HomeMy WebLinkAboutBOARD STANDING COMMITTEES - 09142015 - FHS Cte Agenda Pkt
FAMILY & HUMAN SERVICES
COMMITTEE
September 14, 2015
10:30 A.M.
651 Pine Street, Room 101, Martinez
Supervisor Federal D. Glover, Chair
Supervisor Candace Andersen, Vice Chair
Agenda
Items:
Items may be taken out of order based on the business of the day and preference
of the Committee
1.Introductions
2.Public comment on any item under the jurisdiction of the Committee and not on this
agenda (speakers may be limited to three minutes).
3. CONSIDER recommending to the Board of Supervisors the appointments of Carolyn
Johnson to Public Agency Seat #1 West County, Eran Perera to Discretionary Seat #1
East County, Cathy Roof to Discretionary Seat #3 Central/South County, and Dan
Safran to Discretionary Seat #2 Central/South County on the Local Planning and
Advisory Council for Early Care and Education, as recommended by the County Office
of Education.
4. CONSIDER recommending to the Board of Supervisors the appointments of Juliana
Boyle, Sheri Richards, Rita Xavier, Ella Jones, Mary Bruns, Dr. Robert Leasure, and
Teri Mountford to the Advisory Council on Aging for terms expiring on September 30,
2017.
5. CONSIDER the re-appointment of Carol Carillo to the Child Abuse Council seat,
Marianne Gagen to At-Large Seat #3, and Joseph DeLuca to At-Large Seat #4 on the
Family & Children's Trust Committee for terms expiring on September 30, 2017, as
recommended by the Employment and Human Services Director.
6. CONSIDER accepting the report from the Employment and Human Services
Department Workforce Development Board on the Workforce Innovation and
Opportunity Act and forward the report to the Board of Supervisors for informational
purposes. (Stephen Baiter, Workforce Development Board Director)
7. CONSIDER accepting the report from the Employment and Human Services
Department regarding the challenges the department is currently facing and is projecting
for the future, and forward it to the Board of Supervisors for informational purposes.
(Kathy Gallagher, EHSD Director)
8.The next meeting is currently scheduled for October 12, 2015.
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8.The next meeting is currently scheduled for October 12, 2015.
9.Adjourn
The Family & Human Services Committee will provide reasonable accommodations for persons
with disabilities planning to attend Family & Human Services Committee meetings. Contact the
staff person listed below at least 72 hours before the meeting.
Any disclosable public records related to an open session item on a regular meeting agenda and
distributed by the County to a majority of members of the Family & Human Services Committee
less than 96 hours prior to that meeting are available for public inspection at 651 Pine Street, 10th
floor, during normal business hours.
Public comment may be submitted via electronic mail on agenda items at least one full work day
prior to the published meeting time.
For Additional Information Contact:
Enid Mendoza, Committee Staff
Phone (925) 335-1039, Fax (925) 646-1353
enid.mendoza@cao.cccounty.us
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FAMILY AND HUMAN SERVICES
COMMITTEE 3.
Meeting Date:09/14/2015
Subject:Appointments to the Contra Costa Local Planning Council
Submitted For: FAMILY & HUMAN SERVICES COMMITTEE,
Department:County Administrator
Referral No.: 25
Referral Name: Child Care Planning/Development Council Membership
Presenter: Contact: Enid Mendoza, (925) 335-1039
Referral History:
The review of applications for appointments to the Contra Costa Local Planning Council for Child
Care and Development was originally referred to the Family and Human Services Committee by
the Board of Supervisors on April 22, 1997.
Referral Update:
Please see the attached request from the Local Planning Council and the application.
Recommendation(s)/Next Step(s):
RECOMMEND the following appointments, to the Local Planning and Advisory Council for
Early Care and Education with terms expiring April 30, 2018, as recommended by the County
Office of Education:
Public Agency Seat #1 West County: Carolyn Johnson
Discretionary Seat #1 East County: Eran Perera
Discretionary Seat #3 Central/South County: Cathy Roof
Discretionary Seat #2 Central/South County: Dan Safran
Fiscal Impact (if any):
Not applicable.
Attachments
Request Memo and Applications
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M E M O R A N D U M
DATE: September 8, 2015
TO: Family and Human Services Committee
Supervisor Federal D. Glover, District V, Chair
Supervisor Candace Andersen, District II, Vice Chair
Contra Costa County Office of Education
Karen Sakata, Contra Costa County Superintendent of Schools
Dr. Pamela Comfort, Deputy Superintendent of Schools
FROM: Ruth Fernández, LPC Coordinator/Manager, Educational Services
SUBJECT: Referral #25 – LPC APPOINTMENTS
Contra Costa County Local Planning and Advisory Council for Early Care and Education (LPC)
RECOMMENDATION(S):
1) APPOINT the following members to the Contra Costa Local Planning and Advisory Council for
Early Care and Education, as recommended by the LPC. These members are applying for re-
appointment due to term expiration for their respective seats.
Name Seat Area
Carolyn Johnson Public Agency 1 West County
Eran Perera Discretionary 1 East County
Cathy Roof Discretionary 3 Central/South County
Dan Safran Discretionary 2 Central/South County
2) ACCEPT resignation from Sharon Bernhus previously appointed to Community 3 Seat in Central/South
County. See attached email communication stating resignation.
3) DECLARE VACANT Community 3 seat in Central/South County.
REASON/S FOR RECOMMENDATION:
The Contra Costa County Local Planning Council for Child Care and Development (LPC) was
established in April 1998. Required by AB 1542, which was passed in 1993, thirty members of the
LPC were appointed by the County Board of Supervisors and the County Superintendent of
Schools. Childcare consumers and providers, public agency representatives, and community
representatives each comprise 20% of the LPC. The remaining 20% are discretionary appointees.
Membership is for a three-year term. On January 7, 2003, membership was decreased from 30 to
25 members, due to the difficulty being experienced in filling all of the seats.
On September 19, 2012 membership was decreased from 25 to 20, due to continued difficulty to fill
vacant seats. Official reduction of appointed seats provides flexibility to ensure quorum is met in
order to conduct Council business.
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Membership consists of the following:
• Four consumer representatives - a parent or person who receives or has received child care
services in the past 36 months;
• Four child care providers - a person who provides child care services or represents persons
who provide child care services;
• Four public agency representatives - a person who represents a city, county, city and county,
or local education agency;
• Four community representatives - a person who represents an agency or business that
provides private funding for child care services or who advocates for child care services
through participation in civic or community based organizations;
• Four discretionary appointees - a person appointed from any of the above four categories or
outside of those categories at the discretion of the appointing agencies.
Appointments to the Contra Costa County Local Planning and Advisory Council for Early Care and
Education (LPC) are subject to the approval of the Board of Supervisors and County Superintendent
of Schools, Karen Sakata. The Board of Supervisors designated the Family and Human Services
Committee to review and recommend appointments on their behalf. Dr. Pamela Comfort, Deputy
Superintendent of Schools has been designated to review and recommend appointments on behalf of
the County Superintendent of Schools.
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Terms of Office
Seat Title Appt. Date Expires Name
Consumer 1
West County 6/25/2013 4/30/2016
Dr. Crystal
McClendon-
Gourdine
(First Vice-Chair)
Consumer 2
Central/South County 4/1/2013 4/30/2016 Cynthia Castain
Consumer 3
Central/South County 4/30/2017 Vacant
Consumer 4
East County 4/30/2017 Vacant
Child Care Provider 1
West County 4/16/2013 4/30/2016 Silvana
Mosca-Carreon
Child Care Provider 2
Central/South County 4/16/2013 4/30/2016 Kathy Lafferty
Child Care Provider 3
Central/South County
Need official
appt. date 4/30/2016 Luis Arenas
Child Care Provider 4
East County
Need official
appt. date 4/30/2016 Estela Alvarez
Public Agency 1
West County 9/11/2012 4/30/2015 Carolyn Johnson
Public Agency 2
Central/South County 3/31/2015 4/30/2018 Jessica Hudson
Public Agency 3
Central/South County 4/16/2013 4/30/2016 Joan Means
Public Agency 4
East County 4/30/2018 Vacant
Community 1
West County 6/25/2013 4/30/2016 Margaret
Wiegert-Jacobs
Community 2
Central/South County 4/162013 4/30/2016 Dr. Deborah Penry
(Chair)
Community 3
Central/South County 9/11/2012 4/30/2015 Sharon Bernhus
Community 4
East County 4/16/2013 4/30/2016 Janeen
Rockwell-Owens
Discretionary 1
East County 12/16/2014 4/30/2015 Eran Perera
Discretionary 2
Central/South County 8/14/2012 4/30/2015 Daniel Safran
(Second Vice-Chair)
Discretionary 3
Central/South County 4/16/2013 4/30/2015 Cathy Roof
Discretionary 4
West County 12/16/2014 4/30/2016 Aurora Ruth
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From: Sharon Bernhus <SharonB@shelterinc.org>
<sharonb@shelterinc.org> 30-Jun-2015 17:16
To: Mary Louise Vander Meulen <mvandermeulen@cccoe.k12.ca.us>
Subject: RE: LPC Board Seat re-application needed
Mary Louise,
I apologize for taking so long to get back to you. I was not aware that my
time had expired. I regret to inform the Board that I will not be able to
serve another term. My goal is to move out of the area next year. I would
love to continue as a volunteer on the advisory committee in the interim.
Sharon
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FAMILY AND HUMAN SERVICES COMMITTEE 4.
Meeting Date:09/14/2015
Subject:Appointments to the Advisory Council on Aging
Submitted For: FAMILY & HUMAN SERVICES COMMITTEE,
Department:County Administrator
Referral No.:
Referral Name: Appointments to Advisory Bodies
Presenter: None Contact: Enid Mendoza, 925-335-1039
Referral History:
On December 6, 2011 the Board of Supervisors adopted Resolution No. 2011/497 adopting policy
governing appointments to boards, committees, and commissions that are advisory to the Board of
Supervisors. Included in this resolution was the requirement that applications for at
large/countywide seats be reviewed by a Board of Supervisors sub-committee.
Referral Update:
Staff to the Advisory Council on Aging has submitted the attached request for appointments to
seats on the Council.
Recommendation(s)/Next Step(s):
RECOMMEND the Board of Supervisors appoint the following individuals to the Advisory
Council on Aging for terms expiring on September 30, 2017:
At-Large Seat #3: Juliana Boyle
At-Large Seat #8: Sheri Richards
At-Large Seat #9: Rita Xavier
At-Large Seat #14: Ella Jones
At-Large Seat #15: Mary Bruns
At-Large Seat #16: Dr. Robert Leasure
At-Large Seat #18: Teri Mountford
Fiscal Impact (if any):
No fiscal impact.
Attachments
Advisory Council on Agenda Appointments
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FAMILY AND HUMAN SERVICES COMMITTEE 5.
Meeting Date:09/14/2015
Subject:Appointments to the Family and Children's Trust Committee
Submitted For: FAMILY & HUMAN SERVICES COMMITTEE,
Department:County Administrator
Referral No.:
Referral Name: Appointments to Advisory Bodies
Presenter: None Contact: Enid Mendoza, 925-335-1039
Referral History:
On December 6, 2011 the Board of Supervisors adopted Resolution No. 2011/497 adopting policy
governing appointments to boards, committees, and commissions that are advisory to the Board of
Supervisors. Included in this resolution was the requirement that applications for at
large/countywide seats be reviewed by a Board of Supervisors sub-committee.
Referral Update:
The Family and Children’s Trust Committee (FACT), was established in 1982 by the Contra
Costa County Board of Supervisors to make funding recommendations on the allocation of a
variety of funds for prevention and intervention services to reduce child abuse and neglect,
provide supportive services to families and children, and promote a more coordinated, seamless
system of services for families. Funding for FACT supported projects derived from federal and
state program legislation, and donations to the County’s Family and Children’s Trust Fund.
Every two years, the members of the FACT establish a series of county priorities for the use of
these funds through review of existing data and reports and by holding Public Hearings in various
areas of the county. The Committee then develops a competitive bidding process to select
non-profit, community-based agencies that can best provide the services determined to be most
important. Program recommendations are made to the Board of Supervisors which makes the final
funding decisions. The Committee continues to evaluate these funded programs to ensure
continued provision of quality service and achievement of stated goals. Programs currently being
supported include countywide parenting classes, therapeutic day care for emotionally disturbed
children, treatment for families, young children and teens with both substance abuse and child
abuse issues, services for homeless families, and projects to support children whose mothers have
been victims of domestic violence and sexual assault.
The FACT has up to fifteen members who are appointed by the Board and include citizens with
expertise in children’s issues, education, law, non-profit agency management, public health, and
program research/evaluation. In addition, the Director of the Child Abuse Prevention Council sits
as ex-officio member of the Committee and participates in all matters except actually voting on
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funding recommendations. Terms for all Commission seats are two years.
At Large seat vacancies on the FACT have been assigned for Family & Human Services
Committee (F&HS) review since 2003. In 2011 the Board of Supervisors, by resolution,
expanded the FACT seats assigned for review by F&HS to include all non-Supervisorial District
seats. As a result of the policy change and rotation in staffing assignments for the FACT,
nominations to fill expiring seats were not scheduled for timely F&HS review.
Recommendation(s)/Next Step(s):
RECOMMEND the re-appointment of Carol Carillo to the Child Abuse Council seat, Marianne
Gagen to At-Large Seat #3, and Joseph DeLuca to At-Large Seat #4 on the Family & Children's
Trust Committee for terms expiring on September 30, 2017, as recommended by the Employment
and Human Services Director.
Fiscal Impact (if any):
No fiscal impact.
Attachments
Recommendation Letter for Appointments to FACT
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.... )
Contra
Costa
County
For Office Use Only
Date Received :
BOARDS, COMMITTEES, AND COMMISSIONS APPLICATION
MAIL OR DELIV£R TO:
eonra eoa eoirty
cu:RKO:Tl-E BOARD
651 Pine street, Rrn 106
M!lrtinlR. Calfomia 94553-1292
Pl.EASE TvPE ORFf9fl' N N<
(Each Polllor1 RlcJ.fte• S.S--"'11'bb.@
BOARD, COMMITTl!I! Oii COMMISSION NAME ANDSEAT TITLEYOU ARE APPLYIN6 FOR:
For Reviewers Ute Only:
Accepted Rejeded
PRINT EXACT NAME OF BOARD, COMMllnE, QR COMMISSION PRINT EXACT SEAT NAME (if 1ppllcable)
5. EDUCATION: Check appropriate box if you possess one of the following:
High School Dlploma 0 G.E.D . Certlflcate :Cl California High School Proficiency Certificate D
Give Highest Grade or Educatjonal Level AChieved_po_. _st_g_r_ad_u_a_t_e _______________ _
THIS FORM ISAPUBUCDOCUMENT
l a~ed E09E-lEB -S2 S ·-----Wdvs:y E102 E2 das
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........ . . \
6. PLEASE FILL OUT THE FOLLOWING SECTION COMPLETELY. List experience thlt relates to the qu1llflcatlone needed to
..-ve on the local appolntrn body. Begin with your moet recent experience. A rMume or other supporting documentation
may be attached but H may not be Ll8ld u a subetnute 1or comp\8\lng 1hla aactlon.
A) Dates (Month, Day , Year) T itle Duties Performed
From I2. Secretary, site visit monitoring
1996 Present At large member
Employer's Name and Address
Total:~ ~ FACT Committee
17 years
Hrs. per week __ . Volunteer 0
B) Dates (Month , Day, Year} Title Duties Performed
B:Qm IQ attend meetings and coordinate
SRVEF Endowment liaison to SRVEF activities between SRVEF 1997 present Endowment and Board .
Employer's Name and Address chair of Endowment committee ,
Total: Yrs . M.2§:. San Ramon Valley Education participate in grant committee wor1<
10 years Foundation and recommend g rants
P.O. Box 1463
San Ramon, CA 94583
5 Hrs. per week __ . Volunteer ~
C) Dates (Month , Day, Year) Title Duties Performed
frQm IQ
Board member, SRVUSD Board of Ed curriculum , budget, facitities ,
Dec. 1990 December 2002 personnel oversight
Total : Y!L ~ sarfirfrW~~;yJJ;,.mJs~d Address
699 Old Orchard Drive
Danville, CA 94526
25 Hrs. per week_ . Volunteer 0
D) Dates (Month, Day, Year). Title Duties Performed
From IQ taught , adults
1990
teacher, ESL , history, French junior high, and high school 1969 students
. r1UrJ;>X~~~amJs~d Address
Total: Y!1. MQL San · n · ley
Vallejo USO ·
21 years Ladywood Hgh school
40 Hrs. per week. __ . Volunteer 0
THIS FORM IS A PUBLIC DOCUMENT
E09E -lEB -S2S ~dss:1 E102 E2 das
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FAMILY AND HUMAN SERVICES COMMITTEE 6.
Meeting Date:09/14/2015
Subject:Referral #109 - Workforce Innovation and Opportunity Act Report
Submitted For: FAMILY & HUMAN SERVICES COMMITTEE,
Department:County Administrator
Referral No.: 109
Referral Name: Workforce Innovation and Opportunity Act (WIOA)
Presenter: Stephen Baiter, Executive Director, Workforce Development Board Contact:
Referral History:
On January 6, 2015 the Board of Supervisors referred oversight and receipt of updates on the
Workforce Innovation and Opportunity Act (WIOA) to the Family and Human Services
Committee.
Referral Update:
Please see attached report from the Employment and Human Services Department Workforce
Development Board.
Recommendation(s)/Next Step(s):
ACCEPT the report from the Employment and Human Services Department Workforce
Development Board on the Workforce Innovation and Opportunity Act and forward it to the
Board of Supervisors for informational purposes.
Fiscal Impact (if any):
Not applicable.
Attachments
WIOA Report
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STEPHEN BAITER
EXECUTIVE DIRECTOR
MEMORANDUM
DATE: September 8, 2015
TO: Family and Human Services Committee
CC: Dorothy Sansoe, Enid Mendoza
FROM: Stephen Baiter, Executive Director
SUBJECT: Workforce Innovation & Opportunity Act (WIOA)
I. Overview
With overwhelming bipartisan support from Congress, President Barack Obama signed the Workforce
Innovation and Opportunity Act (WIOA) into law on July 22, 2014, ushering in the first legislative reform
of the public workforce system in fifteen (15) years. WIOA is designed to help job seekers access
employment, education, training, and support services to succeed in the labor market and to match
businesses with the talent they need to compete in the global economy.
WIOA replaces the Workforce Investment Act of 1998 and retains and amends the Adult Education and
Family Literacy Act (AEFLA), the Wagner-Peyser Act, and the Rehabilitation Act of 1973. It also brings
together, in strategic coordination, the following federally funded core programs focused on skill
development:
• Employment and training services for adults, dislocated workers, and youth and Wagner-Peyser
employment services administered by the United States Department of Labor (DOL) through
formula grants to states; and
• Adult education and literacy programs and Vocational Rehabilitation state grant programs that
assist individuals with disabilities in obtaining employment administered by the United States
Department of Education (DOEd).
WIOA also authorizes programs for specific vulnerable populations, including the Job Corps, YouthBuild,
Native Americans, and Migrant and Seasonal Farmworker programs as well as evaluation and multistate
projects administered by DOL. In addition, WIOA authorizes other programs administered by DOEd and
the United States Department of Health and Human Services (HHS).
WIOA's Three Hallmarks of Excellence
1. The needs of businesses and workers drive workforce solutions and local boards are accountable
to communities in which they are located.
2. One-Stop Centers (or American Job Centers) provide excellent customer service to jobseekers and
employers and focus on continuous improvement.
3. The workforce system supports strong regional economies and plays an active role in community
economic and workforce development.
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II. Strategic Issues & Considerations
WIOA places an emphasis on greater coordination and alignment in job seeker services, business
services, economic development and training strategies. The law also redefines how Local Workforce
Development Areas (LWDAs) should be structured and designated by the states as follows:
• Requires States to Strategically Align Workforce Development Programs: WIOA necessitates that
employment and training services provided by the core programs are coordinated and
complementary so that job seekers acquire skills and credentials that meet employers' needs.
• Promotes Accountability and Transparency: WIOA ensures that federal investments in employment
and training programs are evidence-based and data-driven, and accountable to participants and
the public.
• Fosters Regional Collaboration: WIOA promotes alignment of workforce development programs
with regional economic development strategies to meet the needs of the local and regional
economy and labor markets.
• Improves the American Job Center (AJC) System: WIOA increases the quality and accessibility of
services that job seekers and employers receive at their local AJCs.
• Improves Services to Employers and Promotes Work-Based Learning: WIOA contributes to
economic growth and business expansion by ensuring the workforce system is job-driven and
matches businesses with skilled individuals.
• Provides Access to High Quality Training: WIOA helps job seekers acquire industry-recognized
credentials for in-demand jobs.
• The law reinforces connections with Registered Apprenticeship (RA): WIOA promotes using
apprenticeship models that help workers pursue career pathways and access opportunities to
earn while they learn.
• Enhances Workforce Services for the Unemployed and Other Job Seekers: WIOA ensures that
unemployed and other job seekers have access to high-quality workforce services.
• Improves Services to Individuals with Disabilities: WIOA increases the access of individuals with
disabilities to high quality workforce services and prepares them for competitive integrated
employment.
• Makes Key Investments in Serving Disconnected Youth and Other Vulnerable Populations: WIOA
prepares vulnerable youth and other job seekers for successful employment through increasing the
use of proven service models services.
• Enhances the Job Corps Program: WIOA raises the performance outcomes and quality of the Job
Corps.
• Streamlines and Strengthens the Strategic Roles of Workforce Development Boards: WIOA
requires state and local workforce boards to be more agile and better-positioned to meet local
and regional business and human capital needs.
• The law enables local boards to deliver business services: In addition to business services provided
through One-Stops, local boards may also provide business assistance.
III. State of California Priorities
Under WIOA, states are intended to take the leading role in transforming the workforce system into one
that is integrated, streamlined, and helps expand opportunities for job seekers, workers, and businesses.
The California Workforce Development Board (CWDB) is currently working with representatives from
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each of the funded titles under the law and appropriate stakeholders, to provide policy
recommendations and implementation guidance to assure that policies and service delivery are
responsive to evolving needs.
State Workforce Board Membership
State boards must make adjustments to membership to comply with WIOA rules including:
a) Appointment of a new state workforce board by the Governor
b) A newly designed appointment process that ensures representation from legislation, business,
workforce and others that ensures a business driven, customer-centered approach to state board
strategies and policies
c) Adjust the structure, membership, and functions of the state board to enable it to carry out the
new required WIOA mandates
d) Establish a process by which mandatory partner programs are:
• Implemented into the State Plan
• Have opportunity to provide input on the State’s planning process
• Are represented at the local level
State Leadership and Strategic Vision Development
States are required to develop and implement a strategic vision for a comprehensive and integrated
workforce system at all levels. This plan must also include strategies that break down barriers for job
seekers and businesses and by addressing the following:
a) A system-wide plan for all core and mandatory program partners to implement any new activities
under the new vision
b) Finalizing a strategic vision that is fully supported by the Governor, the state board and the state
cabinet agencies responsible for implementation of WIOA; and/or governed under WIOA
c) Inclusion of core and mandatory One-Stop partners in a meaningful process to finalize the State’s
policies and procedures
d) Alignment and linkages to economic development strategies and business climate
e) The identification of regions through a process that includes consulting with local workforce
development areas and their chief local elected officials
f) State Board preparedness to implement WIOA including:
• Full engagement of workforce stakeholders to assess changes in policies and procedures
• Implementation of polices that assist all partners with integration that are sector-based; and
address skills gaps, career pathways, and work-based learning
The State of California will be developing a new strategic workforce development plan that will go into
effect by July 2016, and the WDB’s local plan for Contra Costa County will remain in effect through June
2017. An overview of the core strategies and activities that the California Workforce Development
Board anticipates building into its overall plan for the 2016-2020 timeframe (covering the full
authorization period for WIOA) is attached to this report (see Attachment I).
System Capacity and Continuous Improvement
States must develop plans for continuous improvement and capacity building at all levels of the
workforce system. These plans must include:
a) One-Stop certification criteria
b) Staff training at all levels of the system
c) A system for the dissemination of best practices
d) Criteria for performance assessment
e) Criteria for resources sharing and contribution
f) The promotion of fiscal integrity at all levels
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Infrastructure and Operations
State infrastructure must be in place to manage the new information requirements under WIOA.
Improvement plans must be implemented to address:
a) Eligible training providers
b) Increasing online access to services
c) Integrated data and performance management systems across all workforce partners
d) User-friendly and timely labor market information
Memoranda of Understanding (MOUs)
Services provided across program partners must be coordinated through MOUs as directed by the State.
The State Board must ensure that MOU policies and procedures are to be adopted at the LWDA levels
that include:
a) Which partners must enter into MOUs
b) Which One-Stop delivery system services, operating costs, customer referrals, special population
services are required in MOUs
c) New MOUs must be renewed every three (3) years
IV. Regional & Local Priorities
Policy Implications
With WIOA’s new areas of emphasis, the Workforce Development Board of Contra Costa County (WDB)
will need to reaffirm its strategic plan and analyze, modify and create policies addressing the new
requirements and embracing the vision and intent of the legislation. WIOA has a direct impact on the
following policy areas:
1. Local Workforce Development Board composition, role and function
2. Regional/Local Planning and Designation
3. Partnership Development and One-Stop System requirements
4. The design of the One-Stop System, including the certification of One-Stops
5. Fiscal requirements, procurement rules, allowable costs and caps
6. Modification of contracts, sub-contracts, MOUs, and agreements
7. Procurement and use of training providers; and the use of the Eligible Training Provider List (ETPL)
8. Business Services and Sector Strategies
9. Services to In-School and Out-of-School Youth
10. Priority of service for low-income individuals and individuals with barriers to employment
11. New performance measures and continuous improvement
Additional details about each of the above areas are laid out in the ensuing section of this report. Some
policy areas contain more details than others based upon their relative significance and/or anticipated
work effort.
1. Local Workforce Development Board composition, role and function
While maintaining a business majority, the Workforce Innovation and Opportunity Act (WIOA) decreases
the size of local workforce development boards and allows for the designation of standing committees. It
strengthens the strategic roles of local workforce development boards by expanding their roles and
making state and local boards more agile and well-positioned to meet local and regional employers’
workforce needs.
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In addition to the responsibilities outlined in the prior legislation, WIOA expands the role of local
workforce development boards by requiring they do the following:
• Conduct analyses of regional workforce and labor market conditions
• Lead efforts to engage employers
• Support efforts to develop and implement career pathways
• Identify and promote proven and promising practices
• Establish standing committees to more effectively accomplish the work of the local boards
• Better utilize technology to facilitate connections among the intake and case management
information systems of One-Stop partners, to access services provided through the One-Stop
system, to meet the needs of individuals with barriers to employment, and to leverage resources
and capacity
• Promote consumer choice of participants among providers
• Enhance coordination with education and training providers
• Assess the physical and programmatic accessibility of One-Stop centers annually in accordance
with applicable nondiscrimination provisions under Title I of the WIOA and the Americans with
Disabilities Act (ADA)
Under WIOA, local boards must be certified by the chief local elected official by March 31, 2016. New
committee structures encourage – and actually require – participation from non-board members.
2. Regional/Local Planning and Designation
WIOA, like its predecessor programs, requires that states and local areas produce plans within federally
prescribed guidelines that describe approaches and strategies regarding the delivery of workforce
services in defined regions. Under the new legislation, both local and regional plans that support the
statewide workforce plan will be required. These plans will highlight how local boards, program leaders,
and elected officials share a common vision and design and will work together regionally; create unified
regional and local strategies integrating education, training, support services, and other workforce
services across the core programs; align workforce policies and services with regional economies; and
support sector strategies tailored to the needs of their areas.
A new component of WIOA is the development of regional plans, which will need to be developed
concurrent with local plans. At the present time, the California Workforce Development Board (CWDB)
has placed Contra Costa County in the East Bay region, which includes three (3) other local workforce
boards: Alameda County, City of Oakland, and the City of Richmond. While these local boards have
been working regionally for many years, WIOA requires the following of so-called “planning regions”:
a) Development of a regional plan
b) Establishment of regional service strategies
c) Alignment of sector-based initiatives
d) Collection and analysis of regional labor market data
e) Establishment of administrative cost arrangements
f) Coordination of supporting services
g) Coordination with regional economic development; and
h) Regional performance measures
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3. Partnership Development and One-Stop System requirements
WIOA strengthens linkages among a myriad of complementary programs within the One-Stop center
system. It requires co-location of employment services in the One-Stop centers; adds new mandatory
One-Stop center partners, such as the Temporary Assistance for Needy Families (TANF) program;
enhances the role of apprenticeship; clarifies partner programs’ support for system infrastructure costs
and other common costs; and asks the system to work regionally and across local workforce development
areas.
It will take a more concerted effort to ensure that these services are coordinated effectively through the
One-Stop system through integrated case management and data systems. Principal considerations in
planning for the type, content, and quality of partnerships for Contra Costa County include how to work
best with a range of partner groups, including both required and non-mandated partners.
Core Program Partnerships: WIOA aligns the “core” programs to provide coordinated, comprehensive
services. The core programs are:
1. The WIOA Adult, Dislocated Worker and Youth formula programs administered locally by the
WDB
2. The Adult Education and Literacy programs administered locally by the Department of Education
3. Wagner-Peyser Employment Service programs locally administered by the State Employment
Development Department (EDD)
4. Programs under title I of the Rehabilitation Act that provide services to individuals with disabilities
administered locally by the State Department of Rehabilitation
Other important partnerships for the WDB include working with business and business associations,
partnerships with education, partnerships with Registered Apprenticeship (RA) programs, and sector-
specific industry partnerships.
4. The design of the One-Stop System, including the certification of One-Stops
WIOA requires that certification of One-Stops Career Centers occur at least once every three (3) years.
The law indicates that the State Board will establish objective criteria for certification and continuous
improvement, including, but not limited to:
• Service coordination between One-Stop system and partners
• Effectiveness, accessibility and improvement of the One-Stop system
• At a minimum, how well the One-Stop Career Centers support:
Achievement of local levels of performance
Integration of available services
Meeting the needs of local employers and participants
Local boards are responsible for One-Stop designation and certification and can establish criteria in
addition to what is required by the state. In order to receive infrastructure funding, the state board, in
consultation with the chief local elected official and local boards shall establish criteria and procedures to
be used in assessing effectiveness, physical and program accessibility relating to the Americans with
Disabilities Act (ADA) and continuous improvement of the One-Stop system.
WIOA requires local areas to develop a plan to select a One-Stop operator concurrent with local board
certification (by March 2016); the selection process must be completed by July 2017. To help support this
process, the WDB and the Contra Costa County Employment Human Services Department (EHSD) have
retained the support of an outside entity to conduct an analysis/scan of employment services in Contra
Costa County to get a baseline assessment of the current service delivery system and recommend areas
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for improvement. This analysis is also expected to help inform and improve the capacity of the WDB to
make system improvements to the local One-Stop system and potentially also competitively select a One-
Stop operator, which is a (somewhat contentious) requirement of the new law that is still being worked out
in the final WIOA rulemaking process.
5. Fiscal requirements, procurement rules, allowable costs and caps
The administrative provisions of WIOA are substantially similar to those of its predecessor program.
However, as is the case with virtually every aspect of the new legislation, nuanced distinctions in
administrative requirements, financial management issues and the content of the programs to be overseen
all suggest that Contra Costa County will need to closely examine how administrative management and
oversight functions (including achieving greater efficiency and stronger compliance around fiscal and
procurement issues) can be improved and what will be required for compliance with the statute, ensuing
federal regulations, as well as current and forthcoming state policy guidance.
In addition, WIOA authorizes appropriations for each of Fiscal Years 2015 to 2020. The levels increase
a total of seventeen percent (17%) over that time period. However, the amounts authorized in WIOA
remain subject to the annual Congressional appropriations process.
6. Modification of contracts, sub-contracts, MOUs, and agreements
Local boards continue to be required to negotiate and regularly review a Memorandum of
Understanding (MOU) with every One-Stop partner to describe operations, services provided and
coordinated, funding, and referrals. MOUs will be reviewed every three years. All partners are required
to share in the funding of services and infrastructure costs of the One-Stop delivery system.
For the past few years, the WDB has had a strong track record with the execution of MOUs and cost-
sharing agreements with mandated partners in the One-Stop Career Center system. It is hoped that this
particular component of the transition to the WIOA will prove to be seamless, for historically the
administrative burdens associated with ensuring and maintaining compliance around these issues have
been formidable.
7. Procurement and use of training providers; and the use of the Eligible Training Provider List (ETPL)
WIOA supports – and emphasizes – an array of training options to allow workers to acquire skills that
will enable them to obtain better paying jobs and more easily find access to the middle class in a way
where they can further contribute to the economy. Job seekers are expected to have access to quality
education and training and workforce activities through more on-the-job training; incumbent worker
training and customized training opportunities. WIOA has been designed to assist any job seekers,
employers and workers who meet the priorities and eligibility requirements, as stated in the plan, to
access and acquire industry-recognized credentials for in-demand jobs by providing training leading to
such credentials.
Training services, which are substantially similar to those available under predecessor legislation, include:
• Occupational skills training
• On-the-Job Training (OJT)
• Incumbent worker training (IWT)
• Programs that combine workplace training with related instruction
• Training programs operated by the private sector
• Skills upgrade training and retraining
• Entrepreneurial training
• Transitional jobs (new category of training)
• Job readiness training in combination with other training
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• Adult Education and literacy activities including English acquisition, in combination with other
training
• Customized training conducted with a commitment by an employer(s)
8. Business Services and Sector Strategies
For the first time in the history of federal workforce legislation, WIOA recognizes the employer as an
equal customer to the job seeker and worker. WIOA seeks to support economic growth and business
expansion by ensuring the workforce system is job-driven: matching skilled individuals to employment
opportunities with local businesses, principally in priority industry sectors. State and local boards will
promote the use of sector partnerships to address the workforce needs of multiple employers within an
industry. Local areas can use funds for demonstrated effective strategies that meet employers’ workforce
needs, including incumbent worker training, registered apprenticeships, transitional jobs, on-the-job
training, and customized training. Employers may be more likely to use the system to meet their workforce
needs and offer opportunities for workers to learn given increased reimbursement rates for on-the-job
and customized training that are a key feature of WIOA.
Clearly WIOA highlights a variety of training options as services that will be of keen interest to
businesses. In addition, WIOA Section 134 lists an array of additional services available to businesses
including, but not limited to:
• Customized screening and referrals of job candidates
• Customized employment-related services to employers (fee-for-service)
• Developing and implementing sector strategies
• Developing and implementing effective programs like – career pathways, skills upgrade,
apprenticeship, etc.
• Layoff aversion and marketing of business services
• Implementation of promising services to workers and business
• Work based training options
Other important elements of the WIOA relative to business services and sector strategies include the
following:
• Organization and use of sector partnerships
• Ensure that the local workforce system is responsive to the evolving needs of business
• Use of Work-Based Learning
• System coordination with economic development
• Development of sector strategies and integration of strategies into business services
• Use of various training modalities to address business needs
A key component of the WDB’s business services efforts and sector strategies has been focused on
Slingshot, which is emerging as the signature industry sector partnership within the East Bay. Focused on
five (5) priority industry sectors (Advanced Manufacturing, Biomedical, Healthcare, Information
Communication Technology (ICT), Transportation & Logistics), this initiative has emerged as the premiere
demand-side initiative that is helping to shape and influence the myriad supply-side efforts that are
currently underway in the region. Information about the East Bay Slingshot initiative is attached to the end
of this report (see Attachment VI).
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9. Services to In-School and Out-of-School Youth
WIOA supports an integrated system for youth service delivery and provides a framework through which
local areas can leverage other resources to support in-school and out-of-school youth. WIOA affirms
DOL’s commitment to providing high quality services for youth and young adults beginning with career
exploration and guidance, continued support for educational attainment, opportunities for skills training in
in- demand industries and occupations, and culminating with a good job along a career pathway or
enrollment in post-secondary education.
More specifically, the new age requirements under WIOA (16-24) went into effect on July 1, 2015. The
change in eligible age range is a shift from the Workforce Investment Act, as is the elimination of “low
income” for most youth in this category. Youth that are within the age of compulsory high school
attendance must not have attended school for a full semester/quarter to be considered out-of-school.
Youth enrolled in a General Education Development program (GED) are also considered to be out-of-
school. Additionally, a minimum of 75% of all WIOA youth funds must be used to support the needs of
out-of-school youth, and at least 20% of all WIOA youth funds must be used to support work-based
learning (WBL) activities – internships, job shadowing, etc. Finally, while Youth Councils are no longer
required under WIOA, it is expected that there will be strong coordination and partnerships with
regional career pathway development efforts.
10. Priority of service for low-income individuals and individuals with barriers to employment
WIOA requires priority be given to “public benefits recipients, other low-income individuals, and
individuals who are basic skills deficient” when providing career and training services using WIOA Title I
Adult funds. As stated in WIOA Section 134(c)(3)(E), with respect to individualized career services and
training services funded with WIOA adult funds, priority of service must be given to recipients of public
assistance, other low-income individuals, or individuals who are basic skills deficient.
The state has defined the term “priority” to mean that fifty-one percent (51%) or more of the participants
served with WIOA adult funds must be either low-income, recipients of public assistance, or basic skills
deficient. (Emphasis from the State of California Employment Development Department.)
Priority of service status is established at the time of eligibility determination and does not change during
the period of participation. Priority does not apply to the dislocated worker population. The WIOA adult
funding priority of service doesn’t affect or negate the priority of service provided to veterans and
eligible spouses. Veterans and eligible spouses continue to receive priority of service among all eligible
individuals; however, they must meet the WIOA adult program eligibility criteria. Thus, for WIOA adult
services, the program’s eligibility determination must be made first, and then veteran’s priority applied.
Veterans and eligible spouses that are not low-income, recipients of public assistance, or basic skills
deficient are not included in the required 51 percent priority of service calculation.
Local Workforce Development Boards (local boards) may establish additional priority groups for their
local area (e.g., residents of the local area, individuals with disabilities, etc.). However, these additional
priority groups are not included in the required fifty-one percent (51%) priority of service calculation.
11. New Performance Measures and Continuous Improvement
WIOA establishes performance measures for the Adult and Dislocated Worker programs. These include
revisions of three current WIA measures and the addition of two new measures. With regard to
performance under WIOA Youth Program, the legislation eliminates one current WIA measure, revises
three other measures and adds two new measures. Still to be determined, with regard to content, is an
employer measure that is expected to focus on effectiveness of services and to be implemented in year
two of the law. WIOA performance measures are designed to measure the effectiveness and continuous
improvement of the One-Stop and Youth service delivery systems.
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WIOA Section 116 specifies that the performance measures applicable to its Adult and Dislocated
Worker programs also apply to the other core programs: Adult Education and Literacy services under
Title II; Employment services authorized in sections 1 through 13 of the Wagner-Peyser Act; and
programs authorized under Title I of the Rehabilitation Act. With regard to the still undefined business
measure, WIOA directs the Secretary of Labor and the Secretary of Education to establish a new
performance measure on the effectiveness of services to employers across the core programs.
At the State level, Governors, with support from State Boards, will identify levels of performance for the
first two (2) program years. States shall reach agreement with the secretaries on new levels of
performance for the third and fourth year of the state plan. At the local level, the local board, chief local
elected official, and Governor shall negotiate and reach agreement based on state-adjusted levels.
A summary of the new performance measures under WIOA is attached to this report (Attachment II).
V. Future Outlook & Actions
The strategic vision and foresight of the Contra Costa County Board of Supervisors and current WDB
leadership – including both board members and staff – have enabled the WDB to be well-positioned
around most of the major elements required for the successful implementation of the Workforce
Innovation and Opportunity Act (WIOA). This is most clearly evidenced by the WDB’s 2013-2017
strategic workforce development plan, which clearly calls out a number of the major tenets of WIOA
even before its passage, including sector strategies, career pathway development, regional planning,
expansion of “earn and learn” models, strategically coordinated business services, and more. That being
said, this is also not a time for complacency, as the new requirements and expectations of the public
workforce system under WIOA are ambitious and will require a formidable effort from the WDB and its
many stakeholders and partners in order to be successful.
Indeed, while the WDB has entered into the era of WIOA with many advantages, there are also a
number of areas that will require attention in both the near-term and further out, including recruitment
and selection of members for the new local workforce development board, One-Stop system redesign
(and potential procurement of the local One-Stop system), strengthened administrative systems, as well as
greater attention to priority of service, performance, and other requirements. Additionally, the rapid
pace of change in the regional economy and labor market compel the WDB to become more agile in
how it works with businesses, job seekers, and workers, as these larger forces often have a
disproportionate impact on the populations for which WIOA compels more intensive services and support.
To this end, the WDB and its leadership will need to continue to optimize the way in which it links, aligns,
and leverages resources at both the local and regional level in order to help Contra Costa County
realize its full potential and promise that it offers its diverse array of businesses, workers, residents, and
communities.
VI. Attachments:
I. WIOA Implementation Timeline
II. WIOA Performance Measures overview
III. Local Workforce Development Board Composition requirements from U.S. Department of Labor
IV. California Workforce Development Board – WIOA Program Strategies (April 2015)
V. WDB 2013-2017 Strategic Plan summary pages
VI. East Bay Slingshot Summary
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Workforce Innovations and Opportunity Act (WIOA)
Draft Implementation Plan
The following is an estimated timeline of actions the Department of Labor and State will take in
order to implement WIOA. The timeline will be updated as planning continues and more
information becomes available. California specific dates are in bold italics.
Estimated Date Action
July 22, 2014 WIOA was Signed into Law by
President Barack Obama
February 2015
Final Guidance Issued on
Initial Local Area Designation and
Local Board Certification
March 2015 Draft Guidance Released for Competitive
Procurement of One Stop Providers
March 31, 2015
Applications Due for Initial
Local Area Designation and
Local Board Certification
Spring 2015 WIOA Draft Regulations Released
Spring 2015 Draft Guidance Released on
Local Board Recertification
Spring 2015
Draft Guidance Released on
100% Transfer between Adult and Dislocated
Worker Funds
Spring 2015 Draft Guidance Released on Youth Spending
Requirements
July 1, 2015
WIOA Provisions Take Effect, Unless Otherwise
Noted
Initial Local Area Designation and Local Board
Certification in Effect
July 1, 2015
WIA State and Local Plan Provisions Continue to
Apply for
Program Year (PY) 2015-16
Current Performance Accountability System in
Effect for PY 2015-16
July 22, 2015 Eligible Training Providers
Provisions in Effect
January 2016 Draft Guidance Released for Subsequent Local
Area Designation
March 3, 2016 Deadline for State Unified Plan Submission
March 31, 2016 Applications Due for
Local Board Recertification
July 1, 2016 Local Board Recertification in Effect
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Workforce Innovation and Opportunity Act (WIOA) – H.R. 803 as amended
Common Measures and Some Uncommon WIOA Measures
The Act likely replacing WIA includes some changes to Common Measures and at least 8
new performance measures. Although ETA will craft final definitions and clarifications, the
table below summarizes the changes and includes some questions and comments as
FutureWork Systems begins our dialogue with workforce professionals to enhance our
decision support reporting and analysis web applications.
The table below compares the current WIA Common Measures with the measures as
outlined under the Workforce Innovation and Opportunity Act (WIOA) – H.R. 803. The
WIOA performance measures apply across multiple programs.
In addition to Adult, Dislocated Worker and Youth WIOA programs, these WIOA
measures apply to:
1.Adult Ed & Literacy under Title II
2.Wagner-Peyser (Adult Measures Only and New Employer Measure)
3.Selected programs under Title I of Rehabilitation Act of 1973
4.Job Corps – (Youth Measures and possibly New Employer Measure)
WIOA; Section 505 (b) Effective Dates includes a provision that these new measures shall
apply after the first full program year after enactment or presumably July 1, 2016. As
with WIA, we expect some states could adopt these new measures earlier.
FutureWork Systems Prepares for WIOA Performance Metrics
As providers of web-based decision support systems for the reporting and analysis of
workforce system performance, FutureWork Systems is paying close attention to the
progress of this new Act.
FutureWork Systems is prepared to make any updates and enhancements to its
Performance Matters web apps to meet the reporting and analysis needs of the workforce
system under this new Act.
To stay connected with our progress, join the discussion on Twitter,
https://twitter.com/FutureWork_sys
ATTACHMENT II
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WIA Common Measures
9 Measures
WIOA Measures
15 Measures (+employer measures) What is Different? Comments & Questions
ADULT
Entered
Employment Rate
Entered Employment
Rate Now Employed Q-2 after exit
Adds additional quarter lag to reporting, makes
managing programs/performance more
challenging
Employment
Retention Rate
Employment
Retention
Rate
Now Employed Q-4 after exit
Adds additional quarter lag to reporting, makes
managing programs/performance more
challenging
Average Earnings Earnings Median earnings Q-2 after only Earnings measure will be reported 1 qtr earlier
than Common Measures
Credential Rate New Measure Will require follow -up for 1 yr after exit
In Program Skills Gain New Measure
Real Time Measure, not exit based. How report &
document skill gains toward credential or
employment?
DISLOCATED WORKER SAME AS ADULT COMMENTS
Entered
Employment Rate
Entered
Employment
Rate
Now Employed Q-2 after exit
"
Employment
Retention Rate
Employment
Retention
Rate
Now Employed Q-4 after exit
"
Average Earnings Earnings Median earnings Q-2 after only "
Credential Rate New Measure "
In Program Skills Gain New Measure "
YOUTH New 75% of funds to O/S Youth – Now defined as
ages 16-24
Placement in Emp/Ed/Train Placement in Emp/Ed/Train Now Q-2 after exit Adds additional qtr lag in reporting
Literacy & Numeracy Gains Eliminated Eliminates most complex Common Measure
Retention in Emp/Ed/Train New Q-4 after exit Will require follow -up for 1 yr after Exit
Earnings New Median earnings Q-2 after
only
New for Youth. Will it include In-School Youth?
Attain Degree/Certificate Credential Rate Similar Measure Applies to all Youth not just in Ed/Training?
In Program Skills Gain New Measure Real Time, not exit based – see Adult comment
Employer Measures
Employer Measure (TBD)
New At least one Employer
Measure to be implemented in
Year 2
Will this apply separately to Adult, Dislocated &
Youth resulting in 18 measures?
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ATTACHMENT III
Local Board Membership Requirements
LWDB Members Who May Satisfy The Requirement
Representatives of
Business
(WIOA Section
The majority of the members of the Local Board must be representatives
of business in the local area. At a minimum, two members must
represent small business as defined by the U.S. Small Business
107(b)(2)(A)) Administration. Business representatives serving on Local Boards may
also serve on the State Board. Each business representative must meet the
following criteria:
•be an owner, chief executive officer, chief operating officer, or
other individual with optimum policymaking or hiring authority;
•provide employment opportunities in in-demand industry sectors
or occupations, as those terms are defined in WIOA section 3(23);
and provide high-quality, work-relevant training and development
opportunities to its workforce or the workforce of others (in the
case of organizations representing business as per WIOA Sec.
107(b)(2)(A)(ii); and
•are appointed from among individuals nominated by local
business organizations and business trade associations.
Representatives of Not less than 20 percent of the members of the Local Board must be
Workforce workforce representatives. These representatives:
(WIOA Section •must include two or more representatives of labor
107(b)(2)(B)) organizations, where such organizations exist in the local area.
Where labor organizations do not exist, representatives must be
selected from other employee representatives;
•must include one or more representatives of a joint labor-
management, or union affiliated, registered apprenticeship
program within the area who must be a training director or a
member of a labor organization. If no union affiliated registered
apprenticeship programs exist in the area, a representative of a
registered apprenticeship program with no union affiliation
must be appointed, if one exists; and may include:
In addition to the representatives enumerated above, the Board may
include the following to contribute to the 20 percent requirement:
•one or more representatives of community-based
organizations that have demonstrated experience and expertise in
addressing the employment, training or education needs of
individuals with barriers to employment, including organizations
that serve veterans or provide or support competitive integrated
employment for individuals with disabilities; and
•one or more representatives of organizations that
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demonstrated experience and expertise in addressing the
employment, training, or education needs of eligible youth,
including representatives of organizations that serve out-of-school
youth.
Representatives of The balance of Local Board membership must include:
Education and Training •At least one eligible provider administering adult education and
(WIOA Section literacy activities under WIOA title II;
107(b)(2)(C)) •At least one representative from an institution of higher
education providing workforce investment activities, including
community colleges; and
•At least one representative from each of the following
governmental and economic and community development
entities:
o Economic and community development entities;
o The state Employment Service Office under the Wagner-
Peyser Act (29 U.S.C. 49 et seq.) serving the local area;
and
o The programs carried out under title I of the Rehabilitation
Act of 1973, other than sec. 112 or Part C of that title.
In addition to the representatives enumerated above, the CLEO may
appoint other appropriate entities in the local area, including:
•Entities administering education and training activities who
represent local educational agencies or community-based
organizations with demonstrated expertise in addressing the
education or training needs for individuals with barriers to
employment;
•Governmental and economic and community development
entities who represent transportation, housing, and public
assistance programs;
•Philanthropic organizations serving the local area; and
•Other appropriate individuals as determined by the chief elected
official.
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WIOA Program
Strategies
Partnering In Sector Strategies
•Organizing Industry To Strategize/Address Common
Workforce Needs
•Organizing Workforce/Education Professionals To
Provide Training And Education To Meet Industry Needs
•Developing A Plan To Connect Job Seekers With
Relevant Skillsets To Industries That Are Hiring
Purpose: Ensure Training Program Are Relevant To The
Economy
Building Career Pathways
•Progressive Skills Development
•Each Level Of Development Has Earnings Impact
(Stackable Credentials)
•Multiple Entry And Exit Points (On And Off Ramps)
Purpose: Access, Flexibility, Facilitated Navigation Of Training
And Education Programs
Utilizing “Earn-and-learn”
•Paid Work While Learning Skills
•Apprenticeships
•On-the-job Training (OJT)
•Subsidized/Transitional Employment
•Paid Internships
Purpose: Simultaneous Access To Income And Training For Those Who Cannot Afford Full Time Education
Organizing Regionally
•Value-added Partnerships (Both Sides Gain)
•Partnerships Based On Program Specialization/Core
Competencies
Purpose: Economies Of Scale, Gains To Exchange, Labor
Markets Are Regional, Industry Is Organized Regionally
Providing Supportive Services
•Dealing With Obstacles Faced By Clients, Customers,
Consumers, Students, Participants, Workers
•Subsidized Childcare
•Subsidized Transportation
•Books, Uniforms, Equipment
•Counseling
•Tutoring/Mentoring
Purpose: Removing Barriers To Program Completion And Employment
Creating Cross-system Data Capacity
•Diagnostic Data To Understand Labor Markets
•Research Data To Know What Works
•Performance Data To Ensure Success And Foster
Accountability
Purpose: Effective Use Of Resources
Integrating Service Delivery & Braiding Resources
•Each Partner Has Something To Contribute
•Everyone Has Limited Resources
•We Share Common Goals
Purpose: Optimize Limited Resources And Make Use Of
Program Specialization To Better Serve Individuals
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Contra Costa County
Contra Costa County’s Local Plan Vision supports a
network that creates and promotes dynamic education
systems, high-performing businesses, and a prosperous
local economy with an abundance of high-quality jobs
and skilled workers to fill them. This vision is being
realized through strategies such as:
• Analysis of the local and regional economy and
priority industry sectors;
• Development and expansion of relationships
with businesses and individuals from these
priority sectors;
• Creation of a regional workforce intermediary
organization that links, aligns and leverages the
collective assets of all partners;
• Investment in initiatives that prepare workers
for entry into career-pathway jobs; and
• Strengthening relationships with CTE providers
and other networks to effectively leverage
resources
Contra Costa’s East Bay regional economic and workforce analysis shows that the region has a highly
diversified workforce, world-class research and development institutions, growing innovation industries, a
well-developed physical infrastructure, and diverse residential communities. The following priority and
emerging industry sectors were identified:
• Health;
• Advanced Manufacturing;
• Life Sciences/Biotech;
• Information and Communication Technology/Digital Media; and
• Energy Efficiency and Utilities.
Contra Costa’s Business Services Plan includes strategies that focus on working with partners to analyze, and
understand labor market trends that are responsive to the needs of business, and it also emphasizes the need
to improve systems and networks that bring together industry and education in support of regional economic
and workforce development priorities.
Contra Costa’s Adult Strategies are focused on developing and strengthening career pathway programs in
high-demand industries, increasing the number of underprepared job seekers who successfully transition to
post-secondary education, training, or employment, enhancing layoff aversion efforts, and expanding
apprenticeship, on-the-job training (OJT), and other training that enables workers to build skills while working.
Contra Costa’s Youth Strategies include promoting efforts that support K-12 educational achievement for
increasing numbers of youth and young adults and increasing opportunities for high school graduates and
disconnected youth to transition into post-secondary education and careers.
Administratively, Contra Costa will provide leadership in convening a broad range of partners to facilitate
efforts promoting the development of a skilled workforce, including increased transparency and accountability
for existing investments and securing additional resources that enhance regional economic prosperity.
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Contra Costa County WORKFORCE DEVELOPMENT BOARD STRATEGIC PLAN for 2013 – 2017 (Page 1 of 2)
BUSINESS SERVICES GOAL: Meet the workforce needs of high-demand sectors of the local
and regional economies
Obj 3.1: Analyze and understand trends and respond to business needs
Strat 3.1.1: Determine employer needs from analysis and direct engagement
Strat 3.1.2: Identify high-priority jobs for which it’s tough finding qualified candidates
Strat 3.1.3: Implement training and educational opportunities to close skills gaps and
enhance enhance business competitiveness
Strat 3.1.4: Strengthen linkages with business-serving organizations to expedite access to
resources resources and services beyond workforce development
Obj 3.2: Bring industry and education together to address workforce needs in priority sectors
Strat 3.2.1: Integrate business services (including WPA) within the One-Stop system
Strat 3.2.2: Collaborate with industry and education partners to develop solutions for
workers workers to acquire essential skills in high-growth, high-demand sectors
Strat 3.2.3: Foster collaboration between community colleges and DIR-DAS approved
apprenticeship apprenticeship programs for planned use of WIA Title I funds
Obj 3.3: Work with WDB partners to develop an array of innovative workforce services supports
Strat 3.3.1: Partner with business to implement customized job training strategies, including
OJT, OJT, with focus on employers from high-priority sector and occupations
Strat 3.3.2: Develop a proactive Rapid Response system that supports workers and
businesses, businesses, including those covered by the Trade Adjustment Act (TAA)
Obj 3.4: Support development and evolution of regional workforce and economic development
networks networks to address workforce education and training priorities
Strat 3.4.1: Work with key partners to organize and develop an East Bay workforce
intermediary intermediary network for funding and other resources to meet business needs
Strat 3.4.2: Organize sub-regional networks that align with regional needs and priorities
Strat 3.4.3: Explore and promote the establishment shared measures of workforce and
economic economic development success
ADULT STRATEGIES GOAL: Increase the number of Contra Costa residents who obtain
marketable and industry-recognized credentials or degrees, with special emphasis on unemployed,
low skilled, low-income, veterans, individuals with disabilities, and other in-need populations
Obj 4.1: Increase the number of career pathway programs in priority industry sectors
Strat 4.1.1: Identify and continue to monitor local priority industry sectors within the region
Strat 4.1.2: Collaborate with education, employer, local government, and other partners to
develop/enhance develop and/or enhance career pathway training programs in priority sectors
Strat 4.1.3: Provide a diverse array of training and services that enable participants to
credentials/degr obtain a credential or degree acknowledged by priority-sector employers
Obj 4.2: Increase the number of Adult Basic Education students who successfully transition to
Post-Se post-secondary education, training, or employment
Strat 4.2.1: Utilize emerging East Bay workforce intermediary to promote CTE and related
educational educational offerings and increase enrollment in post-secondary programs
Strat 4.2.2: Identify the unique needs of Adult Basic Education students and provide a
variety of variety of education and training opportunities to address them
Obj 4.3: Increase the number of under-prepared job seekers and displaced workers who enter
and and successfully complete education/training in demand industries
Strat 4.3.1: Identify attributes and needs of priority populations of under-prepared job
seekers seekers and displaced workers to facilitate access to education/training
Strat 4.3.2: Work with partners from education, CBOs, and other entities to provide a wide
range range of training options for under-prepared job seekers and displaced workers
Obj 4.4: Develop and implement a strategic layoff aversion strategy to retain workers in current
current jobs and provide rapid transition to new employment
Strat 4.4.1: Provide support to businesses facing potential layoffs and assist with solutions
to help to help retain or rapidly transition their existing workforce
Strat 4.4.2: Develop proactive training for workers at risk of layoffs
Obj 4.5: Expand the availability of apprenticeships, OJT, and other customized training that
enables enables workers to build skills while working
Strat 4.5.1: Collaborate with business and labor to determine needs for apprenticeships,
OJT, OJT, and other customized training and plan accordingly
Strat 4.5.2: Work with partners to strengthen existing apprenticeship programs, develop
new new apprenticeship opportunities, and link these to state supports
Strat 4.5.3: Expand the number and variety of “earn and learn” opportunities for job seekers
YOUTH STRATEGIES GOAL: Increase the number of high school students, with emphasis on
at-risk youth and those from low-income communities, who graduate prepared for postsecondary
vocational training, further education, and/or a career
Obj 5.1: Broaden the scope of the Youth Council and move from regulatory to strategic agenda
Strat 5.1.1: Engage Youth Council and WDB in a self-assessment process and set goals
goals and benchmarks to guide development of an integrated youth-serving vision
Strat 5.1.2: Participate in needs assessment and opportunity scan of county and provide
provide regular public reports on factors affecting successful local youth transition
Strat 5.1.3: Develop and implement strategies to direct WIA and other resources to serve
most youth and young adults most in need and support their success in training, etc.
Strat 5.1.4: Strengthen collaborations between workforce system and other programs and
and systems that seek to help youth with significant barriers to employment
Strat 5.1.5: Leverage employers to support WIA enrolled youth, engage K-12 Career
Pathways Pathway programs and community college initiatives, and influence growth of
educat education/training programs aligned with growth clusters and workforce needs
Obj 5.2: Collaborate with partners and participate in efforts to support K-12 educational
achievement achievement for increasing numbers of youth and young adults
Strat 5.2.1: Work with partners to establish baseline data for county High Schools and to
set set goals and measures for graduation and drop-out reduction and recovery
Strat 5.2.2: Work with education and others to increase access for at-risk populations in
Linked Linked Learning, Career Academies, and other high-school CTE offerings
Strat 5.2.3: Collaborate with and support career-focused strategies at high schools and
community community colleges, particularly those aligned with WDB priority industries
Strat 5.2.4: Work with partners to develop systems that effectively engage employers in
career career development and work-based learning opportunities for youth and
young young adults to learn about, explore, and prepare for careers
Strat 5.2.5: Work with partners to help identify potential dropouts and focus WIA and other
investments investments on interventions and supports to keep them connected/engaged
Strat 5.2.6: Collaborate with education partners to identify and replicate approaches to
provide provide pathways back to high school for recent dropouts
Obj 5.3: Work with partners to increase opportunities for High School graduates and
disconnecte disconnected youth to transition into postsecondary education and careers
Strat 5.3.1: Develop resources to establish baseline data and adopt goals and measures to
reflect reflect post-secondary participation and success rates
Strat 5.3.2: Work with Community Colleges, Apprenticeship Programs, Trade Schools and
others to others to offer more opportunities for disconnected youth to achieve success
Strat 5.3.3: Form functional teams of youth case managers and one-stop reps to increase
access access to and participation in one-stop services for entry level job seekers
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Contra Costa County WORKFORCE DEVELOPMENT BOARD STRATEGIC PLAN for 2013 – 2017 (Page 2 of 2)
ACCOUNTABILITY, ADMINISTRATION, & SYSTEM ALIGNMENT GOAL: Support
system alignment, service integration and continuous improvement, using data to support
evidence-based policymaking
Obj 6.1: Support and strengthen administration, management, and oversight roles and
respons responsibilities
Strat 6.1.1: Refine and update policies, procedures, and tools used to support needs and
requirements as requirements as a Local Workforce Investment Area (LWIA)
Obj 6.2: Create a high level of accountability for results and strengthen program performance
and and reporting
Strat 6.2.1: Develop and publish reports of WDB investments on WDB website and in
other other venues
Obj 6.3: Improve and expand the Workforce Development Board's communications systems
and and networks
Strat 6.3.1: Develop and implement a communications plan
Obj 6.4: Secure and expand resources that help to support workforce and economic
developme development in Contra Costa County and the greater region
Strat 6.4.1: Research and pursue targeted fund development opportunities focused on
local and local and regional economic and workforce development efforts
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East Bay Region SlingShot Initiative
Mission/Vision
The East Bay SlingShot initiative aims to strengthen regional economic prosperity
and improve income mobility by creating stronger relationships between
employers and community partners in the region’s key industries and six sub-
regions. The ultimate goal of the East Bay SlingShot initiative is to ensure that local
firms have the resources and support they need to grow and offer good jobs in the
region, and residents are prepared to access those opportunities, resulting in an
increased regional prosperity to be shared by all.
How will you get there?
To achieve the dual goals of SlingShot, the East Bay Region must support the
growth of industries that can provide good jobs and family-sustaining wages. In this vein, the SlingShot initiative will
focus on the following key industry sectors: Healthcare, Advanced Manufacturing, Biomedical, Transportation and
Logistics, and Information & Communications Technology. Working with business leaders across the region, the East
Bay Slingshot initiative will link, align, and leverage the assets and resources of our economic development, education,
and workforce development partners to create and implement a regional economic and workforce development
strategy designed to enhance income mobility and ensure even greater prosperity and opportunity in the coming
decade and beyond.
As a first step, the SlingShot team will convene employers by sector to lead the discussion and identify priority actions
that will truly stimulate the kind of business growth that leads to good jobs. Building on these discussions, industry and
community partners will identify roles and action for private and public sector partners to achieve the SlingShot goals.
Business leadership in action planning is a critical component of the East Bay SlingShot initiative. These first industry
sector meetings allow business to lead the conversation, determine the priority actions of SlingShot, and make real
commitments to this shared effort. As employers work with Slingshot partners to build more formal, detailed action
plans driven by our private sector partners, the specific strategies and tactics of the SlingShot Compact will be refined.
How will you know when you’ve arrived?
Working together through SlingShot, our goals for action include:
• Identifying immediate actions to accelerate economic growth & improve workforce outcomes;
• Improving linkages among related organizations and businesses, and helping them work together as partners;
• Elevating industry priorities to help mobilize business leaders as champions to build stronger education and
workforce systems; and,
• Better leveraging existing resources and efforts; and,
• Helping to identify and close gaps in services.
Who is on this Journey with you?
Business: All five (5) industry sectors above
Workforce Boards: Contra Costa, Alameda, Oakland, Richmond
Economic Development: East Bay Leadership Council, East Bay Economic Development Alliance
Education: Contra Costa Community College District, Peralta Community College Dist.
Labor and other organizations (public and community-based organizations) will also be working on implementation.
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FAMILY AND HUMAN SERVICES COMMITTEE 7.
Meeting Date:09/14/2015
Subject:Referral #44 - Challenges for EHSD
Submitted For: Kathy Gallagher, Employment & Human Services Director
Department:Employment & Human Services
Referral No.: 44
Referral Name: Challenges for EHSD
Presenter: Kathy Gallagher Contact: Kathy Gallagher
Referral History:
This referral to the Family and Human Services Committee was originally made by the Board of
Supervisors on April 25, 2000. Another referral, number 19, on Welfare Reform was referred on
January 21, 1997. On January 1, 2005, the Board of Supervisors combined these two referrals so
that the Department could provide updates on various aspects of their programs as the need arose.
Since that time, the Family and Human Services Committee has received annual updates from the
Employment and Human Services Department on a variety of issues impacting the Department.
Referral Update:
Please see the attached report from the Employment and Human Services Department.
Recommendation(s)/Next Step(s):
ACCEPT the report from the Employment and Human Services Department on the challenges the
department faces and forward it to the Board of Supervisors for informational purposes.
Fiscal Impact (if any):
No fiscal impact.
Attachments
EHSD Challenges
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40 Douglas Drive, Martinez, CA 94553 • (925) 313-1500 • Fax (925) 313-1575 • www.ehsd.org
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M E M O R A N D U M
Kathy Gallagher, Director
To: Family and Human Services Committee Date: September 2, 2015
Cc: Dorothy Sansoe
Enid Mendoza
From: Kathy Gallagher, EHSD Director
Subject: Family & Human Services Committee Report – EHSD Challenges
Included here are several significant challenges that the Employment & Human Services Department is
facing now, and projected into the future. Some of these are new and emerging challenges, others
continue from year to year. As the economy has improved, EHSD has focused on restoring our capacity
to meet the heightened expectations of the community and of our customers. This includes things like
speed of our service delivery in a highly automated society, shortened response times, more detailed
analyses of our program and fiscal data, more transparent communications, and more. A positive
customer experience through service and organizational excellence is our highest priority.
Table of Contents
1. Medi-Cal Funding Inadequate
2. CalWorks Work-Participation-Rate Risks
3. Total Compensation Disparities Impact Attracting and Retaining Qualified Staff
4. California’s Fostering Connections to Success Act Creates Unfunded Workload
5. Aging and Adult Services Reorganization
6. CSB Head Start Facing a Facilities Crisis
7. Developing a Results-Oriented Organization
Medi-Cal Funding Inadequate
EHSD continues to struggle with the inadequacy of State and Federal allocations for conducting MediCal
eligibility determinations, annual renewals and case management. The Department of Health Care
Services methodology for determining allocations to California’s 58 counties is not based on realistic and
equitable factors, such as the cost per case, number of applications and continuing caseload. Some
counties with smaller caseloads than that of Contra Costa are awarded a higher annual allocation. The
net result is our inability to maintain staffing levels that are sufficient to meet the high demand in our
county for health care access through the MediCal program. Consequently, we continue to struggle
with significant backlogs of applications, overdue renewals of eligibility, and excessive wait times for
callers. EHSD is the front door for the CCHP managed care system in our county that provides health
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access to our MediCal recipients. These backlogs and delays in EHSD have a rollover effect on the health
plan’s ability to meet their administrative mandates. Local health clinics are impacted as well.
Advocacy for a rational and fair allocation methodology on behalf of Contra Costa County can have an
impact. Later this year, the Department of Finance, Department of Health Care Services, CSAC and other
relevant stakeholders will begin an assessment of the current factors included in the allocation
methodology, and developing a proposed model for a future methodology. Contra Costa deserves
equity in the distribution of health care funding.
CalWorks Work-Participation-Rate Risks
The CalWORKs/Welfare-to-Work program is currently focused on increasing the Work Participation Rate
(WPR). The WPR reflects the percentage of participants that are in an approved activity (i.e.
employment, training program, volunteering etc.). The participants are required to be engaged in a
specific number of hours weekly based on their family size and situation. When a participant is engaged
in an approved activity for the required number of hours, they are meeting their WPR requirement and
are counted toward the WPR of the county.
Starting in the Great Recession (2008-09) and the years since, the State of California have failed to meet
the required WPR of 50%. As a result, a significant Federal penalty is looming which will impact our
county. The Federal Government has agreed to waive the penalty for these years if the State of
California meets the 50% WPR in the current Federal Fiscal Year (10/2014 – 9/2015).
Being one of the counties hardest hit by the Great Recession, Contra Costa County has struggled to meet
the WPR. Due to the economic downturn, we were required to terminate all of our discretionary
contracts, and now we have a very limited service spectrum for our WTW participants. We are diligently
collaborating with our community partners to identify and increase the services we can offer the
CalWORKs/WTW population.
As the economy in our county recovers and we experience an uptake in our employment rate, we have
also been able to raise our WPR. Although we are not currently meeting the WPR, we have implemented
an action plan that will result in a 2%-5% increase in the WPR by the end of September. With the State
of California’s WPR at 49%, it is imperative that we achieve a minimum increase of 2% and continue with
our goal of increasing the WPR by 8%-10% by the end of the calendar year. These are the first of many
steps that we will be taking to increase the WPR to 50%.
Total Compensation Disparities Impact Attracting and Retaining Qualified Staff
The Employment and Human Services Department (EHSD) is rebuilding its capacity and capabilities after
experiencing dramatic staff reductions during the period of 2007 to 2010. During this period, the
Department was forced into layoffs, and kept many positions unfilled because its budget was greatly
reduced. As the economy has improved, the federal and state allocations that are used to fund
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approximately 90% of the Department’s operations have increased and have allowed the Department to
start to rebuild.
At the same time, the Department continues to experience issues from the past recession. Wages and
benefits in Contra Costa County have not kept pace with surrounding counties, and even when wages
are similar, the amount employees pay for retirement and health benefits means that actual take home
pay is substantially lower. One very recent example is a Division Manager level position where the
person EHSD is hoping to attract is paying $90 for health benefits in her current county versus a cost of
$369 for the same plan in Contra Costa County. The take home pay issue is so acute that the
Department is compelled to offer pay at the top of the salary range to ensure that pay for outside
applicants actually increases when they accept a promotion in Contra Costa County. In addition, we
routinely advise applicants to check with HR Benefits and Retirement to ensure they have an accurate
picture of benefits costs in Contra Costa as compared to their present employment. There have been
instances of highly qualified people accepting positions and leaving after they receive their first check
and others declining positions because of the pay and benefits.
Coupled with the compensation and benefits disparities between Contra Costa County and the
surrounding counties is the trend in unemployment. As of May 2015, Bay Area counties are
experiencing unemployment rates as low as 3.3% with a high of 5.9% for Solano. Contra Costa’s rate
was 4.8%. It is a job seeker’s market and job seekers are in a position to pick and choose.
EHSD is losing trained and qualified staff to surrounding counties because employees realize that both
salaries and their take home pay will increase by accepting even a lateral placement in a neighboring
county. At the same time as EHSD is rebuilding its staff capacity, surrounding counties are doing the
same thing. There is strong competition for talent. EHSD has become a target for recruitment efforts by
other counties, and we are now a “training ground” for staff who take the training, knowledge and
experience they gained in Contra Costa County and move to adjacent counties for higher net
compensation. The impact of the salary and benefits disparities continues to make attracting and
retaining skilled and qualified staff a significant challenge.
California Fostering Connections to Success Act Creates Unfunded Workload
Assembly Bill 12, better known as the California Fostering Connections to Success Act, is a landmark
decision that offers soon-to-emancipate youth additional services and support beyond age 18 (the
previous age for emancipation from foster care), up to the age of 21. The requirement for monthly in-
person visitation has been extended to non-minors, up to the age of twenty-one, whether or not that
youth is placed in the county of original dependency, or she has moved far away, in some cases, to
distant states. At this point in the development and practice of AB12, the number of out-of-county and
out-of-state placements for non-minors is expanding rapidly, along with the cost for monthly in-person
visitation. With a growing number of out-of-state and far out-of-county placements, worker safety
concerns and steep costs associated with travel have come to the forefront of case management, as
monthly visits with these non-minors directly competes with each Social Worker’s time and attention
available to serve minor dependents and their families. Currently, when a youth relocates far out of
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county or to another state, the assigned social worker’s responsibility to provide ongoing case
management and monthly visitation presents a unique set of worker-related safety issues: workers who
drive long distances out of county or out of state are at added risk for exhaustion-related traffic
accidents since they are driving in unfamiliar, sometimes difficult to navigate territory; workers also face
the added stresses related to making travel, hotel, rental car and other arrangements, driving unfamiliar
vehicles in unfamiliar areas without adequate knowledge of area-specific safety concerns.
Our challenge is the time and cost to travel out of state on a monthly basis, especially with social
workers having to front the costs. It would be helpful if we had legislation addressing reciprocity
amongst states somewhat like the Interstate Compact Agreement (ICPC), which allows us to contract
with the other state to provide the oversight of foster care cases, however, that does not exist for non-
minor dependents as all states do not have the same programs in place.
Aging and Adult Services Reorganization
In-Home Supportive Services (IHSS), Adult Protective Services (APS), the Area Agency on Aging (AAA),
Information and Assistance, General Assistance (GA), and the IHSS Public Authority comprise the major
programs in this bureau, all of which suffered significant impacts during the recession. The recovery in
staffing and in efficient service delivery has been slow and unfocused. We are now pursuing a major
reorganization in the bureau to restore the integrated service system that was so successful in the past
and gave Contra Costa County the reputation as one of the “best practice” counties in the State. Elder
abuse, self-neglect, and victimization of dependent adults have been increasing in the county yet many
in the community do not make reports to APS as they are legally required to do. The GA program is
always under the microscope of various legal advocacy organizations, and over the past year some have
pointed out gaps in GA systems and processes. Lawsuits are always a considered a risk in this program
and prudent action is required to update our policies and practices. IHSS applications are backlogged as
are the annual reassessments of need. A tragic event in this program as a direct result of the business
processes have escalated the sense of urgency to reorganize and re-establish well defined and efficient
systems. Major new mandates will challenge the IHSS staff in the next year, and, continuing
collaboration with the health systems in establishing care coordination services will require strategic
efforts and expert leadership.
The bureau staff are dedicated and committed to their mission. They have shown the readiness for
change and for building a path to a new future for Aging and Adult Services.
CSB Head Start Facing a Facilities Crisis
Community Services continues to be challenged by the lack of facilities space and adequate funding to
renovate and repair potential space for childcare. This is the second year that the State Department of
Education has released a call for the expansion of preschool slots for which Community Services has not
been able to apply due to lack of space. Partners such as the Housing Authority and the school districts,
that at one time provided childcare space, no longer have the space available due to lack of funding and
the expansion of Transitional Kindergarten.
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This coupled with the fact that ACF (Administration for Children and Families) has not released quality
improvement funds since 2002 and the State Department of Education, since 2013, has not released
Facilities Renovation and Repair grant funding, has forced CSB to seek space that is childcare ready –
something that is not readily available in this county.
CSB traditionally has strategically partnered throughout the county with quality providers who have
existing space to ensure Head Start services are available in the neediest areas; however, our partners
are also experiencing their own facilities struggles. CSB’s largest childcare partner, Antioch Kid’s Club,
which housed more than 200 of CSB’s childcare slots, was forced to close its doors in July due to the loss
of their facility to the Antioch School District.
Community Services’ current centers are aging, and due to several years of budget reductions and
deferred maintenance, CSB spent nearly $800,000 in facilities repairs in the 2014-15 school year using
dollars received through the E-Rate Technology grant. Current advocacy efforts at the State and Federal
levels include advocating for facilities grant dollars to build and renovate space.
Developing a Results-Oriented Organization
EHSD is “data rich but information poor”. Our department programs are supported by a variety of
complex technologies and systems that gather reams of data – about our customers, about our
processes, about our performance. Unfortunately, during the recession EHSD lost much of its capability
to access and report some of our data that we should be using to guide our strategic thinking and
decision-making. We are struggling to rebuild the lost infrastructure in IT, and to develop and train
critical thinking skills in our newer analyst staff.
One of the initiatives that we are pursuing is a partnership with Santa Clara County Social Services
Agency to join their data warehouse. It provides detailed information about customers of the public
benefits programs as well as child welfare families. EHSD will access our data from the same computer
systems and programs using their data architecture. This will allow us to have considerably greater
access to data in our systems in ways that enhance our understanding of what is happening to the
people we serve. While this is an excellent opportunity, it is also a major challenge and will require
significant EHSD resources from IT, Policy & Planning and program staff. We will dedicate these
resources and will be prepared to provide enhanced information to stakeholders in the coming year.
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