HomeMy WebLinkAboutMINUTES - 09211999 - C236 _
FHS ' s. "
TO.4 BOARD OF SUPERVISORSf
CONTRA
9� y
FROM: Family& Human Services Committee, 1 NYS, �`. COSTA
DATE: September 21, 1999 COUNTY.8: `
SUBJECT: 1W s eifar tos or
SPECIFIC REQUEST°($) OR RECOMMENDATION(S) & BACKGROUND AND JUSTIFICATION
REQ ME Tl f§kr
I ACCEPT the attached report on the update of CaIWO s/Welfare-to-Work
implementation and ACCEPT the proposed changes to the Cal O Ks Plea,
2. REQUEST the directors of all County departments to work with the Employment and
Human Services Department and Human Resources Department to provide employment
opportunities for C iWO Ks participants.
3. REQUEST the Director of Employment and Human Services Department to prepare a
analysis of CaIWORKs staff training needs for future review by 't e Family and Human
Services Committee,
BACKGROUNDIREASONM FOR RECOMMENQATIONIAL
On September 13, 1999, the Family and Human Services Committee considered the attached
report from John Cullen, Director of Employment and Human Services Department, on
implementation of CaIWORKs/Welfare-to-Work as well proposed changes to the County
CalWORKs Flan.
CONTINUED ON ATTACHMENT, _YES SIGNATURE:
_RECOMMENDATION€F COUNTY ADMINISTRATOR—RECOMMENDATION OF BOARD COMM MTEE
APPROVE OTHER
§G TUREW: MARK DESAULMER IA4YLtEtl.LK��5
ACTION OF ARD r APPROVED AS RECOMMENDED_U OTHER
` CTE OF SUPERVISORS
HEREBY RTiF'THAT THIS aS A
_ :r' A3 I L3'aS € . _– – _ _ i TRUE AND ERECT COPY OF AN
AYES: NOES: ACTION TAKEN AND ENTERED
ABSENT: STAIN ON MiNUTES OF THE SSD OF
SUPERVISORS ON THE DATE SHOWN.
Contact Sara Hoffman,335-1090
ATTESTED: SeD ember 21, 1999
PHIL BATCHELOR,CLERK OF
THE BOARD OF SUPERVISORS
AND C 4TY ADWN1ST TOR
GACA
John CulIw Emplayment&Hvm
Wo*TaMan,Ernp1owwt&Hwman Serfica
Pam PM10s Emplayment&€ uran Sa% B ;DEPUTY
y -
Mr, Cullers explained that the changes to the CalWORKs Plan refect the department's efforts to work
with Children's Services and Probation to ensure that expectations of afamily by each of the
disciplines are not in conflict; to include study hours as a permissible welfare-to-workactivity; and to
define how CalWORKs will partner with others with regard to the Department of Labor welfare
grants.
Mr. Cullen also reviewed the implementation status report, including:
Increases in job placements
ents
Increases in C lWORKs cases with earnings
>- Exits due to earnings
CaIWORKs diversion
PIC and Social Service Departments transformation into Employment and Human Services
Department
PIC transformation to Workforce Investment Board
Collaborations with the business community
� Child support assurance demonstration project
Non custodial parent employment and training demonstration project
Transportation projects
>- Collaborations between children and family services and workforce development
� Child care
� Welfare-to-twork outreach workers
> Midcourse review
Mr. Cullen also reviewed some of the challenges Mill confronting the department in Welfare-to-Work
implementation, including: documenting work participation rates for two parent families; input and
report opacity sof the GAIN information system; staff turnover and consequent reed for training.
Mr. Cullen thea introduced three CalWORKs clients who obtained employment through the
department's welfare-to-work services. Each spoke about their experience with the program.
1) Carla Ortega said that she first went on welfare last July and had a job by August through the
resources and connections of the Welfare-to-Work. A major barrier to her was transportation. She
lives in Rodeo and the job was in Concord. Consequently, she had to take four transit lines to get to
work, which took her approximately four hours one way. Because she was living with friends, she
was able to save her CaIWORKs cash assistance grant to purchase a car. She also said she is
starting a new job soon, which vAll Ray her$24,000 a year.
2) Elizabeth Christian stated that she currently has two jobs; one with Copelands and will be starting
soon with United Airlines. She said that when she started J3 b Club she was facing eviction from her
apartment and didn't wart to go to the Job Club, but once she got there, the enthusiasm and support
changed her mind. She said what was very helpful to her was coaching on how to interview so she
could sell herself. She said it was very difficult on welfare to have self esteem and that the people at
the Job Club made her realize that she could succeed.
3) Russell Sanders, father of five, said that he had been on welfare for 13 years and so he had no
self esteem left and had previously been refused jobs because he didn't have a work history. glob
Club gave hire experience through internships and he is now working at Co lands. He said that
when he started the program he didn't think that he had much to give, but through program he
realized that he did. He was rrntored and taught how to dress and he felt very good that he is now
respected for his work abilities.
Supervisor Bark De aulnier expressed his appreciation to these individuals who came in to tell them
their story, He said that the Family and Human Services Committee and the Board of Supervisors
usually just get the statistics, but it is important to hear directly from individuals and to see their
faces. Supervisor Gayle Uilkerna stated that she was very impressed by the achievements and
progress reported by the three participants and thanked each of thein for sharing their experience.
Supervisor DeSaulnier also asked what was being done about their health care. .All three
responded that they are currently onMedi-Cal, although Carla said that her new job weld give her
health care insurance. h4s. Ortega also mentioned that her food stamps were cut off once she got a
job. Supervisor Gayle Uilkema requested that Mr. Cullen to return to the committee with an analysis
of the relationship between food stamp eligibility, Medi-Cal eligibility and CaIWORKS eligibility at the
next meeting. She said that several church groups in her area were concerned about basic
2
necessities and cited reports of some women living in garages. Supervisor Uilkema also asked what
the retention rate was for jobs. Mr. Cullen said that was one of the difficulties that the computer
system des not track that information and, consequently, they are doing a specific study o
retention at three, six and nine months. Supervisor Uilkema also stated that jb placement in small
businesses is key and that she had personally talked to Chambers of Commerce about taking one
CalWORKs participant each. She also asked what Contra Costas County itself is doing for employing
CalWORKs clients. Mr. Cullen responded that the Board had approved a program and that he knew
that the Richmond Health Clinic as well as his department had hired CalWORKs clients? but Will
provide an update at the next meeting. Both supervisors requested that the'board recommendations
reflect the need for departments to participate in the program to hire aIW K ' participants.
Supervisor DeSaulnier also suggested that lir. Cullen discuss hiring with the department heads at
the department heads meeting. Supervisor Uilkema also requested further information on the age
distribution of the adults on CalWORKs.
Joyce Baird, field representative for SElU Local 535, stated that she was concerned about staff
turnover and the reed for training for new staff. She said that one training class is not enough. Mr.
Cullen said that there were two issues- first, capacity and secondly, staffing for training. Currently,
the department is In the process of acquiring additional space in the training center at Eea Circle
and vAll be looking at ongoing eligibility worker induction programs, instead of once every three
months. Supervisor Mark De a lnier asked Mr. Cullen to put together a training proposal to ensure
that we stay "ahead of the curve" in helping CaIWORKS clients move from welfare-to-work by
providing more slots for training, more training staff, possibly lead staff in the training units and
more training space.
3
EMPLOYMENT & HUMAN SERVICES DEPARTMENT Contra Costa County
Date: September 8, 1999
To: Family & Human Services Committee
Supervisor Mark lie Saulnier and Supervisor Gayle Uilkema
From: John Cullen, Director c< Phil Batchelor
Subject; CalWORI{s/Welfare to Work Implementation Update
Recommended Action.
ACCEPT the proposed changes to the County CaIWORKs flan.
ACCEPT the attached report on the update of CalWORKs/`welfare to Work
Implementation.
This report is presented to the family and Human Services Committee and the Bayard of
Supervisors as an update of the Cal ORKs/Welfare to Work activities in Contra Costa
County. The Employment and human Services Department continues to move towards
the full implementation of Welfare Reform.
I would like to acknowledge the dedicated efforts of the staff in the Department and the
on-going success of the partnerships that have been developed in the community as we
move forward in our service delivery model.
JBC/PP
J ° � S��'_S� �•��
CONTRA
ONRjCOSTA COUNTY
Social Service Department
�Me app
• i v
John Culler, Director
August 13, 1999
Dalen H. gooks,Jr.
Regional Advisor, 'welfare toWork Division
California Department of Social Services
744 "p" Street, MS 14-44
Sacramento, CA-95814
Dear lam-. Brooks;
By this letter, Contra Costa C=ounty submits a revision to the County CalWORKs Plan, dated
December 17, 1997° Contra Costa County views the integration of services to the entire family
as the means to lift families out of poverty and into self-sufficiency.
To this end, the flan has been revised to reflect ongoing activities with Children's Services and
Probation to achieve individual puns for the family that are not in conflict. No parent should ever
faces; the choice of attending a court-ordered activity or a county-dictated welfare to work.activity.
These activities must be coordinated, and the plans developed by other agencies must reflect the
need for the parent to become part of the workforce.
Other activities have also evolved as a result of coordinating with other agencies. The
Department has revised those activities which may be included in a Welfare to Work Plan to
include study hours,to the extent permitted by law.
In addition,we have included a new section to the County Plan defining hove the Department will
partner with other agencies with regard to the Department of Labor Welfare to Work Grants.
The new Section XIX and the revised.`work Activity chart are included as attachments to this
letter. I expect this to go before the Board of Supervisors for approval in late September. Tease
contact Elaine Grothmann of my staff if you have any questions or,comments before this is
submitted (area cede 325, 313-1642).
Sincerely,
9
Director be Bob Hofmann
John Lee
attac3BC/[scents Parrs PhillipsT3Clc�
1Careen Morgan
Elaine Grothmann
AE?MIMSTRATIVE OFFICE: 40 Douglas Drive - Martinez • CA , 94553-4068 - Voice (510) 313-1500 - FAX (510) 313-1575
Revise Secd on IV
(d)WELFARE-TO-WORK ACTIV S'
Unsubsidized employment C0 Work study
Subsidized private sector employment Q Self-employment
Subsidized public sector employment El Community service
Work experience El Job search and job readiness
assistance
On-the-job training El Job skills training directly related to
employment
0 Grant-based on-the-job training 0 Supported work
El Vocational education and training 0 Transitional employment
El Education directly related to employment
El Adult basic education(includes basic education, GELS, and ESL)
0 Other:
• Mental Health,
• Substance,abuse,
• Domestic Violence services,
Cal-Learn,
• Refugee Employment Services
Study Hours in all education promo jams (two hours of stud-7 �irne per one hour of
lecture, a .vermitted under State and,.Federal law.
pa€-n l r pro- rns intendedto strengthen tl e entire.family,as well as prep .theparent
for %york, including but not limited to anger management, parenting classes alad
counseling
Some of the activities checked above are offered by Social Service staff, some by other county
departments, agencies or community-based programs. The county Social Service Department does
not currently ober ant-based our-the job training,
Wpperted..wQrk., or transitional employment. These activities may be offeredin the future as these
options are more fully explored, potential costs and benefits are analyzed and experience with the new
CalWC3R s Welfare-to-Work Services program evolves.
State DSS outline suggests:"Each county is expected to offer a range of services adequate to ensure that each participant has
access to needed activities and services to assist him or her in seeking unsubsidized employment.(Reference-WIC Section
11322.7(a)] Pursuant to WIC Section 11322.7(b)"No plan shall require job search and work experience of participants to the
exclusion of a range of activities to be offered to recipients." Activities allowed by state law include,but are not limited to,those
listed below. Please indicate which of the following activities will be provided and identify any allowable activities that will not be
provided. [Reference:WIC Section 1053 1(4)and WIC Section 11322.6]"
Add new Semon XIX
(r) Coordination of Department of Labor Welfare to Work Grant
The Social Service Department works with all agencies who apply for Welfare to Fork Grants
offered through the Department of Tabor or passed through the California Governor's Office as
discretionary grants. The Department assists applicants in the technical accuracy of their applications,
as requested by the applicant agency, and in developing reasonable plans for accessing Welfare to
Work participants to accomplish their objectives.
The Department also supports agencies who have been approved grants through the Department of
Labor or California Governor`s Office. This support includes but is not limited to development of
plans and procedures and referral of participants for services.
Eli ig.bility Determinations
The Social Service Department, using the"Hard to Serve" criteria established by the Department of
Labor, reviews eligibility for Welfare to Mork participants and refers them for services that are
appropriate. This eligibility function is performed by Employment Specialists with access to case
records.
Working with Competitive Grantees
As part of its role in working with Department of Labor grantees, the Social Service Department is
participating as a partner in East Bay Works (EBW), a consortium of employment agencies and
education and training agencies in Alameda and Contra Costa Counties. Employment Specialists are
assigned to EBW One-Stop sates throughout the county. In addition, a Division Manager from the
Department participates on the One-Stop Management Teams.
Staff from the Social Service Department work with agency grantees to effect the smooth
implementation of their plans. One example of this is the work done with Rubicon, Inc. The
Department has assisted in the hiring of a Project Coordinator, participated in writing procedures to
implement the plans,and referred appropriate individuals to be served. The Department also actively
monitors the progress of the grantees.
The Department is working with the'Transportation Alliance to create a new vision for transporting
participants to work activities. The enhanced transportation services will allow participants to attend
activities in various parts of the county.
Coordination with JTPA Staff
Social Service Department staff meets regularly with staff from the Richmond Private Industry
Council(PIC)to coordinate policy and operations in the Richmond community. In addition, in 1999,
the Contra Costa County Board. of Supervisors created a single new Employment&Human Services
Department, which is comprised of County PIC staff and CaIWORKs staff. This merger will enable
the Department to move forward into Workforce Investment.
As part of the merger plan, Social Service staff will learn ITpA standards of service. This will
facilitate the delivery of ITPA services to CalWORKs participants.
Family and Human Service Committee
CalWO sf elfare To Work Implementation Update
September 1999
I. Ca1 O elfare To Work Implementation
One of the stated purposes of the Personal Responsibility and Work Opportunity
Reconciliation Act of 1996, popularly know as welfare reform, was to"end the dependence
of needy parents on government benefits by promoting job preparedness, work and
marriage." To this end, this federal legislation, along with many other,changes in state
policies before and alter passage, has increased incentives and requirements for families
receiving benefits to move into work and eventually off welfare.
Welfare reform is being hailed as a success in multiple quadrants--the press, elected
officials, observers, and the general public. The combination of a healthy economy, the
threat of time limits and sanctions, and expanded program services has produced declines
in caseloads and hope that those leaving public assistance have a good chance of becoming
self-sufficient.
While we continue the implementation of CalWOR.Ks emphasizing "work first," we are
focusing on getting participants through the Job Club/Job Search series and into
comprehensive Assessment and Job Retention and Career Advancement. Of the many
challenges that must be addressed at all levels of government is evaluating how our efforts
have affected the lives of families who have made the transition off welfare and if they will
be able to remain free of dependence on public assistance.
The following are some of the Employment and Human Services Department (EHSD)
staff's accomplishments and challenges.
Job Placements Continue to Climb
The number of job placements continues to increase as we move further into the
implementation of CalWORKs/Welfare to Work and the emphasis on ';self-sufficiency.
From July 1998 until July 1939 (13 months), 4,199 job placements have been recorded for
an average of 323 placements per month. There were 507 placements during the month of
July 1999.
At placement, CalWORKs participants average 28 hours per week at I$7.70 per hour
equaling $934 per month. This is below the U.S. poverty threshold of$1053 per month for
the average CalWCRKs family consisting of a single parent and two children. A Job
Retention program is being developed to help people increase earnings and benefits to a
level of self-sufficiency.
CalWORKs Cases with Earnings Increase
As of July 31, 1999,2,898 CaIWORKs families,or 27.3%of all CalWORKs families, have
earnings. The current rate for two-parent families is 55.31®. During the month of July
1999,earnings totaled$2,210,386 resulting in grant savings of$557,094.
Exits Due to Earnings
There were 2,317 cash aid terminations recorded that are directly linked to employment for
the period of July 1998 through July 1999. Since :March 10, 1999, when the CalWORKs
program was implemented, 4,668 participants have found jobs.
Staff Sensitive to Diversion Deeds
The Workforce Services staff continues to recognize and offer diversions to people in need
of temporary assistance to avoid coming on aid. A total of 61 diversions have been
approved since January 1998 through July 1999, for a total of $76,542. Payments included
paying $1,999 for fees to take the bar exam and provide transportation to get to the exam
and guaranteed employment for a law school graduate. Another client was able to return to
work when $1,380 was authorized to purchase the needed tools and pay for one month's
housing.
RAND, a private, nonprofit and nonpartisan corporation that helps improve policy and
decision making through independent research and analysis, recently identified our county
as having one of the higher diversion rates in the state. They were particularly impressed
with the collaborative and cooperative efforts of the CalWORKs/Welfare to Work staff in
developing the Diversion program..
Private Industry Council and Social Service Department Transformation into the
Employment and Human Services Department
We have officially "launched" our new Department. In Larder to 'create the neva
Employment and Human Services Department (EHSD), staff from the 'Private Industry
Council (PIC) and the EHSD have been meeting for two months to consider the staffing
levels and job functions of each department and to determine which staff should be
assigned to the Workforce Investment Board and which staff should be assigned to the
Workforce Services Bureau. Recommendations for the merger have been submitted and
decisions are being made in coordination with other realign-nent efforts within the EHSD.
Some PIC administrative staff have already relocated and been assigned to new
supervision. Orientations have been held between PIC and the department to assist
everyone to understand the combined work of the new department.
Transformation Continues to Workforce Investment Board
Both the County and Richmond PIC's have submitted applications to the state to be
declared a Workforce Investment Board (WIB) under the Workforce Investment Act
(WIA).
2
A new WIB Executive Director has been hired who will lead the endeavors to transition
from the Job Training Partnership Act (DTPA) to 'WIA. Marketing efforts continue to
recruit WIB members. It is anticipated that the local Workforce Investment Board will be
seated by January 2000, and a local Plan will be submitted to the State Board by April
2000. The DTPA programs will continue to operate until .lune 30, 2000, at which time the
programs under the WIA will begin.on July 1, 2000. As part of the public education efforts
surrounding WIA,several community forums have been held dung the summer to discuss
the federal legislation, the state implications, and the local efforts to implement this new
legislation.
Collaborations with the Business Community Continues to be Successful
The business community and Community-Based Organizations (CBC's) throughout the
county continue to work closely with the Department's Employment Services Analyst to
establish and coordinate special employment projects. The anticipated outcomes of these
collaborations are to offer training and employment opportunities countywide.
In July 1999, the county PIC partners hosted training for employers in Emeryville.
Presented by Milt Wright and Associates, the day's event provided the employer with
valuable information on job retention. In an effort to support PIC, our job development
team arranged for a total of 13 employers to attend. The training was a huge success, and
those employers we regularly work with gave positive feedback.
The Department is working closely with the Contra Costa Water District for the second
year on a project that is a one-year, half-paid/half-training internship as al Lab Technician.
The selected participant cares $11 per hour and receives mentoring on the job from the Lab
staff.
Two CalWORKs participants were selected after an intensive "in-house" screening
process. After passing the Department's screening,they were referred to the Water District
for the interview process.
The two participants did exceptionally well. The water district complimented Employment
and Human Services staff on our selection this year. One individual was felt to be over-
qualified. However, he was qualified for an internal position they had available. He was
offered the job as a full-time temporary, earning $18.34 per hour. Duringhis six seeks of
employment, he will be eligible to apply (as the average public individual) and go through
the testing process for ranking on their eligibility list. As long as he scores high enough,
he will be interviewed for the same permanent status position.
The Department is now in negotiations and working closely with Oxman College. They
received a grant from the Employment Training Panel to work with WTW participants on
the job. They bring to employers the ability to train employees on the job in skills, which
will assist the employee to promote and became a more valuable asset l to the business.
Oxman is working primarily with our county. Discussions are now being held to determine
how to structure, market, and incorporate our employers and workforce development
3
partners. The ultimate end goal will be a package we can offer employers providing thea
with goad employees and Free training for the W"TW participant and other employees.
The first training is set to begin in September 1999 for the Career Training in Disability
Services. This will offer our participants an eight-week training in a career path that has
long term employment opportunities with benefits and advancement. The Regional Center
of the East Bay has been actively promoting this training collaboration. There is a
tremendous demand by the community at large for this class. Operators of bawd and care
facilities and respite providers, as well as many professionals currently'in the field, are
anxious to enroll in the class.
Our Department has partnered with the Mt. Diablo Unified Schaal District to support the
After School and Safe Neighborhoods Project. Seven school sites were selected to receive
grant dollars to begin an after school program for children during the hours of 3:00 pm to
6:00 pin. We are bringing additional dollars to the project to assist in the implementation.
This project will provide structured programming for CaIWORKs children. (and non-
CalWORKs children) as well as Aide positions for CalW€)RKs adults. The three-week
training for all potential Aides begins in September. This training will include instructional
components such as positive intervention, working with the non-English speaking child,
first aid, positive rale modeling, computer technology training, homework assistance and
tutoring skills, drug, alcohol and violence prevention education, as well as team building,
and arts and crafts.
There are now four full-time Job Developers permanently assigned to each district office
who are becoming part of a viable team, which is able to respond quickly to employer
needs.
A west county CaIWORKs participant was hired in July as a temporary clerical assistant
working in the Quality Control Unit at the EHSD's administrative office. Her work during
this time exemplifies the fact that the CalWORKs program really works! The Quality
Control Unit was short staffed at the time of the participant's firing and the coordinated job
development enabled the unit to continue its :Functions uninterrupted. The client entered
into a difficult system and quickly mastered the work process and computer. With the help
of the unit supervisor, she was mentored in basic office protocol, etiquette, and given
support with ancillary needs. Withinn her month coverage, she quickly gathered speed and
professionalism,maintaining the high standards of the unit. This process helped us identify
areas we need to enhance to improve and best help our participants; specifically,
interviewing skills and how to identify life skills issues in order to assist'our participants
with the WTW transition.
The Independent Career Advancement Network (ICAN) retail-training ;urogram proved
that it is an outstanding producer of retail professionals. All eight graduates of the first
program are working at an average wage of$9.00 per hour in the retail field. One of the
participants has proved to be a top producer at Edward's Luggage at the Broadway Plaza in
Walnut Creek,
4
The Employment Development Department's (EDD) CaIJOBs web site has been useful as
an employment resource. United Airlines was hiring for reservation representatives and
through CalJOBs, several participants were referred to the San Francisco office. This far,
Five clients have been hired at a starting salary of$8.00 per hour and will begin work on
September 13'hby attending an eight-week training program in San Francisco. The
potential exists for an additional six participants
During a presentation to the San.Ramon Valley Kiwanis Club, our job developers proposed
that the group coach a CalWORKs participant to self-sufficiency. As a result of this
presentation, the Kiwanis Club formed a subcommittee to address the issue and to discuss
such details as taking one of our participants step by step through an entire process of life
skills coaching, entry level employment, and advancement to a higher level position at the
appropriate time. Work has already started on this project by identifying possible job
opportunities for the participant we identify.
Pizzagoni's Tow and Truck.in Antioch hired two east county participants. They are being
trained full-time as cashiers and general office clerks at $6.50 per hour. One participant
who started work in June has passed probation and is now eligible for her first raise. She is
about to be trained for the dispatcher's job. Both of these participants have indicated that
their lives have changed in a positive way because of starting work..
Alameda and Contra Costa County Continue to Work Together on the Child Support
Assurance(CSA Demonstration Project
The Social Service and District Attorney (DA) Family support staff from both Alameda
and Contra.Costa counties met with the California Department of Social Services (CDSS)
about the Child Support Assurance Demonstration for the first time in June 1999. The joint
proposal submitted by our counties requires several waivers for program design that would
allow such features as quarterly reporting and extended levels above those in the
CaICRKs program. Discussion with. CD SS around the waiver request continues, while
each county develops participant services and other program design elements.
Noncustodial Parent Em
ployment and Training Demonstration Project Making Progress
The County's Opportunities and Obligations Program will begin offering employment and
training to noncustodial parents at the east county One Stop starting in September 1999,
which will boost the project participation rate. West county has been',operating since
November 1938, and central county services began in April 1999. E SD and the DA
Family Support Bureau staff will confer on ways to expand the project through the courts
via referrals or mandates for noncustodial parents who are not working or employed part-
time at the time the child support orders are established.
Enrollment still remains low in the Noncustodial Parent Employment and Training
Demonstration. Project for all seven participating counties (Los Angeles, Santa Barbara,
Contra Costa, Santa Clara, San Benito, Napa, and San Francisco), but the California
5
_ __
. . _. ._. _._....... _.... _.
Department of Social Services (CRSS) continues with their plans to fund six other
demonstration projects.
Transportation Pro
ects Continue to Roll Along
As part of the WTW` governor's 15% Grant, we are negotiating a contract with Laidlaw
Transit Services, Inc., to provide training of hard-to-serve clients to perform as transit
operators. These operators may provide transportation for childcare, client transportation
to job training sites, employment and other transportation services as deemed necessary.
St. Vincent DePaul will collaborate with Laidlaw to offer soft skill training for the clients.
As part of this contract,three clients will be trained as Trip Planners who will assist clients
in defining their transportation needs, planning their trips, and providing other required
transportation information enabling the client to use public transit.
Another component of the WTW governor's 15% grant will be the provision of vouchers
for use by children of the bard to serve enabling thein to be transported to child care
centers, after school programs and other transportation services as appropriate.
We currently have an interdepartmental agreement with Community Development
Department to perform Geographic Information System (GIS) services. They have
produced the first maps, and the program is successfully underway.
The department has entered into ars agreement with TRANSPAC to purchase five
computers for clients to gain transit information available on the Internet. The Contra
Costa PIC has a Department of Labor grant to provide the following programs for
CalWOR.,s participants' use: Transit Incentives, Carpool Incentives, School Pool,
V'anpool Incentive, Guaranteed Ride Home and a Bicycle Incentive.
The Transit Incentives will allow new transit riders to be eligible to receive 20 free rides on
the county's five bus systems or one high value ticket on BART. Workers with a Contra
Costa County destination can receive half of their monthly costs for three months as an
incentive to try vanpooling as part of the V'anpool Incentive Program. The Contra Costa
Carpool Incentive Program is a countywide program that currently provides a gas coupon
worth.$20 per person per month for two months for those individuals forming new carpools
or adding members to an existing carpool. Because many of the people leaving welfare do
not have a car to share in carpooling this proposal increases the incentive to $100 a month
for three months to encourage others to add participants to existing carpools.
The guaranteed Ride Horne Program is available to any person participating in the above
mentioned programs. This would allow for an individual to receive up to six free taxi rides
horme in a year, but no more than two in a month, in case of an emergency, defined as an
illness, a family crisis or unscheduled overtime.
The Contra Costa School Pool offers assistance in foaming carpools to parents in 41 public
and private elementary, middle and high schools throughout the county. This enhanced
program will add a monetary incentive to further aid participants in finding carpools to take
their children to school, childcare or after-school activities,
For some people, bicycling will be an attractive option for commuting to work or transit
stations. The Contra Costa. Bicycling Incentive Program will offer free adult and youth
bicycles, child safety seats, helmets and safety gear, bike maintenance and locks for up to
15 participants.
The department has entered into a contract to perforin a transportation needs assessment for
the Health Services, Community Development and Community Services Departments.
This market research will enable us to evaluate existing and proposed transportation
services for the many programs requiring transportation for their clients.
Mork has begun on transitioning the Transportation alliance Committee to that of the
Workforce Development Transportation advisory Committee. The suggested composition
will be forwarded to the Board of Supervisors for their concurrence and approval.
The department continues to explore with the local transit operators expanded options to
assist our clients in their transportation needs. As a part of these meetings, we are also
exploring the expansion of transit ticket and monthly pass provision for our clients' use in
attending job training, finding employment and traveling to their respective places of
employment once they have found a job.
Crossover Project tiff to a Good Start
The EHSD, in consultation with the Bay Area Social Service Consortium and its Bay Area.
Academy at the School of Social Work at the University of California at Berkeley, has
developed a collaboration between the Children and Family Services and the 'Workforce
Development Bureaus. Since .lune 1999, the pilot project at the Muir toad cake has
established a service delivery system that is more responsive to the needs of our "cross-
over's families who are served by both bureaus.
The purpose of this project is to develop strategies to produce the anticipated positive
outcomes of the following collaborative objectives: 1) to enhance our delivery of services
to families; 2) to eliminate duplication of payments and services; 3) to increase claimable
time, which will increase reimbursements from the state; and 4) to enhance the
communication, knowledge and procedures among the staff or both bureaus.
Three of the six "The X-Over Partnership" newsletters published during this past quarter
encouraged Children's Services staff to claim CalWOR s/Welfare to Work time or. their
August 1399 Quarterly Time Study. This will help to capture Cal OIKsdollars that can
be used for other purposes and programs in Children's Services. The resultant statistics for
this emphasis are not yet available, but initial indications are that the claimable time for
August has doubled over last quarter.
7
A column in one of the newsletters entitled "It Works, It Really Does Work," which
regularly reports on results of this crossover project,related the following vignette:
A single mother of three had her eldest son removed by the court and placed
in residential treatment at a cost of$3,000 per month. Because she was not
considered a danger to her younger children they remained in her home
making her a mandatory WTW participant.
She was gyring to be sanctioned because she told her Employment Specialist
that she could not work due to her commitment with Children's Services to
get her son returned The Employment Specialist called the child's Social
Worker and together they developed a plan for her to full bath
commitments. She has since become employed, her son was returnec4 and
she now provides for her family.
This is one example of the collaboration of two workers, which resulted in better services
to the client family, and the saving of approximately$4,000 per month.
Child Care Efforts Continue
In each of the four district offices,specialized childcare units made 3,013 payments totaling
$814,909 in July 1999. This represents 1,973 children in 1,298 families. The turnaround
time for payments going out to providers is approximately 10 days (as long as the
paperwork is submitted timely).
The department's Child Care Analyst is now a member of the Child Care focal Planning
Council. Capacity—building efforts are underway for infant/toddlers and; extended hours
care. The department is also researching care for ill children.
The Child Care Training program that is a joint effort with the Contra Costa Community
Services Child Development Program., Regional Occupation Programs (ROP), West Centra
Costa Adult School, Pittsburg Adult School, the Child Care Council and the EHSD, has
graduated 159 participants since it started in west county in February 1997. To date there
have been five classes in west county and four in east county. Of the number of persons
who successfully completed the program, 48 are off of aid, 47 are working and have grant
reductions and 25 are working with no grant reductions. The latest class',started again in
August 1933.
Welfare To Work Outreach Workers to be in the Community
Our Department has been working to identify several avenues for ,fob opportunities for
CalWORKs participants. The Welfare To Work Outreach Workers (WOW) Case Aide
position provides an entry into"working" the service delivery systems, better preparing the
participant for possible transition to become a permanent, full time employee. This
classification is designed to use the special knowledge and experience of CaIWORKs
participants.
8
Starting in mid-October 1999, an innovative team approach to community outreach will be
part of the department's efforts to address the issues of noncompliance and sanctions
among the WTW population. The WOW team will consist of a Social Worker and a Case
Aide working together to go out into the community to speak to clients who may be close
to being sanctioned. Two WOW teams will be assigned to each district office. The teams
will share information about the benefits available through the OalWOR" s/Welfare to
Fork program, help the clients identify and resolve barriers to participation, and Delp 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 service.
Midcourse Review CopTISe es Task
A Midcourse Review Workgroup was formed to take a critical look at the service delivery
model currently in dace as we entered the second year of OalWORKs/Welfare to Work
implementation. Members of this work group were appointed by the employee
organizations representing staff from SEIU Focal 535 and AFSCME Locals 512 and 2700.
Every effort was made to seep representation from each district and classification. Division
Managers from each of the District offices and administration representing operations and
policy were also included in the membership.
The Workgroup met weekly from raid April through June. Utilizing a professional
facilitator,the group focused on how to build:upon and improve the current model as often,
best practices exist within our department but are not shared widely ;among districts.
'fhernes that surfaced in the subgroups included streamlining procedures,standardization of
processes, and better staff coordination to increase effectiveness, locating and creating
more working space, obtaining more staff and further development of programs that would
enable staff to better support participants' efforts to obtain and retain employment.
In late July 1999, a report was submitted to the Assistant Director identifying areas of
concern and recommendations of the small subgroups with alternative suggestions from,
individuals within the larger work group. Consensus of the large group;was not always
possible. There were 22 recommendations from the specific subgroups working on an
issue and 12 alternative recommendations covering all aspects of the 'service delivery
model. The report is now being reviewed by the Bureau Management Team to determine
what operational changes should be implemented immediately and what must further
discussed with staff'and employee organizations. The Department is also developing some
classification and changes and discussing there with the affected employee organizations.
11. The Challenges Continue
The Department continues to be confronted with challenges as we pursue our efforts to
implement the OalWOR s/ elfare to Work program.
9
__
Federal Mork Force Participation Rate Still Problematic
The state requirement for the number of hogs that families are mandated to participate in
work related activities increased: to 32 hours for all families and 35 hogs for two- parent
families effective July 1, 1999. This, coupled with the federal requirement that 40% of all
families and 901lo of all two-parent families be engaged in these activities, continues to
challenge the WTW` staff. During July and August, the Director and administrative staff
went to each district office to stress the importance of meeting these requirements and
discuss the possible implications if they are not met. While the Director shared with staff
that he felt our "numbers" were better than what we were able to report, coding into the
GIS system remains a critical concern. "If we can't demonstrate it,we didn't do it"was the
message of the day. Staff'was able to meet in small groups and brainstorm with their co-
workers to suggest solutions on how to achieve these goals. The suggestions were recorded
and have been given to the Director and Division Managers for implementation or further
review.
Data Collection Remains A Challenge
Input into the GAIN Information System (GIS) is still a major stumbling block for staff.
Additional training and guidance are being developed as requested by the district offices.
The GIS experts provide support at the district offices, meet to discuss training needs, bold
informal workshops, and participate on the GIs Task.Force to further assist with identified
problems.
An internal systems to produce reports that are unit and/or worker specific has been
developed. This will Help supervisors and managers identify problem areas or possible
performance issues that will need to be addressed.
'Ale are taking several steps to gather the kind of information you asked for at our last
meeting. This includes staff from our department working in collaboration with other Bay
Area'Welfare Reform Coordinators to gather data and discuss system components that will
allow comparison of respective CalWORKs program statistics. The next meeting is
scheduled for October 5, 1999,and it is hoped that data will be shared at that time.
The computer system allows EHSD staff to track clients who become employed and go off
assistance for the first 30 to 60 days. There is currently no ability to capture information on
clients who lose their job and then re-enter the system. However, E.HSD staff is discussing
processes and services for these clients to re-enter the workforce as quickly as possible and
maintain the momentum of working.
The issue of tracking"leavers"(of the system)is a nationwide problem. Our department
has committed to participate in a"leavers"study being conducted by the Sphere Institute
and the Bay Area Partnership of the Northern California Council for the Community(BAP)
to enhance our understanding of the variety of circumstances faced by low-income families
in our communities.
10
The study will include families currently enrolled in our programs,those who are former
participants and those persons who may be in need of our services at some time in the
future. This information is a vital component of evaluating'Welfare Reform and will help
in developing and tailoring programs and services to better assist families in meeting heirs
needs and overcoming barriers to employment.
Our participation in this project includes planning the study,designing the questionnaire,
identifying target communities,and integrating the multiple data collection:process.
Also,we recently participated in a"second"round of fieldwork for an evaluation by
RAND of the statewide CaIWOR s process. The co-principal evaluator met with
administrators,managers, and line staff,as well as members of program committees. The
results of this study will be published later this year.
Our department has just indicated to two different research firms of our interest in
participating in studies of post employment services and barriers to employment. This is
sponsored by the California policy Research Center.
Staffing Chan es
The department is continuing to work on fast track hiring into impacted programs and
replacing staff as they move from one position to another. Twenty-four new Eligibility
Workers reported to the district Medi-Cal Units in amid-July. Another training class of 22 is
scheduled to begin in mid-September and 22 more Social Service Program Assistants will
be placed in positions within the month.
The process of getting participants referred into Jab Club/Job Search and the Assessment
backlog are currently being addressed. Workload process and impact are currently being
discussed with the employee organizations.
More Training:Needs Identified
Staff Development has continued to respond to the request for additional training.
Beginning in August case management training has been mandated for all WTW staff.
This will help staff'implement program requirements and move participants closer to their
goals of self-sufficiency.
111. District Operations
Hercules
Hercules staff is experiencing ongoing success in helping participants find employment and
meet the participation requirements of WT`S. We continue our fruitful partnerships with
EDD, the Wiest Contra Costa Serra Adult School, our local One-Stop and other CBO's.
Our Job Club curriculum has been improved and we have added another public access
personal computer to our Resource Room. The district has consistently helped about 100
i�
__
_. _...
participants find employment each month. Here are just two examples of success which
have resulted from the efforts of motivated participants and the work of dedicated staff,
who encourage and assist participants and bring there together with training programs and
employers.
A west county participant completed the ROP childcare training program in.January 1998.
Upon completion, she secured a position as an assistant teacher for a Hercules preschool.
She was paid $6.50 per hour and worked 25 hours per week. The participant attended
Contra Costa College while she worked and earned 12 units in Early Childhood Education.
A Senior Employment Specialist completed an assessment in July 1999. The participant's
self-sufficiency plait rewired her to continue working and to continue job searching for a
better paying job with more hours. She was given time to do an intensive job search before
being placed in a community service assignment to meet the 32-Dour 'W'O`W participation
requirement. Within days of the assessment,the participant was hired full-time as a teacher
in a Moraga preschool. She earns $10.25 per hour and her Employment Specialist provides
her with finds for childcare and transportation.
Another participant is a bank teller with Bank of America earning $8.50 per hour. ,She was
hired into Bank of America's Welfare to Self-Sufficiency Mentor program. This is a
program designed to employ CalWORKs participants and provide them with six months of
on- the job mentoring with an experienced and skilled Bank of America employee. After
learning more about the program and a careful evaluation of the participant's skills and
abilities, the Employment Specialist linked the participant with the program. Initial funds
for appropriate work clothing and ongoing finds for childeare and transportation are paid
by the Hercules staff.
Antioch
Antioch CalWORKs/Welfare to Work supervisors, or their representatives, continue to
attend the office's WTW Problem Solving Team meetings two or three dries per month.
These meetings began in August 1998 and have continued throughout our transition to
date. The purpose of the meeting is to address problems or issues in our processes and to
refine the flow of work to provide improved services to our participants. This meeting will
transition into a new work group on September 10 when some of the Antioch WTW staff
will assume responsibility for reviewing and makindecisions on ideas generated :from an
office meeting with the EHSD Director on July 296. These meetings will be held weekly
until each idea or suggestion has been addressed. This work group will be slightly larger
than the original Problem Solving 'Team in that each WT'W unit will have their supervisor
and one worker participate.
An area of high concern during this period of time has been staffing in our;Pre-Assessment
units. Due to continued shifting in staff there have been many vacancies in these two units.
The vacancies have occurred due to promotion, leaves of absence, and transfers to other
assignments. Steps are currently being taken to fill these vacancies. Discussions are in
progress to schedule'Supportive Service interviews on a Saturday so as not to interrupt the
processing of applications in a timely manner.
12
The first phase of the building's installation of the office landscaping partitioning has been
completed. Staff has identified needed adjustments and has requested.necessary additional
items for their workstations. Discussions have started for the installation of the office
landscaping partitions for the second phase in the building. To further address the space
issues in the Antioch office, the department leased the former EDD officebuilding located
on 18"' Street in Antioch effective August 1, 1999. Staff is currently being identified who
will be relocated to this site. Also at the end of July,a modular unit was located in our rear
parking lot. This unit is expected to be used for meetings and conferences holding up to 30
staff members at one time.
Martinez
The Concord One Stop has helped two participants purchase serviceable vehicles for
transportation to work. The money for these purchases carne from a grant earmarked for
the"bard to serve"population.
In August, the Bay Point Family Service Centex(SIT) celebrated its fifth year anniversary.
The site, which houses a multi-disciplinary team of professionals, is located in the
community that it serves.
The Job Search leader at 30 Muir Road Inas developed a curriculum for participants in this
component. The structure includes a short orientation for participants who are still in .lob
Club prior to moving on to Job Search. Planning is also in the works for a one week Life
Skills component for all Job Club/Job Search participants.
Richmond
The Marina Most Job Club leaders now hold one week job clubs and are currently holding
three week Job Search sessions. The Job Club leaders continue to hold job clubs every two
weeks with an average of 53 participants invited and 2.0 actually attending. A Senior
Employment Specialist is now assigned to each. Job Club in order to get to know the
participant and complete the assessments more efficiently and expeditiously so the client is
not disadvantaged. The .rob Club leaders and Employment Specialist continue to direct
participants to job leads, encourage and motivate, and work more closely to identify
participants with intensive barriers.
One of many success stories is a young single another of one child who had just moved to
the Richmond area from Arizona. The participant started Job Club in 'April 1999, and
completed it with perfect attendance. wring Job Search., the participant obtained a full-
time position with Maximus Health Care. She is working with the Social Services
participants informing them of their health care options. Reports from her trainers are that
she is a model employee, very easy to get along with., a quick learner, very organized and
pleasant to the participants she serves.
13