuss implementation of the CSA Demonstration Project. The Project will provide Job Retention and Career Development Services to custodial parents, while at the same time, serving the noncustodial parent in the County's Opportunities and Obligations Program (CO-OP). The Project seeks to implement quarterly reporting. In addition, participants will be allowed to increase their income up to 200% of the federal poverty level without penalty or losing their eligibility to ancillary and supportive services while being guaranteed an assured child support payment. This strategy is intended to move participants from subsidized services to self-sufficiency, building a transitional bridge from CaIWORKs to independence. Successful Collaborations with the Business Community Continue Our Employment Services Analyst continues to work with employers and CBOs throughout the county to coordinate and promote partnerships to establish special employment projects. The anticipated outcomes of these collaborations is to offer training and employment opportunities countywide. The Career Training in Disability Services (CTDS) is a partnership involving twelve non- profit groups, Mt. Diablo Adult Education, and the Social Service Department. The goal is to implement an eight week training program involving internships that will train the "novice" in basis skills needed to successfully work in the Day Program Setting or Respite Setting. The first class will begin in September and run through November. Topics will include such areas as: disability awareness and sensitivity, introduction to developmental disabilities, teaching strategies, community access, program planning for consumers, health and safety, medication management alternative and augmentative communications, behavior management, and conflict resolution. Teaching will be provided by Adult Education and staff from the partners who are specially trained, - experienced- and/or licensed. Our clients will have to be screened to meet the rigid prerequisites required in this field which include but are not limited to fingerprint check, TB clearance, clean tests for alcohol/drug, and education level. Employees in this field have career paths into special education, human service professions, and internal advancement in the agencies. Entry level wages begin at $7.00- $9.00 depending upon the site. The Mt. Diablo School District was awarded the "After School Safe Neighborhood Grant'' to implement after school programs in targeted neighborhoods. Within the Mt Diablo School District three schools from the Monument Corridor and four from the Baypoint area are included in this project. The Social Service Department has financially 4 partnered with the school district and the Mt Diablo Adult Education to develop training set to begin. the end of September, for the instructional aides to be hired in these locations. Our CaIWORKs participants are the target population for these positions. The Mt, Diablo Health Institute has implemented an outreach project focusing on the Monument Corridor area. The members of the task force represent local government, law, the faith community, schools, CBOs, non-English populations, housing and community members. The project identified five key areas (after school programs, economic and job development education, health and housing) and broke into task groups. Each group was structured and defined goals to fit into the overall master plan of improving the corridor strip to both business and family. Members of the project have been meeting for almost a year and have prepared a plan. The plan not only addresses critical needs, but also has proposed a plan of action that pulls all of the task groups together. Rubicon and the Social Service Department have partnered with Bank of America to plan training for the Proof Operator Position at their Martinez site. This training will target the hard to serve client and involve support training by World Wide Educational Services. We do not yet have a start date, but we are in the final phase of development, which includes refining the details of transportation and career paths. We hope to begin this project in early fall. The IndeDendent Career Advancement Network (ICANT ) Graduates it's First Class These first ever-pilot apprentice retail sales training program began in April 1999 with the graduating class honored at ceremonies in June 1999. This collaborative eight week training program, located in Broadway Plaza in Walnut Creek, was co-sponsored by Broadway Plaza, Wardrobe for Opportunity, Contra Costa Social Service, Contra Costa County Regional Occupational Program, the Acalanes Adult Center, and the Macerich Company managers of Broadway Plaza. This training program has various segments including classroom instruction on the retail sales career field,job shadowing, internships and a job fair where students are able to meet with prospective employers. Eight CaIWORKs participants completed this training program and are now working in the retail field. SSI Advocacy Providina Great Service to CaIWORKs Part ants In February 1999, our Department expanded the SSI Advocacy Services within the General Assistance Division in order to offer advocacy service to CaIWORKs adults who are permanently disabled or who have long term impairments. Since the inception of this collaboration with General Assistance and CaIWORKs, there have been 90 referrals to Advocacy Services. 5 le IA Children's Services/Cal ORKs Pilot Project Started In June 1999, staff from the Muir Road Children's Services and CaI OR s Bureaus participated in a daylong training session, learning to work with families who are being served by bath. programs. The purpose of this pilot is to develop a service delivery system that is responsive to the needs of "cross-over" families that are served by.beth Children's and Employment and Supportive Services Staff. The collaborative development of this system will enhance communication, knowledge and procedures between staff in these two bureaus. Additionally, we hope to eliminate any duplication of services and increase claimable time. Knowledge gained from this pilot will be shared with other district offices and incorporated into countywide policy and procedures. Job Detention and Career Advancement Issues .Addressed The current strong economy has resulted in employment for many of our county's CalOPKs job seekers. For these participants the focus of department assistance and support shifts from "how to get a job" to "how to keep a job" and "how to advance in a career". As Job Retention. Services are essential in assisting our Calt?R.s participants with continued employment, Career Advancement services are just as critical in assisting with improving their quality of life through higher wages, promotions, increase in employment status, greater job security and self esteem.. During the past year the Social Service Department has implemented Job Retention Services by; holding evening Job Detention workshops, creating a toll-free 24 hour "job keeper" hotline, presenting Job Retention concepts and skills dung Appraisal, Job Club and Job Search activities and by providing ancillary and supportive service payments. During the next Fiscal Year 99/00, the Social. Service Department will expand the Detention Services and enhance the Career Development services. flans include; developing and incorporating a "basic life shills" training program; linking with local CBOs that also provide Job Retention and/or Career Development Services; developing a direct linkage to the employers who hire our CaIWC»s participants to offer job retention assistance when needed to both the employee and employer; and the creation of a' entoring Program through our Volunteer Services. By developing a strong Job Retention and Career Advancement program over the next year, the Social Service Department will be positively contributing to the employer, the employee and the economic development of the community at large. Midcourse Review Grouu Examines Service Delivery Model In May and June 1999, representatives from the three employee organizations and management convened as a workgroup to evaluate and refine our service delivery model. 6 Every effort was made to balance classifications and fi=tions as well as District representation in organizing this workgroup. We established five subcommittees within the larger group to review specific elements of the service delivery model based upon applicant/participant involvement. The Midcourse Review Workgroup has met weekly to map out processes that both the staff and participants must follow. We have also identified what works best problem areas and offered solutions. A report outlining the group's recommendation will be presented to the Assistant Director of the Department in mid-July. Child Care Efforts Continue Through the specialized child care units in all four of the District offices; we are currently paying $590,000 per month in childcare for 2525 RK0 'CalWOs children from 155 families. 606 former recipients have been transferred to community Stage Two and Three providers as mandated by the CalWORKs legislation. In January 1.999 another Child Care Training program offered in collaboration with the Contra Costa Community Services Child Development Program, ROP, West Contra Costa Adult School, Pittsburg Adult School, the Child Care Council and the Social Service Department began with 27 participants from West County and 22 participants from East County, Of these Cal WORKs participants, 17 and 19 respectively, completed the Child Care Training Program and six of these graduates are now employed in the Child Care field. Because of the demonstrated success of this collaborative training program, another class is scheduled to begin in August. Private Indust ry Council and the Social Service Devartment Beam Merger In preparation of implementing the mandates of the Workforce Investment Act (WIA), the merger of the Private Industry Council (PIC) and the Social Service Department has begun. In May, Social Service staff began providing technology Help Desk assistance for the One Stops. Staff from the Private Industry Council will be joining our Administrative Bureau in the Fiscal and Systems Division as of June 3oth. Social Service will be assuming PIC's payroll duties as of the end of June. The nationwide search for a new Workforce Services Director and Workforce Investment Board (WIB) Executive Director is currently under way. Discussions regarding the merger of Planning and Operations are still being conducted and are expected to be finalized by the end of summer. 7 Transition Begins to the Workforce Investment Board Both the County and Richmond PICS have submitted letters of intent to be declared a Workforce Investment Area under the Workforce Investment Act (WIA), The transition from the PIC to the Workforce Investment Board has started. The first general community information-sharing meeting is being held on June 24'�', Marketing procedures are being developed to recruit an interest from the private sector to sit on the Board. Both PICS and the Workforce Development Advisory Panel are meeting together to develop a five year strategic plan to submit to the State. However, because the state has not yet formed its own WIB, there is not a process for plan approval. Welfare to Work Outreach Workers to Assist in Participation Efforts To address the issue of participants avoiding sanctions if possible and have support and assistance to fully engage in the services offered, the Department has requested additional staff to become Welfare to Work Outreach Workers (WOW). They will work as part of a team to go out into the community to speak to clients who may be close to being sanctioned. The team will share information about the benefits available through the CalWORKs Welfare to Work program, help the clients identify and resolve barriers to participation and help the participants understand the consequences of failure to comply. We will also investigate the specific circumstances leading to noncompliance, track the reasons for the same, and develop programs to fill identified gaps in services. The WOW teams will consist of two Social Workers and two Case Aides. The Case Aides will be individuals currently on CalWORKs and who demonstrate the necessary skills (such as a non-judgmental, compassionate approach, knowledge of the community and of Welfare to Work rules). The Case Aides will be paired with the Social Worker and assigned to each District office. Resource Fairs Come to Contra Costa Kjounty This summer Resource Fairs presented by the Social Service Department are being held in all four District offices. Over 200 invitations have been sent out to community organizations to participate and exchange information about resources available in the County. Some of the agencies participating include Consumer Credit Counseling, Contra Costa Crisis Center, Families First Inc., Home Energy Assistance Program, and Ujima Family Recovery Services. Brochures announcing this exciting venture were published in 'Vietnamese, Laotian, and Spanish as well as English to reach our diverse population and distributed at District offices and other agencies in the County. 8 11. Continuing Challenges The Department continues to face a number of challenges as we work in partnership with other county departments, the community, faith-based organizations, the public and our participants. The following problems and concerns are requiring extra efforts to resolve. Federal Work Force Participation hate Continues to Pose Challenge The federal requirements for the numbers of persons engaged in a work activity continue to increase. We are continuing our efforts to insure that line staff accurately codes records to reflect the number of hours clients are engaged in doing work activities and are exploring approaches to increasing participation of two parent families. To date this level of paperwork and computer input has taken a lower priority to getting participants into the program. Data Collection Remains Difficult Obtaining accurate information from the Case Data Systema (CDS) and GAIN Information System. (GIS) on program outcomes continues to pose a challenge. Additional guidance and training have been developed. CAIS ``experts" have been selected in each of the District offices to help staff navigate the GIS system. These experts will also do troubleshooting and identify training needs. additionally an internal system as been developed to provide ad hoc reports on essential program. elements. New Staff on Board Twenty-four new Eligibility Workers will be graduating from our Training class in mid July. It is expected that another class will begin in the middle of August. additional Benefit Specialists continue to be hired to help fill vacancies created with the promotion, of staff to Employment Specialists. Lack o e Poses a Problem for District Offices The District offices continue to have little or no room to add staff that has already been authorized. Existing space is being maximized through the use of "office landscaping" and additional space is being sought. Conference rooms have been reconfigured to accommodate staff. The Department has been working closely with. Facilities Management to address the short and long term needs. Integration of Department and Com munitv Resources Continues As the service delivery model becomes fully operational, there is a growing need to connect job seekers to services such as substance abuse treatment, domestic violence 9 services, job skills training, employment retention/self sufficiency and other activities, which support the participant's work efforts. The emerging challenge is integrating the wide array of available community resources with the existing and evolving needs of welfare to work participants. Discussions are underway with providers of several of hese services to accomplish this. III. District Operations CaIWORKs Briefing, an informative newsletter, will soon be published and distributed to staff and the community. It will highlight the changes brought about in our Department due to Welfare Reform, describe the benefits of Welfare to Work, the supportive services now available to our C;al`4 ORKs participants, and acknowledge the accomplishments of some of our former clients. The following are updates on the Welfare to Work activities and some participant successes from the Departments four major District offices. Hercules With the completion of the Welfare to Work enrollment of its C;a.I ORKs participants, the Hercules District is now placing emphasis on the important next step of providing each appropriate participant with an Assessment and a Welfare to Work plan. Employment Specialists and Senior Employment Specialists are working together to identify participants who are now ready for Assessment and the District focus is on ensuring timely completion of this important task. Hercules recently selected one of its Employment Specialists to staff the San Pablo One Stop, which is now operating at an interim. location. Later this sumer the Cine-Stop will move to its permanent location at the International Market in San Pablo. This will provide the Hercules District C;al` ORKs participants with the same services now available to participants in the other areas of the county. The District's cooperative venture with the Employment Development Department (EDD) continues. An Employment Specialist from EDD helps staff our Resource Room where participants and other citizens are provided with employment counseling and on- line job search services. Hercules continues to operate a successful Job Club/Job Search program in cooperation with the rest Contra Costa Serra Adult School. Hercules and Serra staff recently met to discuss improving .Job Club/Job Search. and English as a. Second Language (ESL) services to our Southeast Asian limited English proficiency (LEP) participants. A new Job Club, staffed by ESI. teachers, bi-cultural and bi-lingual Employment specialists and bilingual classroom aides began in June. I Individual Hercules participants have provided some inspiring success stories. One participant who has been receiving public assistance since 1992 and was having substance abuse difficulties." After completion of a rehabilitation program, she was enrolled in the CalWORKs program and completed Job Club/Job Search. After an active search, she found a job paying $9.00 an hour. In spite of the job retention efforts of her Employment Specialist that included payment of child care and transportation expenses, she quit this job because she just didn't like it and feared she was going to fail probation, However, neither she nor her Employment Specialist gave up. They jointly developed a new plan and after a new job search, the participant found a better job paying $10.95 an hour with benefits. The participant recently wrote a note to her Employment Specialist saying, "Thanks for all your help during those rough times between jobs. I do not plan to lose this job. It's going very well and I really like it a lot." Their own efforts to take advantage of the continuing economic boom as well as the efforts of Hercules staff have enabled Hercules CalWORKs participants to continue to achieve self-sufficiency. In our last update we reported that the number of active Welfare to Work cases on February 1, 1999 was 2,376. On June 1, 1999 the district had 2,223 active cases, which represents a 6.4%decrease. Antioch Efforts significantly increased in our Antioch Job Club/Job Search activities during March, April, and May 1999. Many staff that had been deployed to other critical areas during our transition to our new service delivery model were redirected to their regular Job Club/Job Search functions. Since staff was reassigned to this function in March, the Antioch Adult School concluded their six-month contract with the Antioch District. They assisted us for six months doing Job Club/Job Search activities. During these last three months our staff has conducted eight Job Clubs followed by Job Search, one of which was conducted in Spanish. A total of 158 participants started in these Job Clubs with 109 finishing this activity. At the completion of this work activity component, 59 participants were employed with the average starting salary of$8.46 per hour. During the April Spanish Job Club/Job Search, the participants had the opportunity to hear a presentation on nutrition as part of a pilot partnership with the UC Berkeley Co-op Extension Program, In March 1999, an Employment Specialist was assigned to the EastBay Works office on Railroad Avenue in Pittsburg. The caseload at this One Stop location is designed to focus efforts on our harder to serve participants. We continue to have staff located on campus at Los Medanos Community College. We are very proud of the CalWORKs students whose cases are managed by the Antioch staff. The Spring Semester ended May 28tb and several of our students graduated with A.A. or 11 AS degrees. Many others received Certificates of Achievement in various vocational programs. Thirty-six of the students whose cases are carried in the CaIWORKs office on the LMC campus earned grade point averages of 3.0 or better, with seven of those being 4.0. Out of the 19 students at LMC who received scholarships, three were CaIWORKs students and one of "our" students received the Kennedy-King Memorial College Scholarship. This particular scholarship is recognized as one of the most prestigious awards a community college student can receive. Additionally, we have added a Job Developer to our LMC CaIWORKs staff. She has made contact with several local employers. One of the employers is currently in negotiation to hire three of our students. This employer is so enthusiastic about our program he has even offered the use of company vehicle to one the prospective employees whose current mode of transportation is a bicycle. The Antioch District continues to struggle with space issues to accommodate the number of staff presently located in our office. We began the huge task of installing Office Landscaping Partitions for 100 staff during the month of May. This has involved many hours of planning and has addressed some of the space concerns in part of our building. The project was divided into three phases, making it necessary to temporarily relocate approximately 30 to 40 staff at a time to alternate work sites within the building. The new workstations were well received by staff and the staff whose work areas still need to be redesigned are anticipating the change. Martinez The Muir Road office began a project to help families by increasing communication and collaboration between Children's Services and Employment and Supportive Services. Goal planning for the family will be a joint effort which could meet both court ordered and Welfare to Work requirements. The project is expected to reduce the frustration families sometimes experience when receiving services from. both Children's Services and CaIWORKs programs. It is also expected to reduce duplication of services and maximize Federal funding. Employment Services has enhanced the Job Search program it offers to Welfare to Work participants by instituting a forinal curriculum for the daily sessions. The new model includes classroom time, employer presentations and an itinerary of job searching for each week. The result has been an increase in job placements for new participants. Richmond Beginning in July, the Job Club sessions will change to have curriculum covered within the first five full days, This will allow Job Club leaders to provide a more intensive focus on developing job seeking skills, appropriate attire, life skills, developing interviewing 12 skills and job retention. This will also better prepare the participant for their next three weeks of Job Search. The Marina "west building will continue to hold Job Clubs every two weeps with an average of 50 participants being invited to each session. The Job Club leaders continue to be very successful. with participants in motivating and encouraging there. Marina West also continues to invite 35-70 bard to serve participants to Richmond Work First for more intense services and case management. Since March 70% of those who successfully completed the program have obtained employment or entered into a paid training programa. The Richmond resource Room is progressing well, Two computers are in place as we await three more. The fax machine, photocopy machine and phone banks have been installed. Motivational pictures and posters have also been put up to create a comfortable and carina environment. 13 ✓°J�syn' FHS-02 7. REQUEST the Director of Employment and Human Services and the Health Servides Director to meet in an effort to determine what additional support the Community Substance Abuse Services Division and Mental Health Division of the Health Services Department can provide in the way of an outreach to CalWORKS clients who may have substance abuse and mental health problems which are keeping thea from obtaining or retaining employment and becoming self-supporting, 8. REQUEST the [director of Employment and Human Services, when making his budget presentation to the Board of Supervisors, to identify savings being made in the Department's budget and what is berg done with these savings. On June 23, 1999 our Committee met with John Cullen, Director of Employment and Human Services. We also received the attached report on the status of the CaIWOROS Programa Also present were members of Mr. Cullen's staff and Joyce Baird, representing SEIU, Local 535. Mr. ellen noted that job placements continue to increase and now average 310 per month, with the all time high of 437 in May 1999. He also pointed out that an increasing number of recipients are earning money,with 52% of two-parent families having earnings. Mr. ellen also touched on the value of the diversion program, where by spending a little money to help a family over a rough spot, it is often possible to avoid having the family apply for ongoing assistance. He also highlighted the three transportation programs that are described on pages 2 and 3 of the attached report. Mr. Cullen next turned to some of the challenges the 'Department will be facing in the coming year. These include the fact that only 18% of the CaIWORKS population is participating at appropriate rates. This amount must be 40% by October 1999. Mr. Cullen believes that the actual participation rate is higher than is being reported because of problems in documenting and recording client activities. The Department will be providing feedback to workers in three areas: 1. Job placements by office; 2. uses with earnings, and 3. Case participation rates. Supervisor IJilkerna noted that she had met with the nine Vest County Chambers of Commerce and that the Employment and Human Services Department staff should also contact there to enlist their help in providing job placements and referrals. In addition, Supervisor Uilkerna noted that the NAACP is interested in setting up an ROP class in computer training in Hercules and needs some space for the class. The Employment and Hunan Services Department might be able to work out an arrangements that would be mutually positive. In response to a question from Supervisor Uilkerna about the discrepancy in Federal participation rates, Mr. Cullen noted that clients will begin to be sanctioned after a period of outreach if they don't respond and don't cooperate, -2- FS-02 Supervisor DeSaulnler asked about the size of worker's caseloads. Mr. Cullen responded that the Department is trying to keep caseloads in employment at 75 families per worker, The other areas that needs work in reducing caseloads are Medi-Cal and Food Stamps. Additional staff that have been requested will assist in reducing these caseloads, Mr. Callen cautioned, however, that as caseloads drop the workload will actually intensify because workers will increasingly be left with the most difficult clients to get into the employment market, Joyce wird noted that caseloads of 70-75 families may still be too high since the workers have not been relieved of any of the eligibility work that they were doing before CaIVVORKS and have simply had the employment activities added to their workload. She indicated that Intake is still a problem because cases are being held in Intake too long. She also suggested that while things are improving she feels that change is taking tory long and that getting enough people trained quickly is a problem, Based on the report from Mr. ellen, the comments of those present and the discussion we held on this subject, we have agreed on the above noted recommendations, Social. Service De artment Contra Cosfa:Co nt Sate: June 28, 1999 TO: Family & Human Services Committee Supervisors Mark DeSaulnier and Gayle Uilkema FROM: John.Cullen, Director ct Phil Batchelor SUBJECT: alWO /Welfare to Work Implementation Update Recommended Action: ACCEPT the attached report on the update of CalWOR sfWelfare to Work Implementation. This report is presented to the Family and Human Services Committee and the Board of Supervisors as an update of the Ca.IWOR slWelfare to Work activities in Contra. Costa County. The first full year of CaIW0RKs implementation has been completed. The Social Service Department has converted from an eligibility-focused system to one that emphasizes work first. This next year will be spent focusing on assessment, Job Retention, Career advancement, and achieving program outcomes. I want to once again acknowledge the committed efforts of the staff'in the Department as well as the successful partnerships in the community who have cooperated and supported our efforts to transform the culture of welfare. JBCtPP ily and Human Service Committee Cal W elfa re to Work Implementation Update June 999 Ie Cal [Welfare to Work Implementation In January 1, 1998, the California Work Opportunity and Responsibility to Kids (Cal OR s), replaced the Aid to Families with. Dependent Children (AFDC) and Grater avenues for Independence (GA.INI) programs. This required a transformation of the culture of welfare for recipients, the Social Service staff, and the community from entitlement to self-sufficiency, The first year of CalWORKs implementation with its emphasis on "enrollment" through Orientation and Appraisal has been completed. We are continuing to emphasize work first, but are also now focusing on comprehensive Assessment for the harder to serve population and Job Retention. and Career Advancement for those in transition from welfare to work. The success of CalWORKs is incumbent upon successful public and private partnerships to support the efforts of the newly employed to sustain their jobs while maintaining family stability. The following are some of the Social Service Department staff's accomplishments over the past few months. Job Placements Continue to Increase For the first eleven months of FY 98-99, July 1998 through May 1999, the number of job placements totaled 3,415, an average of 310 per month. The pace for job placements is increasing as we move er into the service delivery.model. The job placements for May 1999 were 487, our all time regard. Cal ORl s uses with.Earnings,_Increase As of May 31,1999, 2,907 CalWOR s Blies or 27.27% of all Ca.IWORKs families, have earnings. The current rate for 2-parent families is 52.36%. During the month of May 1999, earnings totaled 2,054,747, resulting in grant savings of$772,121. Exits Date to Eraylovn ent Increase 1,945 cash aid terminations.have been recorded that are directly linked to employment for the period of July 1998 through May 1999. Since CalWORKs implementation March 10, 1998, 4,122 participants have found jobs. 5€ % of these participants have found gobs in 1 the following categories: Cashier 8.8%, General Clerk 6.6%, Animal Shelter, Bookmobile, Library 4.51/x, Food Sales Clerk and Sales Clerk 4.5%. The average hourly rate at placement has been $7.80. Staff Continues to Offer Diversion Services Fifty-one diversions to enable people to return to self-sufficiency without coming on yid have been processed from January 1998 to date. Since the inception of the Diversion Program in January 1998 through May 31, 1999, a total of$55,499 payments have been made. The payments have included authorizing two months rent for an applicant in May 1999 who had a guaranteed job starting at $13.35 per hour beginning in June. Another participant had to take an unpaid leave due to a child's illness. By the time she was able to return to her job she had exhausted her resources and need help with the first months child care payment, transportation, and housing expenses. A mother who had to quit her job in San. Francisco and rind a job closer to horse due to her child's medical condition requested assistance paying for her car registration, insurance and basic housing expenses until she received her first paycheck from the new employer. Trans ortation Projects on the Move In May 1999, the Board of Supervisors adopted The Contra Costa County Welfare to Mork Transportation Action Flan.. This culminated nine months of planning to develop a mobility support system for CaIWORKs participants who are moving from welfare to work. The intention was to create a transportation:network that is flexible and responsive and will offer a continuum of services, educating participants about their transportation options and responding to their changing needs and employment patterns. Staff is currently beginning to implement two of three components of the recommended mobility support plana; an towner/Operator shuttle program and a Children's Transportation and `toucher program. The third component, Trip Planners, is being researched further because of space limitations at the One Stops, We are presently in negotiation with Laidlaw 'Transit to hire and trains five shuttle operators this year and an additional two operators next year to maim a specialized shuttle operation designed to carry children of hard-to-serve clients to child care centers and the parents to employment locations or connecting public transit. The shuttle operators must come from the hard to serge category as required by the Welfare to "ForkGovernor's 15%grant guidelines. The parameters of the programa have been changed to some degree acknowledging that it would be difficult for clients in the hard-to-serve category to become entrepreneurs with the ability to ruin and operate their own. business. It has been suggested to Laidlaw that they, the shuttle operators, become subcontractors and/or franchisees of Laidlaw. Laidlaw has the support system for maintenance, scheduling of 2 trips, insurance and licensing capabilities. Participants who qualify for this program would receive a salary much like other operators employed by Laidlaw. As with the Owner/Operator Shuttle program, until the necessary operators are trained and ready for operation, it is proposed that Laidlaw provide the transportation and vouchers for the Children's TransportationNoucher Program. This project is to transport the children of the hard to serve to child care facilities and may expand to help get children to school. The Trip Planners portion of the Transportation Action Plan may be contracted to TRAINISPAC for the training and placement of three planners. Their duties will be to assist clients in planning for their transportation needs at the One Stop locations throughout the County. They will be trained to provide transit information and or, occasion, provide Bus Buddy assistance. Bus Buddies ride with clients on the bus and/or BART to familiarize the client on how to ride the system, transfer and get from their home to their destination and back again- The inability to use public transportation has been identified as a problem for many clients. Non-Custodial Parent Project Ex par The County's Opportunities and Obligations Program (CO-OP), the Non-Custodial Parent (,NCP) Employment and Training Demonstration Project is now in its eighth month of providing services through the One-Stops. Although East County is not yet up and running, 29 noncustodial parents (NCPs) are enrolled. With the recent expansion of the eligibility criteria and the development of an outreach and recruitment campaign, it is anticipated that this number will double by the end of July 1999 and continue to grow as word spreads throughout the county about a program that helps unemployed and underemployed parents who have child support orders obtain employment. Due to our close working relationships with both PICS, we have partnered with each to utilize some of their resources and service centers to deliver the CO-OP. Statewide enrollment for all seven counties participating in the NCP Demonstrations is 395 participants. Losrkngeles County leads the enrollments with 285, followed by Santa Barbara 30, Contra Costa 29, Santa Clara 28, San Benito 11, Napa 11, and San Francisco with 2. The California Department of Social Services announced in June 1999, that funding for the second year of this demonstration project has been approved and that six additional counties would be awarded grants to participate. 3 Alameda and Contra Costa County to lrxrplement Child Support Assurance QST Demonstration protect In lune 1999, Contra Cos'ta and Alameda Counties held the first joint planning meeting to discuss implementation of the CSS. Demonstration project. The project will provide lob Detention and Career Development Services to custodial parents, while at the same time, serving the noncustodial parent in the County's Opportunities and Obligations Program (CO-OP)o The Project seeks to implement quarterly reporting. In addition, participants will be allowed to increase their income up to 200% of the federal poverty level without penalty or losing their eligibility to ancillary and supportive services while being guaranteed an assured child support payment. This strategy is intended to move participants from subsidized services to self-sufficiency, building a transitional bridge from CaIWORKs to independence. Successful Collaborations with the Business Community Continue Our Employment Services Analyst continues to work with employers and CBOs throughout the county to coordinate and promote partnerships to establish special employment projects. The anticipated outcomes of these collaborations is to offer training and employment opportunities countywide. The Career Training in Disability Services (CTDS) is a partnership involving twelve non- profit groups, Mt. Diablo .adult Education, and the Social Service Department. The goal is to implement an eight geek training program involving internships that will train. the 44 novice" in basis skills needed to successfully work in the .Day Program Setting or Despite Setting. The first class will. begin in September and run. through November. Topics will include such areas as: disability awareness and sensitivity, introduction to developmental disabilities, teaching strategies, community access, program planning for consumers, health and safety, medication management, alternative and augmentative communications, behavior management, and conflict;resolution. Teaching will be provided by adult Education and staff from the partners who are specially trained, - experienced- and/or licensed. Jur clients will have to be screened to :meet the rigid prerequisites required in this field which include but are not limited to fingerprint check, TB clearance, clean tests for alcohol/dr-ug, and education. level. Employees in this field have career paths into special education, human service professions, and internal advancement in the agencies. Entry level wages begin at $7.00- $9.0depending upon the site. The Mt. Diablo School District was awarded the "After School Safe Neighborhood Granf' to implement after school programs in targeted neighborhoods. Within the Mt Diablo School District three schools from the Monument Corridor and four from the Baypoint area are included in this project. The Social Service Department has financially 4 partnered with the school district and the Mt Diablo Adult Education to develop training set to begin the end of September, for the instructional aides to be hired in these locations. Our CaIWORKs participants are the target population for these positions. The Mt. Diablo Health Institute has implemented an outreach project focusing on the Monument Corridor area. The members of the task force represent local government, law, the faith community, schools, CBOs, non-English populations, housing and community members. The project identified five key areas (after school programs, econoraiic and job development, education., health and housing) and broke into task groups. Each group was structured and defined goals to fit into the overall master plan of improving the corridor strip to both business and family. Members of the project have been meeting for almost a year and have prepared a plan. The plan not only addresses critical needs, but also has proposed a plan of action that pulls all of the task groups together. Rubicon and the Social Service Department have partnered with. Bank of America to plan training for the Proof Operator position at their Martinez site. This training will target the hard to serve client and involve support training by World Wide Educational Services. We do not yet have a start date, but we are in the final phase of development, which includes refining the details of transportation and career paths. We hope to begin this project in early fall. The Independent Career Advancement Network(ICAI'�) Graduates it's First_ lass These first ever-pilot apprentice retail sales training program began. in April 1999 with the graduating class honored at ceremonies in Tune 1999. This collaborative eight week training program, located in Broadway Plaza in Walnut geek, was co-sponsored by Broadway Plaza, Wardrobe for Opportunity, Contra Costa Social Service, Contra Costa County regional Occupational Program, the Acalanes Adult Center, and the Macerich Company managers of Broadway Plaza. This training program has various segments including classroom instruction on the retail sales career field,job shadowing, internships and a job fair where students are able to meet with prospective employers. Eight CalOs participants completed this training program and are now working in the retail field. SSI Advocacv Providing Great Service to CalWORKs Partici In February 1999, our Department expanded the SSI Advocacy services within the General Assistance Division in order to Gaffer advocacy service to Cal OKs adults who are permanently disabled or who have long terms impairments. Since the inception of this collaboration with General Assistance and CalWORKs, there have been 90 referrals to Advocacy Services. 5 Children's S In June 1999, staff from the Muir Road Children's Services and CaIWORKs Bureaus participated in a daylong, training session, learning to workwith families who are being served by both programs. The purpose of this pilot is to develop a service delivery system that is responsive to the needs of "cross-over" families that are served by.both Children's and Employment and Supportive Services Staff. The collaborative development of this system will enhance communication, knowledge and procedures between staff in these two bureaus. Additionally, we hope to eliminate any duplication of services and increase claimable time. Knowledge gained from this pilot will be shared with other district offices and incorporated into countywide policy and procedures. Job Retention and Career Advancement Issues Addressed The current strong economy has resulted in employment for many of our county's CaIWORKs job seekers. For these participants the focus of department assistance and support shifts from "how to get a job" to "how to keep a job" and "how to advance in a career". As Job Retention Services are essential in assisting our CalWORKs participants with continued employment Career Advancement services are just as critical in assisting with improving their quality of life through higher wages, promotions, increase in employment status, greater job security and self esteem. During the past year the Social Service Department has implemented Job Retention Services by: holding evening Job Retention workshops, creating a toll-free 24 hour "job keeper" hotline, presenting Job Retention concepts and skills during Appraisal, Job Club and Job Search activities and by providing ancillary and supportive service payments. During the next Fiscal Year 99/00, the Social Service Department will expand the Retention Services and enhance the Career Development services. Plans include: developing and incorporating a "basic life skills" training program; linking with local CBOs that also provide Job Retention and/or Career Development Services; developing a direct linkage to the employers who hire our CaIWORKs participants to offer job retention assistance when needed to both the employee and employer; and the creation of a Mentoring Program through our Volunteer Services. By developing a strong Job Retention and Career Advancement program over the next year, the Social Service Department will be positively contributing to the employer, the employee and the economic development of the community at large. Midcourse Review GrouD Examines Service Delivery Model In May and June 1999, representatives from the three employee organizations and management convened as a workgroup to evaluate and refine our service delivery model. 6 Every effort was made to balance classifications and functions as well as District representation in organizing this workgroup. We established five subcommittees within the larger group to review specific elements of the service delivery model based upon applicant/participant involvement, The Midcourse Review Workgroup has met weekly to map out processes that both the staff and participants must follow. We have also identified what works best, problem areas and offered solutions. A report outlining the group's recommendation will be presented to the Assistant Director of the Department in mid-July. Child Care Efforts Continue Through the specialized child care units in all four of the District offices; we are currently paying $590,000 per month in childcare for 2525 CalWORKs children from 1550 families. 606 former recipients have been transferred to community Stage Two and Three providers as mandated by the Cal WORKs legislation. In January 1999 another Child Care Training program offered in collaboration with the Contra Costa Community Services Child Development Program, ROP, West Contra Costa Adult School, Pittsburg Adult School, the Child Care Council and the Social Service Department began with 27 participants from West County and 22 participants from East County. Of these CalWORKs participants, 17 and 19 respectively, completed the Child Care Training Program and six of these graduates are now employed in the Child Care field. Because of the demonstrated success of this collaborative training program, another class is scheduled to begin in August. Private Industry Council and the Social Service Department Begin Merger In preparation of implementing the mandates of the Workforce Investment Act (IIS), the merger of the Private Industry Council (PIC) and the Social Service Department has begun. In May, Social Service staff began providing technology Help Desk assistance for the One Stops. Staff from the Private Industry Council will be jog our Administrative Bureau in the Fiscal and Systems Division as of June 3oth. Social Service will be assuming PIFs payroll duties as of the end of June. The nationwide search for a new Workforce Services Director and Workforce Investment Board (WIB) Executive Director is currently under way. Discussions regarding the merger of Planning and Operations are still being conducted and are expected to be finalized by the end of surruner. 7 Transition Begins to the Workforce Investment Board Both the County and Richmond Pis have submitted letters of intent to be declared a Workforce Investment Area under the Workforce Investment-Act (WIA). The transition from the PIC to the Workforce Investment Board has started. The first general community information-sharing meeting is being held on June 24h, Marketing procedures are being developed to recruit an interest from the private sector to sit on the Board. Both PICS and the Workforce Development Advisory Panel are meeting together to develop a five year strategic plan to submit to the State. However, because the state has not yet formed its own WIB, there is not a process for plan approval. Welfare to Work Outreach Workers to Assist in Participation Efforts To address the issue of participants avoiding sanctions if possible and have support and assistance to fully engage in the services offered, the Department has requested additional staff to become Welfare to Work Outreach Workers (WOW). They will work as part of a team to go out into the community to speak to clients who may be close to being sanctioned. The team will share it about the benefits available through the CalWORKs Welfare to Work program, help the clients identify and resolve barriers to participation and help the participants understand the consequences of failure to comply. We will also investigate the specific circumstances leading to noncompliance, track the reasons for the same, and develop programs to fill identified gaps in services. The WOW teams will consist of two Social Workers and two Case Aides. The Case Aides will be individuals currently on CalWORKs and who demonstrate the necessary skills (such as a non judgmental, compassionate approach, knowledge of the community and of Welfare to Work rules). The Case Aides will be paired with the Social Worker and assigned to each District office. Resource Fairs Come to Contra Costa faun This summer Resource Fairs presented by the Social Service Department are being held in all four District offices. Over 200 invitations have been sent out to community organizations to participate and exchange information about resources available in the County. Some of the agencies participating include Consumer Credit Counseling, Contra Costa Crisis Center, Families First Inc., Home Energy Assistance Program, and Ujima Family Recovery Services. Brochures announcing this exciting venture were published in Vietnamese, Laotian, and Spanish as well as English to reach our diverse population and distributed at District offices and other agencies in the County. 8 11. Continuing Challenges The Department continues to face a number of challenges as we work in partnership with other county departments, the community, faith-based organizations, the public and our participants. The following problems and concerns are requiring extra efforts to resolve. "Federal Work Force Partici ation Rate Continues to Pose Challen e The federal requirements for the numbers of persons engaged in a work activity continue to increase. We are continuing our efforts to insure that line staff accurately codes records to reflect the number of hours clients are engaged in doing work activities and are exploring approaches to increasing participation of two parent families. To date this level of paperwork and computer input has taken a lower priority to getting participants into the program. Data Collection.Remains Difficult Obtaining accurate information from. the Case Data System (CICS) and GAIN Information System (GIS) on program outcomes continues to pose a challenge. Additional guidance and training have been. developed. GIS "experts" have been selected in each of the District offices to help staff'navigate the GIS system. These experts will also do troubleshooting and identify training needs. Additionally an internal system as been developed to provide ad hoe reports on essential program. elements. New Staff on Board Twenty-four new Eligibility Workers will be graduating from. our Training class in mid July. It is expected that another class will begin in the middle of August. Additional Benefit Specialists continue to be hired to help fill vacancies created with the promotion of staff to Employment Specialists, Lack of Space Poses a.Problem.for District Offices The District offices continue to have little or no room to add staff`that has already been. authorized. Existing space is being maximized through the use of "office landscaping" and additional space is being sought. Conference rooms have been reconfigured to accommodate staff. The Department has been working closely with Facilities Management to address the short and long terns needs. lnt�on of Department and Cor unity Resources Continues As the service delivery model becomes fully operational, there is a growing need to connect job seekers to services such as substance abuse treatment, domestic violence 9 services, job skills training, employment retentionlself sufficiency and other activities, which support the participant's work efforts. The emerging challenge is integrating the wide array of available community resources with the existing and evolving needs of welfare to work participants. Discussions are underway with providers of several of these services to accomplish this. 111. District Operations CaIWORKS Briefing, an informative newsletter, will soon be published and distributed to staff and the community. It will highlight the changes brought about in our Department due to Welfare Reform, describe the benefits of Welfare to Fork, the supportive services novo available to oura WORKs participants, and acknowledge the accomplishments of some of our former clients. The following are updates on the Welfare to Work activities and some participant successes from.the Departments four major District offices. Hercules With the completion of the `welfare to Work enrollment of its CaIWORKs participants, the Hercules District is now placing emphasis on the important next step of providing each appropriate participant with an Assessment and a Welfare to Work plan. Employment Specialists and Senior Employment Specialists are working together to identify participants who are now ready for Assessment and the District focus is on ensuring timely completion of this important task. Hercules recently selected one of its Employment Specialists to staff'the San Pablo One Stop, which is novo operating at an interim location. Later this sumer the One-Stop will move to its permanent location at the International Market in San. Pablo. This will provide the Hercules District CalWORs participants with the sane services now available to participants in the other areas of the county. The District's cooperative venture with the Employment Development Department (EDD) continues. An Employment Specialist from EDD helps staff'our .esource Room where participants and other citizens are provided with employment counseling and on- line job search services. Hercules continues to operate a successful Job Club/Job Search, program in cooperation with the Test Contra Costa Serra Adult School. Hercules and Serra staff recently met to discuss improving Job Club/Job Search and English as a Second Language (ESL) services to our Southeast Asian. limited English. proficiency (LEP) participants. A neve Job Club, staffed by ESf,teachers, bi-cultural and bi-lingual Employment Specialists and bilingual classroom aides began in June. 10 Individual Hercules participants have provided some inspiring success stories. One participant who has been receiving public assistance since 1992 and was having substance abuse difficul'ties. After completion of a rehabilitation program, she was enrolled in the CalWORKs program and completed Job Club/Job Search. After an active search, she found a job paving $9.00 an hour. In spite of the job retention efforts of her Employment Specialist that included payment of child care and transportation expenses, she pit this job because she just didn't like it and feared she was going to fail probation. However, neither she nor her Employment Specialist gave up. They jointly developed a new plan and after a new job search, the participant found a better job paying $10.95 an hour with benefits. The participant recently wrote a note to her Employment Specialist saying, "Thanks for all your help during those rough times between jobs. I do not plan to lose this job. It's going very well and I really like it a lot." Their own efforts to take advantage of the continuing economic boom as well as the efforts of Hercules staff have enabled Hercules CalWORKs participants to continue to achieve self-sufficiency. In our last update we reported that the number of active Welfare to Work cases on February 1, 1999 was 2,376. On June 1, 1999 the district had 2,223 active cases, which represents a 6.4%decrease. Antioch Efforts significantly increased in our Antioch Job Club/Job Search activities during March, April, and May 1999. Many staff that had been deployed to other critical areas during our transition to our new service delivery model were redirected to their regular Job Club/Job Search functions. Since staff was reassigned to this function in March, the Antioch Adult School concluded their six-month contract with the Antioch District. They assisted us for six months doing Job Club/Job Search activities. During these last three months our staff has conducted eight Job Clubs followed by Job Search, one of which was conducted in Spanish. A total of 158 participants started in these Job Clubs with 109 finishing this activity. At the completion of this work activity component, 59 participants were employed with the average starting salary of$8.46 per hour, During the April Spanish Job Club/Job Search, the participants had the opportunity to hear a presentation on nutrition as part of a pilot partnership with the UC Berkeley Co-op Extension Program. In March 1999, an Employment Specialist was assigned to the EastBay Works office on Railroad Avenue in Pittsburg. The caseload at this One Stop location is designed to focus efforts on our harder to serve participants. We continue to have staff located on campus at Los Medanos Community College. We are very proud of the CalWORKs students whose cases are managed by the Antioch staff. The Spring Semester ended May 28h and several of our students graduated with AA or 11 AS degrees. Many others received Certificates of Achievement in various vocational programs. Thirty-six of the students whose cases are carried in the CaIWORKs office on the LMC campus earned grade point averages of 3.0 or better, with seven of those being 4.0. Out of the 19 students at LMC who received scholarships, three were CaIWORKs students and one of "our" students received the Kennedy-King Memorial College Scholarship. This particular scholarship is recognized as one of the most prestigious awards a community college student can receive. Additionally, we have added a Job Developer to our LMC CaIWORKs staff. She has made contact with several local employers. One of the employers is currently in negotiation to hire three of our students. This employer is so enthusiastic about our program he has even offered the use of company vehicle to one the prospective employees whose current mode of transportation is a bicycle. The Antioch District continues to struggle with space issues to accommodate the number of staff presently located in our office. We began the huge task of installing Office Landscaping Partitions for 100 staff during the month of May. This has involved many hours of planning and has addressed some of the space concerns in part of our building. The project was divided into three phases, making it necessary to temporarily relocate approximately 30 to 40 staff at a time to alternate work sites within the building. The new workstations were well received by staff and the staff whose work areas still need to be redesigned are anticipating the change. Martinez The Muir Road office began a project to help families by increasing communication and collaboration between Children's Services and Employment and Supportive Services. Goal planning for the family will be a joint effort which could meet both court ordered and Welfare to Work requirements. The project is expected to reduce the frustration families sometimes experience when receiving services from both Children's Services and CaIWORKs programs. It is also expected to reduce duplication of services and maximize Federal :ftmding, Employment Services has enhanced the Job Search program it offers to Welfare to Work participants by instituting a formal curriculum for the daily sessions. The new model includes classroom time, employer presentations and an itinerary of job searching for each week. The result has been an increase in job placements for new participants. Richmond Beginning in July, the Job Club sessions will change to have curriculum covered within the first five fall days, This will allow Job Club leaders to provide a more intensive focus on developing job seeking skills, appropriate attire, life skills, developing interviewing 12 skills and job retention.. This will also better prepare the participant for their next three weeks of Job Search.. The Marina `west building will continue to hold Job Clubs every two weeks with an average of 50 participants being invited to each. session. The Job Club leaders continue to be very successful with participants in motivating and encouraging then.. Marina Nest also continues to invite 35-70 hard to serve participants to Richmond Work First for more intense services and case management. Since Larch 70% of those who successfully completed the program have obtained employment or entered into a paid training program. The Richmond Resource Room is progressing well. Two computers are in place as we await tree more. The fax machine, photocopy machine and phone barks have been installed. Motivational pictures and posters have also been put up to create a comfortable and caring environment. 13