The URL can be used to link to this page

Home My WebLink AboutBOARD STANDING COMMITTEES - 04232018 - FHS Cte Agenda Pkt FAMILY & HUMAN SERVICES COMMITTEE April 23, 2018 10:30 A.M. 651 Pine Street, Room 101, Martinez Supervisor Candace Andersen, Chair Supervisor John Gioia, 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. RECOMMEND to the Board of Supervisors the re-appointments of Keegan Duncan to the Consumer Seat of Any Age - Seat 4, and Joe Juarez to the Consumer Under 60 - Seat 2 on the In-Home Supportive Services Public Authority Advisory Committee, as recommended by the Authority. 4. RECOMMEND to the Board of Supervisors the re-appointments of Stacie Cooper-Roundtree, Carolyn Johnson, Edirle Menezes, Doug Rowe, Cindy Molander, and Cathy Roof to seats on the Local Planning and Advisory Council for Early Care and Education, as recommended by the County Office of Education. 5. CONSIDER accepting the report from the Health Services Department Behavioral Health Division regarding the California auditor's report on state oversight of Mental Health Services Act funds and DIRECT staff to forward the report to the Board of Supervisors for their information. (Warren Hayes, Mental Health Services Act Program Manager) 6. CONSIDER accepting the report from the Employment and Human Services Department on the Workforce Development Board and Workforce Innovation and Opportunity Act updates and DIRECT staff to forward it to the Board of Supervisors for their information. (Donna Van Wert, Interim WDB Executive Director) 7.The next meeting date is to be determined. 8.Adjourn F&HS Agenda Packet Page 1 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 F&HS Agenda Packet Page 2 FAMILY AND HUMAN SERVICES COMMITTEE 3. Meeting Date:04/23/2018 Subject:In-Home Supportive Services (IHSS) Public Authority Advisory Committee Appointments Submitted For: FAMILY & HUMAN SERVICES COMMITTEE, Department:County Administrator Referral No.: N/A Referral Name: Appointments to Advisory Bodies Presenter: N/A 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 a requirement that applications for at large/countywide seats be reviewed by the Board of Supervisors sub-committee. The Board established the In-Home Supportive Services (IHSS) Public Authority Advisory Committee in March 1998. In April 1999, the Board of Supervisors accepted and approved the IHSS Public Authority Implementation Team Findings and Recommendations, including recommendations regarding Advisory Committee membership criteria. In March 2001, the Board approved amendments to the membership criteria. As amended, the Advisory Committee consists of 11 members: 4 Consumers aged 60 or older, 2 Consumers aged under 60, and one member from each Supervisorial District. Under Board policy, the F&HS would typically review only general membership or “At-Large” seats, and would not review appointments to supervisorial district seats. However, when the Advisory Committee was originally established, the Board of Supervisors directed that the F&HS review and coordinate supervisorial district appointments to ensure that none of the following categories has more than one representative: senior advocate, advocate for younger disabled, representative from the developmental disability community, IHSS individual provider, IHSS family provider, social worker, nurse, community-based organization, home health agency. Terms of appointment are four years. Referral Update: There are currently 5 seats filled in the IHSSPA, 2 expired appointments pending reappointment, F&HS Agenda Packet Page 3 There are currently 5 seats filled in the IHSSPA, 2 expired appointments pending reappointment, and 4 vacant seats without pending candidates. The current membership is as follows: Seat Title Term Expiration Date Current Incumbent Incumbent Supervisor District Consumer 60 or Older - Seat 1 3/6/2018 VACANT Consumer 60 or Older - Seat 2 3/6/2020 VACANT Consumer Seat of Any Age - Seat 3 3/6/2018 VACANT Consumer Seat of Any Age - Seat 4 3/6/2018 Keegan Duncan IV Consumer Under 60 - Seat 1 3/6/2020 Wilson ChengI Consumer Under 60 - Seat 2 3/6/2018 Joe Juarez, Jr.V District I 6/13/2021 Mustafa Alsalihy I District II 3/6/2018 VACANT District III 3/6/2020 Sydney Anderson III District IV 3/6/2020 Wendell Snyder IV District V 6/30/2021 Chantana Vornvilaipan V Meeting attendance data was not available for this reporting period. Recommendation(s)/Next Step(s): RECOMMEND to the Board of Supervisors the re-appointments of Keegan Duncan to the Consumer Seat of Any Age - Seat 4, and Joe Juarez to the Consumer Under 60 - Seat 2 on the In-Home Supportive Services Public Authority Advisory Committee, as recommended by the Authority. Fiscal Impact (if any): There is no fiscal impact. Attachments Memo to Reappoint Joe Juarez J.Juarez Application Memo to Reappoint Keegan Duncan K.Duncan Application F&HS Agenda Packet Page 4 Contra Costa County IHSS Public Authority 500 Ellinwood Way.  Suite 110  Pleasant Hill, CA 94523 To: Family and Human Services Committee From: Elizabeth Dondi, Executive Director Date: February 26, 2018 Subject: IHSS Public Authority Advisory Committee Reappointment_________ Current Status/Request Consumer Seat Under 60 – Seat 2 is up for Reappointment Joe Juarez, Jr. has held seat 2 for Consumers under 60 and is requesting reappointment. His current term expires on 3/6/2018 and if reappointed, his new term would end in March 2021. Mr. Juarez has been an active member of the committee. Please see attached application and email of interest. Mr. Juarez resides in Pittsburg City District V. Other filled at large seats include: 1. Consumer Under 60 Seat 1 – residency in El Cerrito City District I 2. Consumer Any Age Seat 4 – residency in Pleasant Hill City District IV Outreach Advisory Committee consumer vacancies are posted on the Public Authority website and in the Public Authority lobby through the use of recruitment flyers. These flyers are also distributed at provider orientations and at consumer/provider trainings. Recommendation I hereby recommend that Mr. Juarez be reappointed to his seat on the Advisory Committee. He has done an outstanding job of providing input at meetings and has an excellent attendance. He is an advocate for seniors and for those with disabilities. He has provided sound guidance and suggestions on IHSS program policies and procedures. Thank you for your consideration in this matter. I look forward to hearing from you regarding the committee’s recommendation. I can be reached at 3 -6675 or via email at edondi@ehsd.cccounty.us . F&HS Agenda Packet Page 5 F&HS Agenda Packet Page 6 F&HS Agenda Packet Page 7 F&HS Agenda Packet Page 8 F&HS Agenda Packet Page 9 Contra Costa County IHSS Public Authority 500 Ellinwood Way.  Suite 110  Pleasant Hill, CA 94523 To: Family and Human Services Committee From: Elizabeth Dondi, Executive Director Date: April 13, 2018 Subject: IHSS Public Authority Advisory Committee Reappointment_________ Current Status/Request Consumer Any Age Seat 4 is up for Reappointment Keegan Duncan has held seat 4 for Consumers Any Age and is requesting reappointment. His current term expired on 3/6/2018 and if reappointed, his new term would end in 2021. Mr. Duncan has been an active member of the committee. Please see attached application and email of interest. Mr. Keegan Duncan resides in Pleasant Hill City District IV. Other filled at large seats include: 1. Consumer Under 60 Seat 1 – residency in El Cerrito City District I 2. Consumer Under 60 Seat 2 – residency in Pittsburg City District V Outreach Advisory Committee consumer vacancies are posted on the Public Authority website and in the Public Authority lobby through the use of recruitment flyers. These flyers are also distributed at provider orientations and at consumer/provider trainings. Recommendation I hereby recommend that Mr. Duncan be reappointed to his seat on the Advisory Committee. He has done a good job of providing input at meetings and has a good attendance record. He is an advocate for seniors and for those with disabilities. Thank you for your consideration in this matter. I look forward to hearing from you regarding the committee’s recommendation. I can be reached at 3 -6671 or via email at edondi@ehsd.cccounty.us . F&HS Agenda Packet Page 10 F&HS Agenda Packet Page 11 F&HS Agenda Packet Page 12 F&HS Agenda Packet Page 13 F&HS Agenda Packet Page 14 FAMILY AND HUMAN SERVICES COMMITTEE 4. Meeting Date:04/23/2018 Subject:Appointments to the Local Planning and Advisory Council for Early Care and Education (LPC) Submitted For: FAMILY & HUMAN SERVICES COMMITTEE, Department:County Administrator Referral No.: 25 Referral Name: Child Care Planning/Development Council Membership Presenter: N/A 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. The Local Planning and Advisory Council for Early Care and Education (LPC) coordinates programs and services affecting early child care and education, including recommendations for the allocation of federal funds to local early child care and education programs. The LPC consists of 20 members: 4 consumer representatives - a parent or person who receives or has received child care services in the past 36 months; 4 child care providers - a person who provides child care services or represents persons who provide child care services; 4 public agency representatives - a person who represents a city, county, city and county, or local education agency; 4 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; and 4 discretionary appointees - a person appointed from any of the above four categories or outside of those categories at the discretion of the appointing agencies. Terms of appointment are 3 years. Referral Update: There are currently 17 seats filled and there are 3 vacancies on the LPC. These vacancies are in the following seats: Child Care Provider 3 - Central/South, Consumer 3 - Central/South, and Consumer 4 – East. Renewal applicants Stacie Cooper-Roundtree, Cynthia Molander, Cathy Roof, Carolyn Johson, Edirle Menezes, and Dough Rowe, submitted their applications for consideration and their reappointments were approved by the LPC. Please see the attached memo and correspondence for additional information. The current membership is as follows: Seat Title Term Expiration Date Current Incumbent Incumbent Supervisor District No. of Meetings Attended Since Appointment Date Total No. of Meetings Held Since Appointment Total No. of Absences Allowable in Bylaws Child Care Provider 1 - West County 4/30/2019 Silvana Mosca-Carreon 2 Child Care Provider 2 - Central/South Co.4/30/2019 Brenda Brown 2 Child Care Provider 3 F&HS Agenda Packet Page 15 Child Care Provider 3 - Central/South 4/30/2019 Vacancy 2 Child Care Provider 4 - East County 4/30/2018 Stacie Cooper-Roundtree III 3 3 2 Community 1 - West County 4/30/2019 Eric Peterson 2 Community 2 - Central/South County 4/30/2019 Deborah Penry 2 Community 2 - Central/South County 4/30/2019 Vacancy 2 Community 3 - Central/North County 4/30/2018 Cynthia Molander IV 1 2 2 Community 4 - East County 4/30/2019 Phelicia Lang 2 Consumer 1 - West County 4/30/2019 Crystal McClendon-Gourdine 2 Consumer 2 - Central/South County 4/30/2019 Denise Clarke 2 Consumer 3 - Central/South County 4/30/2020 Vacancy 2 Consumer 4 - East County 4/30/2018 Vacancy 2 Discretionary Appointee 1 - East County 4/30/2018 Eran Perera 2 Discretionary Appointee 2 - Central/South 4/30/2018 Dan Safran 2 Discretionary Appointee 3 - Central/South 4/30/2018 Cathy Roof V 12 12 2 Discretionary Appointee 4 - West County 4/30/2019 Aurora Ruth 2 Public Agency 1 - West County 4/30/2018 Carolyn Johnson IV 12 12 2 Public Agency 2 - Central/South County 4/30/2017 Edirle Menezes II 5 5 2 Public Agency 3 - Central/South County 4/30/2019 Joan Means 2 Public Agency 4 - East County 4/30/2018 Doug Rowe V 9 11 2 *Not all data was available at the time of reporting this table. Office of Education working on gathering additional table data. Recommendation(s)/Next Step(s): RECOMMEND to the Board of Supervisors the re-appointments of Stacie Cooper-Roundtree to Child Care Provider 4 – East County, Carolyn Johnson to Public Agency 1 – West County, Edirle Menezes to Public Agency 2 – Central South County, Doug Rowe to Public Agency 4 – East County, Cindy Molander to Community – Central/South County, and Cathy Roof to Discretionary 3 – Central/South County seats on the Local Planning and Advisory Council for Early Care and Education, as recommended by the County Office of Education. Fiscal Impact (if any): There is no fiscal impact. F&HS Agenda Packet Page 16 There is no fiscal impact. Attachments LPC Reappointments Memo and Candidate Applications F&HS Agenda Packet Page 17 F&HS Agenda Packet Page 18 F&HS Agenda Packet Page 19 F&HS Agenda Packet Page 20 F&HS Agenda Packet Page 21 F&HS Agenda Packet Page 22 F&HS Agenda Packet Page 23 F&HS Agenda Packet Page 24 F&HS Agenda Packet Page 25 F&HS Agenda Packet Page 26 F&HS Agenda Packet Page 27 F&HS Agenda Packet Page 28 F&HS Agenda Packet Page 29 F&HS Agenda Packet Page 30 F&HS Agenda Packet Page 31 F&HS Agenda Packet Page 32 F&HS Agenda Packet Page 33 F&HS Agenda Packet Page 34 F&HS Agenda Packet Page 35 F&HS Agenda Packet Page 36 F&HS Agenda Packet Page 37 F&HS Agenda Packet Page 38 F&HS Agenda Packet Page 39 F&HS Agenda Packet Page 40 F&HS Agenda Packet Page 41 F&HS Agenda Packet Page 42 F&HS Agenda Packet Page 43 F&HS Agenda Packet Page 44 F&HS Agenda Packet Page 45 F&HS Agenda Packet Page 46 F&HS Agenda Packet Page 47 F&HS Agenda Packet Page 48 F&HS Agenda Packet Page 49 F&HS Agenda Packet Page 50 F&HS Agenda Packet Page 51 F&HS Agenda Packet Page 52 F&HS Agenda Packet Page 53 F&HS Agenda Packet Page 54 FAMILY AND HUMAN SERVICES COMMITTEE 5. Meeting Date:04/23/2018 Subject:Mental Health Services Act / Proposition 63 Funding Submitted For: FAMILY & HUMAN SERVICES COMMITTEE, Department:County Administrator Referral No.: 117 Referral Name: Mental Health Services Act / Proposition 63 Funding Presenter: Warren Hayes, MHSA Program Manager Contact: Enid Mendoza, (925) 335-1039 Referral History: A recent state audit appears to indicate that California counties are not spending money from a special tax on millionaires that should be spent on mental health programs. The audit found that county mental health programs had not spent $231 million from the tax that should have been returned to the state by the end of the 2015-16 budget year. Approved by California voters in November 2004, Proposition 63 imposes a 1% tax on incomes in excess of $1 million and directs those collections to the provision of mental health services. The Mental Health Services Act (MHSA) has expanded mental health care programs for children, transition age youth, adults, and older adults. Services are client and family driven and include culturally and linguistically appropriate approaches to address the needs of underserved populations. They must include prevention and early intervention as well as innovative approaches to increasing access, improving outcomes and promoting integrated service delivery. The MHSA added Section 5891 to the Welfare & Institutions Code, which reads in part, “The funding established pursuant to this Act shall be utilized to expand mental health services. These funds shall not be used to supplant existing state or county funds utilized to provide mental health services”. The first yearly MHSA Program and Expenditure Plan for Community Services and Supports was approved by the Board of Supervisors and submitted to the State Department of Mental Health on December 22, 2005. The Prevention and Early Intervention component was added in 2009, and the remaining components of Innovation, Workforce Education and Training, and Capital Facilities/Information Technology were added in FY 2010-11. Each subsequent year an annual update was approved, which included program refinements, program changes when indicated, and the development of new programs identified by a local stakeholder-driven community program planning process. Contra Costa integrated the five components into the MHSA Three Year Program and Expenditure Plan for FYs 2014-17, and provided an annual plan update in FY 2015-16 and 2016-17. F&HS Agenda Packet Page 55 The MHSA Three Year Program and Expenditure Plan for FYs 2017-20 was approved and published in June 2017. On March 20, 2018, the Board referred to the Family and Human Services Committee the issue of MHSA / Proposition 63 funding and this became Referral No. 117 to this Committee. Referral Update: Attached is the first report from the Health Services Department Behavioral Health Division on this referral. Recommendation(s)/Next Step(s): ACCEPT the report from the Health Services Department Behavioral Health Division on the California auditor's report on state oversight of Mental Health Services Act funds and DIRECT staff to forward the report to the Board of Supervisors for their information. Fiscal Impact (if any): The MHSA expenditure plan has already been approved by the Board of Supervisors, therefore, there is no fiscal impact. In June of 2017, an average yearly budget ($51.3 million) in the MHSA Three Year Program and Expenditure Plan for FY 2017-20 was approved by the Board. This budget exceeded anticipated revenues ($45.3 million annually) by an average of $6 million per year. In partnership with stakeholders the County has already embarked on a Three Year Plan to spend down the County’s MHSA reserves to approximately $25 million by July 2020. Attachments MHSA Prop 63 Report F&HS Agenda Packet Page 56 WILLIAM B. WALKER, M.D. Health Services Director Cynthia Belon, L.C.S.W. Mental Health Director CONTRA COSTA MENTAL HEALTH 1340 Arnold Drive, Suite 200 Martinez, CA 94553-4639 Ph 925/957-5150 Fax 925/957-5156 MHSA@hsd.cccounty.us Contra Costa Substance Abuse Services  Contra Costa Emergency Medical Services  Contra Costa Environmental Health  Contra Costa Health Plan Contra Costa Hazardous Materials Programs  Contra C osta Mental Health  Contra Costa Public Health  Contra Costa Regional Medical Center  Contra Costa Health Centers March 21, 2018 RE: California Auditor’s Report on State Oversight of Mental Health Services Act (MHSA) Funds The California State Auditor has completed and released its report that evaluated the effectiveness of the Department of Health Care Services (DHCS) and the Mental Health Services Oversight and Accountability Commission (OAC) in providing oversight and guidance to counties in their use of MHSA funding. The Auditor found that the State could better ensure the effective use of these funds, and determined that the State:  Had not issued regulations and policies to Counties to determine acceptable levels of reserves, or unspent funding levels. The Auditor determined that $2.5 billion was excessive.  Had not developed a process for recovering MHSA funds from Counties after time frames for spending the funds had elapsed. The Auditor estimated that $230 million should have been reverted back to the State for redistribution.  Had not provided guidance to Counties on how they should treat interest earned on unspent MHSA funds. It was estimated that Counties had accumulated $80 million in interest on unspent MHSA funds.  Had not enforced reporting deadlines for Counties to submit MHSA Revenue and Expenditure Reports. As part of this audit three Counties (Alameda, Riverside and San Diego) participated. The Auditor determined that all three Counties allocated funds appropriately, and had no findings related to Counties monitoring projects effectively. During and subsequent to the audit process with resulting report the County Behavioral Health Director’s Association (CBHDA) has supported the findings and recommendations of the State Auditor, and welcomes further leadership and timely guidance from DHCS and the OAC regarding acceptable MHSA reserve levels. In addition, Assembly Bill 114, signed by the Governor last legislative session, gives guidance on use of funds subject to reversion, and has been followed up by DHCS issuing Information Notices for Counties to develop plans to spend by June 2020 any funds the State has determined to be subject to reversion. Contra Costa County Unspent Funds and Prudent Reserve. Table A of the State Auditor’s report indicates that as of July 1, 2016 Contra Costa County had a MHSA fund balance of $45,956,000, which includes $7,125,000 in Prudent Reserves and $2,753,000 in accumulated interest. In June of 2017 the Board of Supervisors authorized an average yearly budget ($51.3 million) in the MHSA Three Year Program and Expenditure Plan for FY 2017-20 that exceeded anticipated revenues ($45.3 million annually) by an average of $6 million per year. In partnership with stakeholders the County has already embarked on a Three Year F&HS Agenda Packet Page 57 Plan to spend down the County’s MHSA reserves to approximately $25 million by July 2020. New and additional funding has been budgeted for supportive housing, additional services for children and youth, expanding the capacity for mobile crisis response teams, and developing stronger support for family members and loved ones of consumers. This program and funding strategy was the culmination of an extensive Community Program Planning Process where stakeholders participated in determining service priorities and provided input on what level of funding reserves were prudent for the County’s Three Year Program and Expenditure Plan. The Mental Health Services Act, as enacted in 2005, stipulates that counties are to establish a prudent reserve to ensure services do not have to be significantly reduced in years in which revenues are below the average of previous years (WIC Section 5892). This sound fiscal practice has been left up to counties to determine what level of reserve is prudent to ensure that existing programs can be sustained in future years. While MHSA revenues have been somewhat volatile over the years, in general revenues, on average, have exceeded inflation. This has put counties in the position of determining what level of risk to assume in budgeting more dollars than projected revenue. Complicating this issue is the “No Place Like Home” state legislation that will unilaterally divert over $2 billion from the State MHSA Trust Fund for permanent housing units for persons with mental illness. Affordable housing remains a Contra Costa priority, as it is a key element in quality mental health care. However, when fully implemented this state administered program is estimated to lessen disbursement to Contra Costa of over $2 million annually in MHSA funds for local mental health services. Funds Subject to Reversion. DHCS Information Notice No.: 17059 determined that Contra Costa had $2,059,690 in 2009-10 Prevention and Early Intervention (PEI) revenue subject to reversion, and $167,226 in 2006-7 Workforce Education and Training (WET) revenue subject to reversion. Contra Costa has chosen not to dispute these numbers, as the county’s current MHSA Three Year Plan has already earmarked the unspent PEI funds to be spent on expanding the County’s First Hope program to add additional staff to serve youth experiencing a first psychotic episode. In the WET category of Financial Incentives the County has implemented a County funded loan repayment program to address critical psychiatry shortages. Thus all identified funds subject to reversion will be spent by June 2020. As per DHCS requirement this plan will be sent to the State by June 30 of this year. Interest Earned on Unspent Funds. The statute resulting from the Mental Health Services Act is silent on the use of interest earned on unspent funds. In the absence of state rulemaking Contra Costa has treated annual interest earned as revenue to be spent each year on local mental health services, rather than allow the funds to accumulate. MHSA Revenue and Expenditure Reports. Each year Contra Costa has submitted accurate revenue and expenditure reports within the time frames stipulated by DHCS, and is interested in the State Auditor’s unstated methodology for determining that, “only one of the 59 local mental health agencies submitted its fiscal year 2015-16 annual reporting by the regulatory deadline.” Contra Costa County has continued to responsibly manage its MHSA revenues, and, with stakeholder participation, has in place a Three Year Plan that not only maximizes spending for mental health services, but prudently plans for their sustainment in future years. F&HS Agenda Packet Page 58 FAMILY AND HUMAN SERVICES COMMITTEE 6. Meeting Date:04/23/2018 Subject:Workforce Innovation and Opportunity Act Annual Update Submitted For: FAMILY & HUMAN SERVICES COMMITTEE, Department:County Administrator Referral No.: 109 Referral Name: Workforce Innovation and Opportunity Act Presenter: Donna Van Wert, Interim WDB Executive Director Contact: Enid Mendoza, (925) 335-1039 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 (F&HS). WIOA was signed into law on July 22, 2014. WIOA is designed to help job seekers access employment, education, training, and support services to succeed in the labor market and to match employers with the skilled workers they need to compete in the global economy. Congress passed the Act by a wide bipartisan majority; it is the first legislative reform in 15 years of the public workforce system. WIOA was expected to significantly impact the Employment and Human Services Department (EHSD) and the way the Workforce Development Board does its work. Therefore, updates on the impacts and changes was referred to F&HS. Referral Update: Please see the attached report for an update on the Workforce Development Board and Workforce Innovation and Opportunity Act. The last report on this topic to F&HS was on May 22, 2017. Recommendation(s)/Next Step(s): ACCEPT the report from the Employment and Human Services Department on the Workforce Development Board and Workforce Innovation and Opportunity Act updates and DIRECT staff to forward it to the Board of Supervisors for their information. Fiscal Impact (if any): There is no fiscal impact; this report is informational only. Attachments WDB and WIOA Update Report F&HS Agenda Packet Page 59 F&HS Agenda Packet Page 60 Workforce Development Board of Contra Costa County (WDBCCC) April 2018 Page 1 of 7 Workforce Innovation & Opportunity Act (WIOA) Implementation Update AJCC Certification WIOA establishes a framework under which Local Boards are responsible for maintaining a network of high‐quality effective AJCCs. To assist in these efforts, the California Workforce Development Board (State Board), in consultation with an AJCC Certification Workgroup comprised of state‐level partners and Local Board representatives, developed objective criteria and procedures for Local Boards to use when certifying the AJCCs within their Local Workforce areas. At this point we are only required to certify our comprehensive AJCC (Concord). WDB members selected an Ad‐hoc committee to oversee the certification. The committee consists of 3 board members, staff, and the One‐Stop Operator. The Concord AJCC has completed a self‐assessment and developed a presentation for the WDB Ad‐hoc committee. Ad‐hoc presentations and reviews were held on January 16th and February 26th. The Ad‐hoc committee met to review the self‐assessment, conduct interviews, and validate the information for final certification submission. The final assessment and recommendation for certification will go before the WDB for approval on May 1st and submitted to the State well ahead of the June 30th deadline. Selection of AJCC Operators and Career Services Providers: Career Services Provider The WDB originally submitted a request to continue to serve as the provider for Adult and Dislocated Worker career services, however due to a drastic reduction in funds over the last 3 years the WDB has made the decision to procure out these services. An RFP was developed and released on November 17th and the mandatory bidders conference was held on December 12th. There was a robust turnout with over 30 participants representing 14 separate agencies/organizations. Proposals were due February 5th, 2018. Five proposals were submitted in response to the RFP and after significant due diligence in reviewing, reading and rating, a recommendation was submitted to the WDB Executive Committee and on March 14th the Committee approved the review panel’s recommendation to award the contract to Rubicon on behalf of the Contra Costa Workforce Collaborative (CCWC). This award will come before the Board of Supervisors for approval in May. The Collaborative is an innovative public‐nonprofit partnership of Contra Costa County workforce development organizations that currently operate within the County and was created specifically in response to this RFP. The Collaborative consists of our Community Colleges, our Adult Education partners, Opportunity Junction, Lao Family Community Development, New Horizons, San Pablo EDC, and SparkPoint with Rubicon as the lead. With this delivery model the Concord AJCC will remain the comprehensive site with Rubicon providing services on‐site and partners providing access points at their existing sites throughout Contra Costa ranging from far East to West Contra Costa: 12 access points in total. F&HS Agenda Packet Page 61 Workforce Development Board of Contra Costa County (WDBCCC) April 2018 Page 2 of 7 While this will change our delivery system dramatically, we are excited about this innovative approach and believe that it may well become a WIOA model and best practice for the future. There is much work ahead of us including the closure of 3 of our existing sites and the elimination of existing staff positions. We are dedicated to ensuring that all of our existing staff land safely at a comparable position within the County and are working hand‐in‐hand with EHSD personnel and the Unions to ensure this. Our Antioch site will close on April 19th and it is anticipated that Brentwood and San Pablo will close on May 31st. The Concord site will remain open and manage the transition, with Rubicon stepping in to provide seamless services. We recognize there will be a void in some areas, for some WIOA services for the month of June, and we ask for your support during this transition. We will be directing ALL customers to Concord and/or the closest partner agency during the transition and we will be deploying existing staff to partner sites to provide services and support our customers during the June transition. One‐Stop Operator: The selected One‐Stop Operator, Glen Price Group, is in place and working with staff and our AJCCs fulfilling their new role. The One‐Stop Operator is convening all MOU partners to discuss the MOU process and implementation. MOU Phase I: MOU Phase I was approved and has been fully signed and completed as of August of 2017. MOU Phase II: We have secured signatures from all co‐located partners that will share in these costs and submitted this to the State with Board of Supervisor signature on December 5th. Regional and Local Organizing and Training: With local and regional plans approved, and regional planning units designated, the State is dedicated to supporting regional collaborations that will increase efficiencies, create economies of scale within regions, and align and standardize services within regions. With the most recent award of $775,000, as the lead, the WDB has received $1,060,714 to date to support regional efforts among the East Bay Regional Planning Unit (EBRPU). The East Bay WDB directors continue to meet to discuss how these resources can be utilized for training and professional development, and to further support our regional industry sector partnership efforts. Challenge: While the WDBCCC is honored to be the lead in this endeavor, managing contracts under EHSD is very cumbersome and this has created an additional burden of reporting and workload with very little compensation. WIOA Youth Programs With WIOA formula funds coming in even lower than early projections youth contracts had to be re‐ negotiated to even lower levels of award and therefore service levels. Current service provider contracts have decreased 40% in the past 3 program years. Program year 2017‐18 youth contractors include: F&HS Agenda Packet Page 62 Workforce Development Board of Contra Costa County (WDBCCC) April 2018 Page 3 of 7 Contra Costa County Office of Education, Mt. Diablo Unified School District, and Bay Area Community Resources. Negotiations for PY 2018‐19 contract renewals are in process and It is anticipated that the funding for these contracts will remain level. FY 2017‐2018 Overview to Date: See attached summary Regional Initiatives (Economic Development, Education, Workforce Development) East Bay Slingshot While initial funding for this initiative is set to expire, the State has issued competitive funding opportunities to continue to support this initiative to a level of sustainability. Contra Costa and the East Bay Region continue to be recognized for our SlingShot model and successes. The East Bay RPU continues to support all 5 of the sector partnerships to build capacity and sustain these efforts regionally. A significant portion of the RPU recent award of $775,000 will be used to support these efforts. Economic Development, EC2 and the Northern Waterfront Initiative The WDB remains actively involved with local economic development efforts including EC2 and the Northern Waterfront Initiative. The WDB sponsored and participated in the recent summit on EC2 October 20, 2017 and is committed to working with the Northern Waterfront and is currently participating in the efforts around developing a workforce vision for the area being coordinated by Emerald HPC International K‐12 Education & Community College CTE linkages Contra Costa County Adult Education Consortia: the WDB ED continues to work closely with the Consortia; attending meetings and serving as subject matter expert as requested, collaborating on funding opportunities and supporting the overall mission of the consortia. California Career Pathway Trust (CCPT): The WDB continues to be very involved with (CCPT) however this funding is sun setting and the WDB is evaluating areas to continue to support this work with limited resources. With remaining funds from the CCPT Round II grant the WDB is committed to continue to support the work through the Earn & Learn East Bay Initiative for students being served through these grants. Earn and Learn East Bay is in the process of building a framework to build capacity and support and sustain this initiative regionally. Earn & Learn East Bay (ELEB) is an engagement and recruitment campaign coordinated by the WDBCCC, the Contra Costa Economic Partnership (CCEP) and Diablo Gateways to Innovation (DGI). DGI is a collaborative effort among a wide range of educational and workforce partners actively supporting career pathways for youth and young adults in our region. The Earn & Learn East Bay initiative provides compensated work‐based learning opportunities to youth through meaningful workplace experiences, summer and year‐round placement, internships and apprenticeships, or in industry‐led summer learning experiences. The WDB continues to be the lead in organizing this initiative regionally and has developed a regional steering committee to build capacity and sustain this initiative, which is garnering both F&HS Agenda Packet Page 63 Workforce Development Board of Contra Costa County (WDBCCC) April 2018 Page 4 of 7 state and national recognition as an emerging best practice. The WDB, through the Alameda CPR4 grant, recently hired an operations manager to assist with alignment of technology platforms, operational protocols, project management and internal operations. Business Services The WBD business services team continues to work closely with our local chambers, our city offices and economic development entities throughout the county, our identified regional sector partnerships and other programs and partnerships. Partnerships include: EB Advanced Manufacturing Partnership, EB Health Workforce Partnership, EB Transportation and Logistics Partnership, and EB Information and Communications Technology Partnership, the CCWORKS Program, Earn & Learn East Bay), and AB 109/AB 2060 focusing on serving the reentry population through increased employer engagement. Highlights include:  Convened 2 Fair Chance Employer Summits in May (Central), October (West) and third coming up May 16, 2018 at East County.  Exceeded number of Fair Chance Pledges for reentry friendly employers as required by the AB2060 Forward Focus Grant.  Hosted 2 workshops at statewide conferences in Sept 2017 and Feb 2018 to share our work with reentry.  Coordinated career fair in West County, Feb 2018 in collaboration with Contra Costa College and partners. Rapid Response & Layoff Aversion Summary FY 2016‐2017  13 WARNS received  978 Laid‐Off Workers  2 RR orientations, on “121 reports.”  21 Laid‐Off workers attended orientations, on RR “121 reports.”  6 companies, 90 jobs saved, on RR “122 reports.” FY 2017‐2018  7 WARNS received  1127 Laid‐Off Workers  1 RR orientation, on “121 reports.”  28 Laid‐Off workers attended RR orientations and on “121 reports.”  2 companies, 4 jobs saved on RR “122 reports.” Small Business Development Center Partially funded by the Small Business Administration (SBA), this program, hosted by the WDBCCC, delivers individualized advising and group training to current and aspiring business owners in English and Spanish throughout the County. The SBDC actively partners with myriad public, nonprofit, and private sector organizations to attract “high‐impact” employers as well as community‐based agencies to reach and serve low‐to‐moderate income (LMI) residents. F&HS Agenda Packet Page 64 Workforce Development Board of Contra Costa County (WDBCCC) April 2018 Page 5 of 7 The SBDC braids and leverages federal Small Business Administration (SBA) funding with state and local support from the Governor’s Office of Business and Economic Development (GO‐Biz), Community Development Block Grant (CDBG) and Keller Canyon Mitigation funds. Approximately 75% of our clients self‐identify as 80% below the area median income. In FY 2016‐2017 the Center advised 1056 individuals, 607 of whom were in business and delivered 137 trainings to 758 participants. In calendar year 2017, the Center advised 877 individuals, 498 of whom were in business and delivered 151 trainings to 808 participants. The Center publishes several success stories every quarter. One was picked up by the SBA District Office: https://www.sba.gov/content/mindful‐test‐taking‐success‐story CCWORKS Under the direction of the WDBCCC the CCWORKS subsidized employment program continues to have a high success rate of finding work experience opportunities for CalWORKS recipients. The WDBCCC continues to work on deepening its collaboration with the CalWORKS program and is currently strategizing a process for co‐enrollment. Highlights:  Second year implementing VITA Tax program training CCWORKS participants to provide tax preparation services for Contra Costa County residents: o 5 new tax assistance worksites established o 2 current CCWORKS/VITA placements  Created annual wage reimbursement data report based on location (per city) highlighting local economic impact (annually/over 4 years – attached)  Total CCWORKS placements FY 2016‐2017 = 151; YTD 2017‐2018 = 80 as of March 2018 . One‐Stop/America Job Centers of CA (AJCC) Operations The WDB continues to be a high performing Board by consistently meeting all performance measures required by the State and WIOA, which is a direct result of the quality of services provided at our AJCCs. While the current delivery model will be changing as of July 1st with our new providers coming on board, we are confident that we will continue to excel and provide the same quality of service while creating a new and innovative model for service delivery that provides even greater access and support for the customers we serve. Highlights The WDB has created unique Workforce Integration Network (WIN) teams, which are comprised of community‐based organizations and other public sector partners, to examine ways to better coordinate and align resources and efforts around employment and other services. Three (3) different teams, representing the West, Central, and East Contra Costa sub‐regions are growing and meet bi‐monthly to share information, coordinate referrals, and plan events. These Networks have strong participation from dozens of community partners throughout the County. F&HS Agenda Packet Page 65 Workforce Development Board of Contra Costa County (WDBCCC) April 2018 Page 6 of 7 Program Overview FY 2016‐2017 Overview: Enrollments: 597 (125 Youth) Training: 116 Adult; 72 Dislocated Workers; 8 Youth at an average cost of training of $2,851 Placements: 277 (A/DW only) On site recruitments: 319 FY 2017‐2018 Overview to Date: Enrollments: 301 (60 Youth) Training: 123 Adult; 29 Dislocated Workers; 11 Youth at an average cost of training of $2,541 Placements: 225 On site recruitments: 96 Business $53,000 13% Healthcare $231,600 55% Transportation /Logistics $96,900… ICT $22,000 5% Other $16,400 4% Program Year 2017 Trainings F&HS Agenda Packet Page 66 Workforce Development Board of Contra Costa County (WDBCCC) April 2018 Page 7 of 7 STRATEGIC EFFORTS / COLLABORATION California Emerging Technology Fund — Affordable Internet + Free Computers — OUTCOMES, Nov 2017 to present:  38 customers requested CETF program information at Career Center Services Orientation (Concord only)  19 contacted in follow‐up / 19 unable to reach; 1 signed up for Internet; 1 rec’d computer from Tech Exchange  Tech Fairs: Brentwood‐ February 27; Antioch‐ March 20; San Pablo‐ April 12; Concord‐ May 15 o 25 low‐income EASTBAY Works customers + 25 CalWORKs clients. Goal: Give away 200 computers. Challenge: Staffing at the AJCCs continues to be impacted due to a variety of reasons most significantly the declining budget. Several positions have been cut or remain vacant. While the decision has been made to procure out the delivery of these services as of July 1st, 2018, with these reductions the ability to continue to provide adequate services until July 1st is a concern; hours have been reduced at several locations and a team has been assembled to address the transition of services. Budget/Grants/Funding Opportunities The WDB budget is stable for the current FY 2017‐2018 and funding for FY 2018‐2019 is expected to remain level. The WDB has prioritized pursing additional funding opportunities to support the important work we are tasked with. The WDB has or is considering pursing the following opportunities:  AB 109: The WDBCCC will continue to receive $208,000 annually from AB 109 funding for PY 2018‐2019. These funds have primarily been used for two purposes: 1) to deepen connections between the re‐entry community and businesses/employers; 2) to strengthen partnerships between the WDBCCC and other public agencies, as well as the contracted nonprofit service providers that are helping AB 109 participants reenter the community.  AB2060‐Forward Focus: in collaboration with Contra Costa Probation, and by leveraging our AB109 funding, the WDB secured a $400,000 AB2060‐Forward Focus grant in 2016; an employment and training grant for supervised populations. The WDB has effectively met the business engagement element of this grant by hosting 2 employer engagement summits focusing on educating business on second chance hiring practices. Staff has re‐engaged partners and probation, and is experiencing an increase in referrals and enrollments for this grant. The second round of funding for AB2060 was released and the WDB submitted a proposal on March 12th. This funding is available to current grantees only.  EDD Disability Employment Accelerator: The WDB was recently awarded $250,000 on behalf of the East Bay Region to support training, work experience and employment for people with disabilities. The East Bay RPU will be working with Futures Explored, East Bay Innovations, EDD and our Adult Education partners on this project. F&HS Agenda Packet Page 67 Workforce Development Board of Contra Costa County WIOA Youth Overview PY17-18 As of April 11, 2018(projected) Summary of Enrollments and Placements * Employment Placement figures are adjusted as verified data is reported by the EDD Unemployment Insurance division. As a result, placement figures will continue to rise for as much as a year later. Increases may be as much as 5-10%. Summary of Credentialing Rate 177 220 257 126 60 140 54 51 102 32 0 50 100 150 200 250 300 PY13 PY14 PY15 PY16 PY17 New Enrollments Placements in Post-Secondary or Employment 106 28 58 10 0 20 40 60 80 100 120 PY16 PY17 Enrolled in Credentialing Program Received a Credential to date Credentialing programs refers to education or training programs that lead to a recognized postsecondary or secondary school diploma or its recognized equivalent. Participants may obtain credentials up to one year after exit from the program. Secondary credentials are only counted if accompanied by placement in employment or postsecondary education. F&HS Agenda Packet Page 68 Workforce Development Board of Contra Costa County WIOA Youth Overview PY17-18 As of April 11, 2018(projected) Summary of Youth Demographics Summary of Youth Barriers 59% 41% Gender Female Male 56% 44% Paricipant Ages Under 19 19-24 1%2% 6% 16% 36% 39% Race/Ethnicity Hawaiian Native / Other Pacific Islander American Indian / Alaskan Native Asian White African American / Black Ethnicity Hispanic or Latino 604741372437941381682944258127050355114377239114305874421084666437722772344603736293780411780 100 200 300 400 500 Disabled English Language Learner Pregnant or Parenting Youth Justice Involved Homeless Basic Skills Deficient Foster Youth Low Income PY13 PY14 PY15 PY16 PY17 F&HS Agenda Packet Page 69 F&HS Agenda Packet Page 70 Company Name: Kerex Engineering Inc. Business Owner: Patrick Madden, President Phone: 347-613-5788 Email: info@kerexengineering.com Website: www.KerexEngineering.com Designations/Certifications: Class A Licensed Small Business Designation Contra Costa SBDC Address: 300 Ellinwood Way, # 300 Pleasant Hill, California 94523 Website: www.contracostaSBDC.org Phone: 925-602-6842 Director: Oscar Dominguez Kerex Engineering Inc. COMPANY PROFILE: Launched in 2015, Kerex Engineering Inc., delivers high quality construction engineering, excavation and concrete services. Whether the job involves sub-contractors, developers, public, private or nonprofit organizations, Kerex understands the unique requirements of each project and always goes the extra mile to make it a success. CHALLENGES: • Certifications required to do business with public entities • Understanding of compliance requirements of potential public-sector clients • Workforce development and growth • Lack of working capital SOLUTIONS SBDC advisors assisted with: • Secured small business certification through SAM’s, the System for Award Management, for federal government contracting, including the Department of General Services through CaleProcure. • Contracting compliance requirements including Injury/Illness prevention, heat exposure, drug and alcohol policies, safety and Department of Industrial Relations reporting. • Hired 3 new employees through On-the-Job Training (OJT) wage reimbursement program. • Secured a line of credit and working capital loan to smooth out company cash flow. RESULTS: Kerex launched soon after the founder starting work with the SBDC. With the support of advisors, the firm hired employees and has increased sales every year. CLIENT SATISFACTION: " I am very satisfied with assistance I received form the SBDC and my advisor Mitch Hardin. My business contracts and revenue tripled from 2015 to 2017. They also connected me with many outside reference’s and resources." SBDC Client Success Story COMPANY NAME: Kerex Engineering Inc. PRODUCTS/SERVICES: General contractor, specializing in concrete construction and underground utilities for public and private projects including driveway removal/ replacement, hauling services & city infrastructure. F&HS Agenda Packet Page 71