HomeMy WebLinkAboutBOARD STANDING COMMITTEES - 07292019 - FHS Cte Agenda Pkt
FAMILY & HUMAN SERVICES
COMMITTEE
SPECIAL MEETING
Note changed date: July 29, 2019
Note changed time: 9:00 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. RECEIVE and APPROVE the draft Record of Action for the June 10, 2019 Family &
Human Services Committee meeting. (Enid Mendoza, County Administrator's Office)
4. CONSIDER recommending to the Board of Supervisors the appointment of David
Boots to the Consumer 60 or Older - Seat 1 to the In-Home Supportive Services Public
Authority Advisory Committee to a term ending on March 6, 2022, as recommended
by the Authority. (Enid Mendoza, County Administrator's Office)
5. CONSIDER recommending to the Board of Supervisors the appointment of Pearl C.
Parmelee Cabrera to the Alternate seat on the Arts and Culture Commission of Contra
Costa County to a term that will expire June 30, 2023, as recommended by AC5. (Enid
Mendoza, County Administrator's Office)
6. CONSIDER recommending to the Board of Supervisors the reappointment of Carol
Carillo to the Sector Seat 4 - Child Abuse Prevention Council, Marianne Gagen to
At-Large 3 seat, and Joseph DeLuca to At-Large 4 seat on the Family and Children's
Trust Committee, as recommended by the Employment and Human Services
Department. (Julia Taylor, County Administrator's Office)
7. RECEIVE report from the Employment and Human Services Department on the
temporary closure of the Crescent Park Child Development Center in Richmond.
(Camilla Rand, EHS Community Services Director)
8. CONSIDER accepting status report on the Employment and Human Services
Department's implementation of the CalFresh benefits expansion. (Kathy Gallagher,
Employment and Human Services Director)
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9. CONSIDER accepting report from the Employment and Human Services Department
on youth employment services and the Independent Living Skills Program; and
continue to support the Children and Family Services Bureau and its efforts to serve
foster youth in the ILSP program. (Donna Van Wert and Don Graves, Employment and
Human Services Department)
10. CONSIDER accepting report on the activities and key accomplishments of the Local
Planning and Advisory Council for Early Care and Education during fiscal year
2018-19. (Susan Jeong, Contra Costa Office of Education)
11.The next meeting is currently scheduled for August 26, 2019.
12.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:07/29/2019
Subject:RECORD OF ACTION FOR THE JUNE 10, 2019 FHS MEETING
Submitted For: David Twa, County Administrator
Department:County Administrator
Referral No.: N/A
Referral Name: N/A
Presenter: Julie DiMaggio Enea Contact: Julie DiMaggio Enea (925)
335-1077
Referral History:
County Ordinance requires that each County body keep a record of its meetings. Though the
record need not be verbatim, it must accurately reflect the agenda and the decisions made in the
meeting.
Referral Update:
Attached is the draft Record of Action for the June 10, 2019 Family & Human Services
Committee meeting.
Recommendation(s)/Next Step(s):
RECEIVE and APPROVE the draft Record of Action for the June 10, 2019 Family & Human
Services Committee meeting.
Fiscal Impact (if any):
None.
Attachments
DRAFT FHS Committee Record of Action for June 10, 2019
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D R A F T
FAMILY AND HUMAN SERVICES
COMMITTEE
RECORD OF ACTION FOR
JUNE 10, 2019
Supervisor Candace Andersen, Chair
Supervisor John Gioia, Vice Chair
Present: Chair Candace Andersen
Vice Chair John Gioia
Staff Present:Julie DiMaggio Enea, Senior Deputy County Administrator
Attendees:Susan Jeong, CCC Office of Education; Colleen Kauth, Bay Area Legal Aid; Lauren Hansen,
Public Interest Law Project; Mariana Moore, Ensuring Opportunity; Debbie Toth, Choice in
Aging; Julia Taylor, County Admin Office; Kathy Gallagher, EHS Director; Tracy Murray,
EHSD; Victoria Tolbert, EHSD; Larry Sly, CC Food Bank; Katelyn Sly, CC Food Bank
1.Introductions
Chair Andersen call the meeting to order at 2:05 p.m. and invited attendees to
introduce themselves.
2.Public comment on any item under the jurisdiction of the Committee and not on this
agenda (speakers may be limited to three minutes).
No one requested to speak during the public comment period.
3.RECEIVE and APPROVE the draft Records of Action for the May 13, 2019 Family &
Human Services Committee meeting.
The Committee approved the Record of Action for the May 13, 2019 meeting as
presented.
AYE: Chair Candace Andersen, Vice Chair John Gioia
Passed
4.RECOMMEND to the Board of Supervisors the appointment of Terri Tobey to At
Large #10 seat with a term expiring September 30, 2020, on the Advisory Council on
Aging, as recommended by the Council.
Approved as recommended.
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AYE: Chair Candace Andersen, Vice Chair John Gioia
Passed
5.RECOMMEND to the Board of Supervisors the reappointment of Brenda Brown to the
Child Care Provider #2-Central/South County seat and Crystal McClendon-Gourdine
to the Community #1-West County seat to new terms expiring on April 30, 2022; and
the appointment of Kaitlin Young to the Discretionary #2-Central/South County seat to
complete the current term ending on April 30, 2021 on the Local Planning and
Advisory Council for Early Care and Education, as recommended by the County Office
of Education and the LPC.
Approved as recommended.
AYE: Chair Candace Andersen, Vice Chair John Gioia
Passed
6.ACCEPT status report on the Employment and Human Services Department's
implementation of the CalFresh expansion.
Kathy Gallagher presented the staff report. She reported that the department had
thus far received 1,400 new CalFresh applications through both online and office
access points, and expected that number could increase to 1,600 by the end of the
week. She advised that the CalWIN system is now available for accepting new
applications but is not yet functional for managerial reporting.
Kathy advised that 24 staff (19 temporary and 5 permanent) have been hired and
are in the process of being trained to process new CalFresh applications. Until new
staff are fully trained, existing staff have been diverted from other functions and
are working overtime to respond to the workload spike, which is expected to level
off at some point. EHSD has 30 days to process a new applications; Kathy clarified
that regardless of the date that applications are approved, public benefits will be
retroactive to the application date for qualifying applicants. Kathy advised that she
plans to form a special division dedicated to SSI applicants to better manage SSI
cases.
Kathy summarized that $30 million is available Statewide for CalFresh (sourced by
50%/50% State/federal funding); however, counties may draw down from these
funds only for emergency purposes. Counties are attempting to get relief from this
restriction and also from possible sanctions for missing the 30-day processing
deadline. The FY 18/19 State allocation was deemed insufficient and the FY 19/20
even less so. EHSD is performing time studies to track and report costs to comply
with this mandate.
Larry and Katelyn Sly commented that the County has underestimated the number
of applicants and that they have been told by applicants that their appointments
were set in mid-July, past the 30-day statutory deadline.
Mariana Moore commented that people are hungry and the system has failed them.
She suggested that more funding be funneled to CBOs such as the food bank.5
She suggested that more funding be funneled to CBOs such as the food bank.
Lauren Hansen observed that the County was not processing CalFresh applicants
even before the CalFresh expansion to SSI recipients.
Kathy Gallagher summarized that, except for IHSS, EHS staffing is adequate in
light of the amount of funding that is available.
The Committee accepted the staff report and requested Kathy to provide an update
at the Committee's next meeting on July 29.
AYE: Chair Candace Andersen, Vice Chair John Gioia
Passed
7.ACCEPT the report from the Employment and Human Services Department on aging
and adult services, highlighting challenges facing elders.
Victoria Tolbert presented the staff report, which the Committee accepted with no
public comment.
AYE: Chair Candace Andersen, Vice Chair John Gioia
Passed
8.RECEIVE oral follow-up report on child care needs and access in Contra Costa County.
Susan Jeong provided supplementary information to the Needs Assessment in a
handout (attached), entitled "2017 Contra Costa County Child Care Needs
Assessment Executive Summary".
AYE: Chair Candace Andersen, Vice Chair John Gioia
Passed
9.The next meeting is currently scheduled for July 29, 2019 at 9:00 a.m.
The Committee confirmed the next meeting date as shown.
10.Adjourn
Chair Andersen adjourned the meeting at 3:30 p.m.
For Additional Information Contact:
Julie DiMaggio Enea, Interim Committee Staff
Phone (925) 335-1077, Fax (925) 646-1353
julie.enea@cao.cccounty.us
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FAMILY AND HUMAN SERVICES
COMMITTEE 4.
Meeting Date:07/29/2019
Subject:Recommendation for Appointment to the In-Home Supportive
Services Pubic Authority
Submitted For: FAMILY & HUMAN SERVICES COMMITTEE,
Department:County Administrator
Referral No.: N/A
Referral Name: APPOINTMENTS TO ADVISORY BODIES
Presenter: Julia Taylor Contact: Julia Taylor, 925.335.1043
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 subcommittee.
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 Family & Human Services (FHS) committee 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 FHS 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.
Referral Update:
There are currently 8 seats filled in the IHSS Public Authority Advisory Committee, and 3 vacant
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There are currently 8 seats filled in the IHSS Public Authority Advisory Committee, and 3 vacant
seats. If this Board action is approved, there will only be two vacant seats on the Advisory
Committee. David Boots‘ appointment to the Consumer 60 or Older - Seat 1 would terminate on
March 6, 2022.
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
Consumer
60 or
Older -
Seat 1
3/6/2018 VACANT
Consumer
60 or
Older -
Seat 2
3/6/2020 VACANT
Consumer
Any Age
- Seat 3
3/6/2022 Michelle
Hernandez IV 8 9 4
Consumer
Any Age
- Seat 4
3/6/2022 Keegan
Duncan IV 7 11 4
Consumer
Under 60
- Seat 1
3/6/2020 Wilson
Cheng I 25 25 4
Consumer
Under 60
- Seat 2
3/6/2022 Joe
Juarez, Jr.IV 9 11 4
District I 3/6/2021 Mustafa
Alsalihy I 17 20 4
District II 3/6/2022 John Roe II 12 14 4
District III 3/6/2020 Sydney
Anderson III 24 25 4
District IV 3/6/2020 Wendell
Snyder IV 20 20 4
District V 3/6/2021 VACANT
Recommendation(s)/Next Step(s):
RECOMMEND to the Board of Supervisors the appointment of David Boots to the Consumer 60
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RECOMMEND to the Board of Supervisors the appointment of David Boots to the Consumer 60
or Older - Seat 1 to the In-Home Supportive Services Public Authority Advisory Committee to a
term ending on March 6, 2022, as recommended by the Authority.
Fiscal Impact (if any):
There is no fiscal impact.
Attachments
D. Boots Application
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FAMILY AND HUMAN SERVICES COMMITTEE 5.
Meeting Date:07/29/2019
Subject:Appointment to the Arts and Culture Commission
Submitted For: David Twa, County Administrator
Department:County Administrator
Referral No.: N/A
Referral Name: APPOINTMENTS TO ADVISORY BODIES
Presenter: Julia Taylor Contact: Julia Taylor, 925.335.1043
Referral History:
On December 6, 2011 the Board of Supervisors (BOS) adopted Resolution No. 2011/497
adopting policy governing appointments to boards, committees, and commissions that are
advisory to the BOS. Included in this resolution was the requirement that applications for at
large/countywide seats be reviewed by a Board of Supervisors committee.
Referral Update:
The Arts and Culture Commission advises the Board of Supervisors in matters and issues relevant
to Arts and Culture, to advance the arts in a way that promotes communication, education,
appreciation and collaboration throughout Contra Costa County; to preserve, celebrate, and share
the arts and culture of the many diverse ethnic groups who live in Contra Costa County; to create
partnerships with business and government; to increase communications and understanding
between all citizens through art. Most importantly, the Commission will promote arts and culture
as a vital element in the quality of life for all of the citizens of Contra Costa County.
The Arts and Culture Commission (AC5) is composed by one representative from each of the five
supervisorial districts, four at-large representatives and one alternate, for a total of ten seats.
Appointments are for a four-year period with terms expiring on June 30 of alternating
odd-numbered years. The current roster is listed in the attached memo. There is currently one
vacant seat. At its April 1 meeting, AC5 voted to nominate Pearl C. Parmelee Cabrera to the
vacant Alternate seat.
Recommendation(s)/Next Step(s):
RECOMMEND to the Board of Supervisors the appointment of Pearl C. Parmelee Cabrera to the
Alternate seat on the Arts and Culture Commission of Contra Costa County (AC5) to a term that
will expire June 30, 2023, as recommended by AC5.
Fiscal Impact (if any):
There is no fiscal impact.
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There is no fiscal impact.
Attachments
AC5 Appointment Alternate Seat
P. Cabrera Application
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ARTS AND CULTURE COMMISSION OF CONTRA COSTA COUNTY
651 PINE STREET, 10TH FLOOR, MARTINEZ, CA 94553
STAFF@AC5.CCCOUNTY.US (925) 646-2278 AC5.ORG
April 8, 2019
Family and Human Services Committee
Appointment Recommendation for Arts and Culture Commission of Contra Costa County
Please consider the appointment of:
Ms. Pearl C Parmelee Cabrera Pinole, District V Alternate Seat
This appointment will fill the Alternate Seat.
Current Commission Seats:
Commissioner Silvia Ledezma Richmond, District I
Commissioner Marija Nelson Bleier Danville, District II
Commissioner Petural Shelton Danville, District III
Commissioner Elizabeth Wood Concord, District IV
Commissioner Teresa Snook O’Riva Rodeo, District V
Commissioner Y”Anad Burrell Richmond, At-Large I
Commissioner LaMar Anderson Concord, At-Large II
Commissioner Joan D'Onofrio Concord, At-Large III
Commissioner Lanita Mims Antioch, At-Large IV
VACANT Alternate
After reviewing five applications and careful consideration of issues relevant to Arts and Culture
in Contra Costa County, including advancing the arts in a way that fosters creatively within the
community and celebrates our diverse cultural expression, the Commission recommends Pearl
Parmelee Cabrera to fill the Alternate Seat.
Working with the current AC5 Commissioners, this new Commissioner will promote the Arts and
culture as a vital element in the quality of life for all of the citizens of Contra Costa County.
Recruitment efforts including two months of posting on the CCTV Bulletin board, news releases
sent to many news outlets, posting on Supervisors newsletter, emails sent on Constant Contact
and posting on the AC5 website.
Also considered were applications from James Keppel, Walnut Creek; Ben Miyaji, Pittsburg;
Martha Newman, Kensington and Charmion Patton, Richmond.
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Submit Date: Jan 28, 2019
Seat Name (if applicable)
First Name Middle Initial Last Name
Email Address
Home Address Suite or Apt
City State Postal Code
Primary Phone
Employer Job Title Occupation
Contra Costa County Boards & Commissions
Application Form
Profile
Which Boards would you like to apply for?
Arts & Culture Commission: Submitted
Describe why you are interested in serving on this advisory board/commission (please limit
your response to one paragraph).
Been a volunteer in SF and San Pablo specially in cultural festivals. Diversity and understanding another
culture is a must in community .thru arts and heritage we can understand each other
This application is used for all boards and commissions
Do you, or a business in which you have a financial interest, have a contract with Contra
Costa Co.?
Yes No
Is a member of your family (or step-family) employed by Contra Costa Co.?
Yes No
Education History
Select the highest level of education you have received:
Other
Pearl C Parmelee Cabrera
Pinole
Retired Human resource & culinary Retired
Pearl C Parmelee Cabrera Page 1 of 5
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If "Other" was Selected Give Highest Grade or
Educational Level Achieved
Name of College Attended
Course of Study / Major
Units Completed
Degree Type
Date Degree Awarded
Name of College Attended
Course of Study / Major
Units Completed
Degree Type
Date Degree Awarded
College/ University A
Type of Units Completed
Semester
Degree Awarded?
Yes No
College/ University B
Type of Units Completed
None Selected
Degree Awarded?
Yes No
College
Feati university
Engineering
4 years
Pearl C Parmelee Cabrera Page 2 of 5
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Name of College Attended
Course of Study / Major
Units Completed
Degree Type
Date Degree Awarded
Course Studied
Hours Completed
Dates (Month, Day, Year) From - To
Hours per Week Worked?
College/ University C
Type of Units Completed
None Selected
Degree Awarded?
Yes No
Other schools / training completed:
Certificate Awarded?
Yes No
Work History
Please provide information on your last three positions, including your current one if you are
working.
1st (Most Recent)
Hotel Management
12 months
12/1993 to present
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Pearl C Parmelee Cabrera Page 3 of 5
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Position Title
Dates (Month, Day, Year) From - To
Hours per Week Worked?
Position Title
Dates (Month, Day, Year) From - To
Hours per Week Worked?
Position Title
Volunteer Work?
Yes No
Employer's Name and Address
FAAE Filipino Assn. Arts & Expo Mission st SF CA
Duties Performed
Logistics and volunteer management. Event management and fundraiser
2nd
Volunteer Work?
Yes No
Employer's Name and Address
Siemens Concord CA and Malvern PA
Duties Performed
Employment Benefits Internship Training rewards/recognition program onboarding and off boarding.
Compliance Records management
3rd
Volunteer Work?
Yes No
Board member
06/2005 to 10/2008
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Human resources
9/1977 to 9/2003
40
Chief guest services
Pearl C Parmelee Cabrera Page 4 of 5
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Upload a Resume
If "Other" was selected please explain
Employer's Name and Address
Hilton hotel Corporation SF CA
Duties Performed
Started as front desk to general cashier reservation night auditor training manager tour/travel convention
services
Final Questions
How did you learn about this vacancy?
District Supervisor
Do you have a Familial or Financial Relationship with a member of the Board of
Supervisors?
Yes No
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relations?
Yes No
If Yes, please identify the nature of the relationship:
Please Agree with the Following Statement
I understand that this form is a public document and is subject to the California Public
Records Act.
I Agree
Pearl C Parmelee Cabrera Page 5 of 5
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FAMILY AND HUMAN SERVICES
COMMITTEE 6.
Meeting Date:07/29/2019
Subject:APPOINTMENTS TO THE FAMILY AND CHILDREN'S
TRUST COMMITTEE
Submitted For: FAMILY & HUMAN SERVICES COMMITTEE,
Department:County Administrator
Referral No.: 101
Referral Name: FACT Committee At-Large Appointments
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 the requirement that applications for at
large/countywide seats be reviewed by a Board of Supervisors sub-committee.
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
22
as ex-officio member of the Committee and participates in all matters except actually voting on
funding recommendations. Terms for all Commission seats are two years.
At Large and non-District appointed seat vacancies on the FACT have been assigned for Family
and Human Services Committee (F&HS) review since 2003.
Referral Update:
There are currently 13 seats filled and there are two vacancies on FACT. The Committee has
vacancies in At-Large 2 seat and Sector Seat 3. Please see the attached memo for more
information.
Recommendation(s)/Next Step(s):
RECOMMEND to the Board of Supervisors the reappointment of Carol Carillo to the Sector Seat
4 - Child Abuse Prevention Council, Marianne Gagen to At-Large Seat 3, and Joseph DeLuca to
At-Large Seat 4 on the Family and Children's Trust Committee for terms expiring September 30,
2021, as recommended by the Employment and Human Services Department.
Fiscal Impact (if any):
There is no fiscal impact.
Attachments
FACT Appointment Memo
J. DeLuca Application
M. Gagen Application
C. Carrillo Application
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Contact
510-287-3920 (Work)
jdeluca@fulcrummethods.com
www.linkedin.com/in/jmdeluca
(LinkedIn)
Top Skills
Healthcare IT
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Management
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Publications
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The CEO's Guide to Health Care
Information Systems, 2nd Edition
Joseph DeLuca, MA, FACHE
Health Care Expertise | Strategy | Change Management &
Technology | Distinguished Speaker & Facilitator | Educator
San Francisco Bay Area
Summary
My journey to improve our health system through executive
leadership, informatics and information technology began decades
ago in graduate school at the University of Wisconsin-Madison,
when I was on a research team that developed predictive severity
of illness models for heart attack, burn and trauma patients. These
models were used to justify life-flight transportation in several states,
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credentials.
My personal flame was lit, and my career today continues this
focus on measurably improving the effectiveness, efficiency, quality
and safety of health care systems. Today, I design and implement
change management initiatives using agile management techniques
and performance excellence disciplines, focused on strategic
initiatives, complex transitions, service improvement, information
technology, informatics, and digital health. I also facilitate decision
processes for leadership teams and governance boards. The result:
rapid results, sustainable change and a new cycle of confidence.
I also continue to research and write on health care strategy and
technology, including corporate sponsored manuscripts such as
Technology Powered Healthcare, provide keynote speaking and
seminar services, advise companies that share my vision, educate,
and serve on nonprofit boards.
Recent interim change management leadership positions I have
served include:
* Community Medical Centers, Fresno, CA--Enterprise Portfolio
Management Office
* 2-1-1 San Diego--Chief Technology Strategist
Page 1 of 6
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* Community Medical Centers, Fresno, CA--Corporate Analytics &
Informatics
* Stanford Children's Health-Lucile Packard Children's Hospital--
Enterprise Portfolio Management Office
* John Muir Health, Walnut Creek, CA--Information Services
Planning Office
* Stanford University Medical Center--Laboratory Informatics
Services
Experience
Fulcrum Methods
Managing Practice Director : Methods Architect
January 2008 - Present
San Francisco Bay Area
Manage client services in the design and implementation of change
management initiatives through agile management and performance
excellence techniques focused on strategic initiatives, strategy execution,
complex transitions, service improvement, information technology, informatics,
and digital health. Also support methodology development and deployment
teams regarding product strategy, market alignment and implementation
services .
Fulcrum Methods is a change management agency. We help our clients
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Recent engagements using our agile management and performance
excellence tools have included:
*Market scenario planning for an integrated health system including a health
plan, focus on impact analysis of potential local market disruptors
*Transformational strategic visioning, focus on leadership team consensus
development
*Corporate Services customer satisfaction survey, results analysis and
facilitation of multi-year service improvement plans (SIPs)
Page 2 of 6
30
*Rapid Process Improvement sprints for key revenue cycle functions (denials,
utilization review, case management and authorizations)
*Standing up an enterprise Office for Strategic Initiatives, Planning and
Development, including enterprise program management office
Clients include commercial enterprises as well as preeminent, award winning
health systems, hospitals, health plans and medical groups.
IT Optimizers
Managing Practice Director
September 1998 - Present
San Francisco Bay Area
Support practice directors of health care informatics and information
technology consultancy. Focus on leadership, transformation and
management services; no technical or staff augmentation services.
Company service portfolio includes Interim CIO, CTO, CISO, IS and program
management senior leadership; Advisory services include planning,
technology selection, contracting, feasibility analysis, project management,
performance benchmark and confidential assessments.
Clients include preeminent and award winning health systems, hospitals,
health plans, and medical groups.
Methods and tools provided by Fulcrum Methods .
Launchpad Digital Health, LLC
Member, Advisory Board
June 2014 - Present
San Francisco Bay Area
LaunchPad Digital Health is the leading US seed investor and mentor in
digital health. As of May 2018, LDH has led seed round investments for 28
companies throughout the digital health sector, and it continues to seek out the
best early stage companies and entrepreneurs in the sector.
Health Care Angels
Member, Advisory Board
September 2015 - Present
Page 3 of 6
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San Francisco Bay Area
Healthcare angels is an advisory and investment firm whose mission is to
connect the highest potential entrepreneurs to strategic investors. The focus
is on technology enabled products and services which are at a scalable stage
and likely to impact the healthcare delivery system in a significant way.
Health Care Investment Visions
Member : Investor
March 1997 - Present
San Francisco Bay Area
Advise individual and corporate entrepreneurs as well as new enterprises
on product positioning, market planning, business planning, lead director and
governance requirements; focus on health care sector, digital health, analytics
and informatics.
goBalto, Inc.
Investor : Inital Advisory Board Member
November 2008 - December 2018 (10 years 2 months)
San Francisco Bay Area
Provide advisory services to founder-CEO on health care industry; was a
member of initial advisory board. Early stage investor to company. goBalto
is an award-winning team creating simple, focused & affordable web based
software for the global clinical trial industry.
goBalto was acquired by Oracle Corporation in November 2018
Crdentia
Corporate Director & Chair, Audit Committee; Sarbanes-Oxley Act
Compliance Officer
September 2002 - March 2006 (3 years 7 months)
San Francisco Bay Area
High growth company providing clinical staffing in private homes and health
care facilities across the United States. Crdentia was established as a public
company by using a dormant public shell. Growth was spurred by use of
securities for targeted acquisitions of regional companies. Crdentia went
private in 2009.
Crdentia was a Health Care Investment Visions LLC portfolio company that
was subsequently purchased by NurseStaffing and SeniorBridge Corporations.
Page 4 of 6
32
JDA
President & Founder
March 1985 - March 1997 (12 years 1 month)
San Francisco Bay Area
Lead executive of consultancy providing information systems strategy, vendor
selection, development and implementation services to health care provider
and payer organizations.
JDA was acquired by Science Applications International Corporation (SAIC) in
January 1996 as a wholly owned subsidiary.
Computer Synergy Incorporated
Senior Manager
September 1984 - March 1985 (7 months)
San Francisco Bay Area
Public company that developed and marketed hospital information systems.
Duties included corporate product strategy development, sales and marketing
support, financial systems product management and operational finance.
In 1985, company was acquired by SMS, then Siemens, now Cerner
Arthur Andersen & Co, Management Information Services Division
Manager
September 1980 - August 1984 (4 years)
Greater Seattle Area
Provided advisory and project management services in health care strategy
and information systems to health care industry.
Mendota Mental Health Institute
Program Manager, Resident
August 1979 - August 1980 (1 year 1 month)
Direct report to physician CEO; administrative and management duties;
developed computerized systems for medication management, incident
reporting and research.
University of Wisconsin-Madison, Center for Health Systems
Research and Analysis
Research Analyst
September 1978 - August 1980 (2 years)
Madison, Wisconsin Area
Page 5 of 6
33
Participated in development, testing and implementation of severity index
models for heart attack, burn and trauma patients. Primary duties included
scenario formation, data analysis, computer modeling and supervision of field
data collection staff.
Education
University of Wisconsin-Madison
Master of Arts - Business, Health Services Administration & Program
Management · (1978 - 1980)
Lawrence University
Bachelor of Arts, Biology and Philosophy · (1974 - 1978)
Marquette University High School
Graduate · (1972 - 1974)
Admiral Farragut Academy
· (1968 - 1972)
Page 6 of 6
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39
FAMILY AND HUMAN SERVICES COMMITTEE 7.
Meeting Date:07/29/2019
Subject:Crescent Park Child Development Center, Richmond, Closure
Submitted For: Kathy Gallagher, Employment & Human Services Director
Department:Employment & Human Services
Referral No.:
Referral Name:
Presenter: Camilla Rand Contact: Camilla Rand, 925.681.6301
Referral History:
On July 19, EHSD notified the Board Chair and the County Administrator's office about the
Department's intention to close the Crescent Park child development center in Richmond due to
difficulties enrolling families and retaining staff. The Crescent Park site was selected because it
has the lowest demand for enrollment and highest percentage of staff vacancies of all Community
Services Bureau centers. Fifty-eight percent of its positions are either vacant or have staff on
leave. The Department's hope is to re-open it next spring as an infant and toddler center if enough
staffing can be secured. A strong economy and plentiful employment opportunities has made
maintaining sufficient staffing at the Center more challenging, despite robust recruitment at
colleges, high schools, adult schools, on websites and publications. Seventeen of the 21 vacancies
in the program are in west county. Teachers cite their inability to afford the cost of living in that
area.
Referral Update:
The proposed temporary closure will impact about 20 families and will mean relocating 64 child
care slots. The Department is moving quickly to ensure that all children have the opportunity to
transfer to current openings at nearby centers. Delaying these transfers by even a week or two will
negatively impact options for these families and the Department's ability to continue enrollment
processes at all west county centers (which will be on hold until these children are situated at
alternate centers). Summer is “peek enrollment” time and so the Department must move quickly
to ensure continuity of care for the children and the program’s ability to meet 100% by the
end-of-summer federally mandated deadline.
The proposed closure will also impact staff at the site, including 1 Site Supervisor, 3 Lead
Teachers and 2 Associate Teachers. The staff are to be transferred to other nearby locations. All
other staff at the center are substitute staff (temporary employees). The Department has already
notified and offered to meet with Local 1.
Recommendation(s)/Next Step(s):
RECEIVE report from the Employment and Human Services Department on the proposed closure40
RECEIVE report from the Employment and Human Services Department on the proposed closure
of the Crescent Park Child Development Center in Richmond.
Attachments
CSB Closure Update Memo
41
1
Crescent Park Children’s Center
Temporary Center Closure
A center closure, even a temporary one, is an action taken only as a last resort when all other options
have been exhausted. Prior to making such a decision, analyses of root causes, trends, alternative
solutions and community needs are conducted and alternative solutions are implemented whenever
possible.
Temporary Closure of Crescent Park: Rationale:
The center has historically been difficult to enroll families and retain staff due to community violence
and other safety issues in the surrounding community. The center was closed previously for these
reasons in 2013-14 for one year, and slots were reduced from 98 to 64 overall in the last two program
years to address these challenges. There are currently 154 children on the waiting list listing Crescent
Park as their 1st or 2nd choice, out of 6,373 names on the list. That means .02% of the list wishes to
enroll in Crescent Park. The waiting list is not vetted, so not all names on the list will even be eligible to
enroll.
The low enrollment and lack of staffing has resulted in the need to temporarily close the center until stable
staffing and enrollment can be achieved. The center is located nearby and between two of our largest
west county centers, thus offering ample transfer opportunities and a reasonable choice to currently
enrolled families. Staff have worked diligently to ensure that all remaining 32 children and four staff at
the center are successfully transitioned to other close by centers and the 64 childcare slots allocated for
that center (56 preschool and 8 toddler) will be re-allocated to CSB’s existing childcare partner, Baby Yale
in Antioch, an area in high demand.
Vacancies and Leaves:
CSB has experienced on-going staffing shortages for the past three to four years which can be attributed
to several factors such as the county unemployment rate being at a historic low for the past four years
(4.90% in May 2015 and 2.60% in May 2019). Schools and childcare programs throughout the State are
experiencing the same issues regarding staffing and several programs have closed as a result. The most
significant vacancy/leave rate is at our Crescent Park center in Richmond, where only five of the necessary
12 positions are filled consistently; this is a 58% vacancy rate.
Contributing to the vacancy factor is also the high number of leaves, specifically at CSB’s west county
centers. Thirty-one percent of the necessary positions are either vacant or the incumbent staff is on
leave. As shown in the table below, 17 of 21 vacant positions are in West County, and 11 of 14 positions
with staff on leave are also in West County. See table below:
42
2
Key: T = Teacher; IT = Infant/Toddler; AT = Associate Teacher; TAT = Teacher Assistant Trainee
CSB employs 28 reliable substitutes in West County to cover for the 28 vacant/on leave positions as well
as staff illness and vacations. Fifty percent (50%) of these substitutes are TATs (untrained, entry-level
positions). The substitute coverage is not adequate to meet the need.
Trends:
Vacancies: There has been an increase in vacancies since fall 2018, especially in the Associate Teacher
classification, which comprises the majority of our teaching workforce. This is a lower wage position and
has the highest turnover of all classifications within the Bureau.
Center Vacant/open
positions
Staff on long-term
leave
Total
Ambrose (east) 1 IT T 0 1 (of 8)
Balboa (west) 3 ATs, 1 IT AT 2 Ts, 1 IT AT, 1 TAT 8 (of 27)
Bayo Vista (central) 0 0 0 (of 9)
Contra Costa College
(west)
1 IT AT 0 1 (of 8)
Crescent Park (west) 1 IT AT, 3 ATs, 1 T 1 AT, 1 T 7 (of 12)
George Miller
Concord (central)
1 IT AT 1 T, 1 AT 3 (of 23)
George Miller III
(west)
2 ATs 5 ATs 7 (of 30)
Las Deltas (west) 2 IT ATs, 1 TAT 0 3 (of 8)
Lavonia Allen (east) 1 AT 0 1 (of 7)
Los Arboles (east) 1 AT 0 1 (of 9)
Los Nogales (east) 0 0 0 (of 6)
Marsh Creek (east) 0 0 0 (of 3)
Riverview (east) 0 0 0 (of 6)
Verde (west) 2 ATs 0 2 (of 6)
TOTAL 21 county-wide
(17 in west county)
14 county-wide
(11 in west county)
34 (of 162) or 21% county -wide
28 (of 91) or 31% in west county
6 (of 71) or 8% in e/c county
43
3
Steep Cost of Living Increases:
We know from both quantitative and qualitative data that our teachers, especially the lower paid
Associate Teachers and TATs, struggle significantly to afford the cost of living in Bay Area. Many leave for
higher-paying work or choose to leave the area for lower cost of living.
Subcontracting Services to Child Care Partners:
In response to staffing shortages, CSB has been fortunate to find quality child care partners to operate
childcare slots. They often pay higher wages and so are able to recruit and retain staff more successfully.
However, this option has been maximized and cannot be relied upon as an easily available option at all
times. CSB now has more than half of the over 2,000 children served in these childcare partnerships
throughout the county.
0
2
4
6
8
10
12
14
16
18
20
22
24
26
28
Vacancies per Classification
Associate Teacher Teacher Master Teacher
1103 1051 1007
873
760
1094 1154
1288
0
200
400
600
800
1000
1200
1400
2016-17 2017-18 2018-19 2019-20
Number of Children in Directly Operated and Partner Operated
Slots
Directly Operated Partner Operated
44
4
Alternative Solutions:
When faced with staffing shortages , CSB strives to implement strategies that ensure slots and services
stay in our community. As noted previously, sometimes partners are identified who can provide services
when CSB cannot.
CSB is also engaging in innovate Grow our Own programs such as the ECE Work Study Program in
partnership with the local community colleges and childcare programs. We have also made staff retention
and wellness a bureau priority.
CSB has engaged in the past in a federal process called slots reduction, where slots are permanently
reduced from the grant with no reduction in the granted budget, thus allowing adjustments for increases
in cost of doing business. CSB has done this twice: in November 2015 reduced by 70 Head Start slots and
in August 2016 reduced by 150 Head Start slots. These reductions impacted the community with a loss in
available services however allowed the program to fund negotiated COLAs, maintain facilities, provide
necessary program materials and training, and operate generally without negative fiscal impact.
CSB staff will continue to work diligently over this next year to use data to identify means for staff
retention while striving to provide high quality services for the county.
45
FAMILY AND HUMAN SERVICES
COMMITTEE 8.
Meeting Date:07/29/2019
Subject:SNAP/CalFresh (Food Stamp) Program Follow-up Report
Submitted For: Kathy Gallagher, Employment & Human Services Director
Department:Employment & Human Services
Referral No.: FHS #103
Referral Name: SNAP/CalFresh (Food Stamp) Program
Presenter: Kathy Gallagher Contact: Rebecca Darnell, Director, Workforce
Svcs Bureau
Referral History:
The SNAP Program was originally referred to the Family and Human Services Committee by the
Board or Supervisors on February 15, 2011. This program was formerly known as Food Stamps
and is currently known as the Federal Supplemental Nutrition Assistance Program (SNAP). In
California, the name of the program is CalFresh.
EHSD has presented periodic status reports to the FHS related to concerns about extended wait
times for benefits and the anticipated impact of the expansion of CalFresh benefits to SSI
(Supplemental Security Income/Supplementary Payments) recipients effective June 1, 2019. FHS
received status reports on September 24 and December 3, 2018; and on April 22 and June 10,
2019. EHSD also presented a status report directly to the Board of Supervisors on July 9, 2019.
In June 2019, EHS Director Kathy Gallagher summarized that the department had thus far
received 1,400 new CalFresh applications through both online and office access points, and
expected that number could increase to 1,600 by the end of the week. She advised that the
CalWIN system was now available for accepting new applications but was not yet functional for
managerial reporting.
Kathy advised that 24 staff (19 temporary and 5 permanent) had been hired and were in the
process of being trained to process new CalFresh applications. Until new staff are fully trained,
existing staff were being diverted from other functions and were working overtime to respond to
the workload spike, which was expected to level off at some point. EHSD has 30 days to process a
new applications; Kathy clarified that regardless of the date that applications are approved, public
benefits will be retroactive to the application date for qualifying applicants. Kathy advised that
she plans to form a special division dedicated to SSI applicants to better manage SSI cases.
Kathy summarized that $30 million is available Statewide for CalFresh (sourced by 50%/50%
State/federal funding); however, counties may draw down from these funds only for emergency
purposes. Counties are attempting to get relief from this restriction and also from possible 46
purposes. Counties are attempting to get relief from this restriction and also from possible
sanctions for missing the 30-day processing deadline. The FY 18/19 State allocation was deemed
insufficient and the FY 19/20 even less so. EHSD is performing time studies to track and report
costs to comply with this mandate.
Larry and Katelyn Sly commented that the County had underestimated the number of applicants
and that they have been told by applicants that their appointments were set in mid-July, past the
30-day statutory deadline. Mariana Moore commented that people are hungry and the system had
failed them. She suggested that more funding be funneled to CBOs such as the food bank. Lauren
Hansen observed that the County was not processing CalFresh applicants even before the
CalFresh expansion to SSI recipients.
Kathy Gallagher summarized that, except for IHSS, EHS staffing is adequate in light of the
amount of funding that is available.
Referral Update:
Please see attached report from EHS Director Kathy Gallagher providing an update on the
department's implementation of the CalFresh benefits expansion.
Recommendation(s)/Next Step(s):
ACCEPT status report on the Employment and Human Services Department's implementation of
the CalFresh expansion. (Kathy Gallagher, Employment and Human Services Director)
Attachments
EHS Report - CalFresh Implementation Update
47
CalFresh Expansion
Implementation Update
Report to the County Family and Human Services Committee
July 29, 2019
Prepared by:
Kathy Gallagher
Employment and Human Services Director
48
CalFresh Expansion Implementation Update
1
EXECUTIVE SUMMARY
EHSD is committed to serving our community and has been serving the SSI population with a
deep understanding of the vulnerabilities faced by recipients who are elderly and/or disabled.
While we actively advocated for CalFresh Expansion, the implementation of this vital change has
presented numerous challenges.
Initial estimates we received from the state vastly underestimated the demand we are seeing
from the expansion program. State-level issues with the rollout, including technical issues,
caused unanticipated delays in the early phases of the expansion. To resolve these delays, we
have developed new internal reports, authorized significant overtime to accommodate evening
and weekend appointments, brought temporary workers onboard to assist, and developed new
video conferencing tools.
Approximately 2,500 families in Contra Costa County will see reduced or eliminated CalFresh
benefits now that their SSI family member will be added to their case. We had initially believed
that few of these families would be negatively impacted, but our case review discovered that
nearly all of these clients are now at risk of benefit reductions and will require additional
attention.
Preliminary reports indicate the average grant amount for SSI recipients will not replace the
need for a robust partnership with community programs to ensure continued food security for
this population.
EHSD maintains substantial compliance within the State’s 30-day time limit standards.
Additionally, our error rate is one of the lowest in the state and we have received awards for
this effort.
State funding for the expansion will be inadequate. The FY 19/20 State budget for CalFresh
administration was augmented by $30 million specifically for the expansion, but reduced by $30
million, resulting in no net increase despite underestimated demand and a need for additional
staff.
Our planning process included redesigning existing systems and crafting ways to use all of our
available resources. We are pursuing continued improvements including creating a new division
within Aging and Adult services dedicated to this population which will become operational in
the Fall. Dedicated staff in this division will provide a supportive case management
environment, handling the unique needs of SSI recipients, including monitoring for potential
scams and card loss, as well as navigating difficulties with the CalFresh application process.
Moving forward, we are committed to regular reporting to this committee on the status of the SSI
expansion, pursuing continued improvements serving our clients, advocating for funding
augmentation, and partnering with community agencies as we continue to implement CalFresh
Expansion.
49
CalFresh Expansion Implementation Update
2
OUR COMMITMENT
Contra Costa County Employment and Human
Services Department (EHSD) strives to deliver
quality services that support, protect, and
empower our community. We are committed to
ensuring prompt attention and providing all
available resources to our most vulnerable
residents.
We welcome the opportunity to implement the
new state mandate that opens CalFresh to
eligible SSI recipients for the first time in more
than 40 years. EHSD supported the SSI CalFresh
Expansion during the legislative process and
released briefs praising the positive impact the
expansion would have for Contra Costa residents.
The Department already has a relationship with many members of this population, including a dedicated
SSI Advocacy team who works to help people obtain SSI in the first place, by assisting individuals with
applications and appeals. We are constantly working to expand related services to our county’s SSI
recipients. Recently, we increased coordination with the county’s Health, Housing, and Homelessness
Bureau (H3), participated in housing pilot programs for SSI clients, and are currently working with the
Health Department to strengthen SSI advocacy across the county.
At EHSD, we understand the vulnerabilities and financial hardships our SSI clients face. We have taken
steps to ensure responsive service for this population and have shifted our internal processes to
streamline the application and case management process for SSI CalFresh clients. These changes include
a new dedicated division within Aging and Adult Services, Saturday appointments, and video
appointments between EHSD district offices. With our community partners, we remain open to new ideas
and processes to best serve these clients.
As a sign of our commitment to all CalFresh customers, we have consistently maintained 30-day
compliance rates for determining applications well within the state accepted limits. Our error rate is one
of the lowest in the state and we were recently awarded for these efforts. Additionally, our compliance
with CalFresh expedited services screening is 99% and has earned praise from state auditors.
CALFRESH EXPANSION AND APPLICATION PROCESS
Individuals who are blind, disabled, or over age 65 with limited income are eligible for Supplemental
Security Income and Payments (SSI/SSP). On June 1, 2019, individuals receiving SSI/SSP became eligible to
receive CalFresh. California was the last state in the nation to offer food benefits to SSI recipients. Despite
this positive development, preliminary reports indicate the average grant amount for SSI recipients will
not replace the need for a robust partnership with community programs to ensure food security for this
population. Additionally, many current CalFresh recipients who will now have to add an SSI recipient
family member to their cases will see a reduction or possible total loss of their CalFresh benefits after the
ramp-down period.
Commitment to the Most Vulnerable
EHSD has been serving the SSI
population for many years by helping
individuals obtain and maintain
benefits. We understand their unique
needs.
We actively advocated for the
CalFresh Expansion and welcome the
opportunity to implement it.
50
CalFresh Expansion Implementation Update
3
In the lead up to the CalFresh expansion, the California Department of Social Services (CDSS) released
outreach materials to the public and preliminary guidance to county departments. Clients and community
partners were told they could begin submitting applications on May 1, 2019. However, EHSD is required
by law to process all applications electronically through CalWIN, a state managed system. CalWIN was
not set up to allow CalFresh applications from SSI recipients until May 20, 2019. This prevented Eligibility
Workers from being able to begin determining applications in a timely manner. We received
approximately 453 SSI CalFresh applications during the time that we could not use CalWIN.
By law, all CalFresh applications must be screened
to see if the applicant(s) may qualify for CalFresh
expedited services (ES). Under ES, clients receive
CalFresh benefits within three days, as opposed to
30 days under the normal processing requirements.
To be eligible for ES, the applicant must have
income less than $150, be a migrant farm worker,
or have housing and utility costs greater than their
monthly income. While we have seen some clients
who fall into the last qualifying category of ES
(housing costs), the vast majority of the applicants
we have served thus far do not qualify. EHSD has
consistently maintained a 99% compliance rate for
this requirement and has been commended by the
state for our efforts.
Under federal and state civil rights law, we must process CalFresh applications in the order in which they
were received. ES is the only legal mechanism to move applicants to the “front of the line.” While we
recognize the unique vulnerabilities of SSI recipients, we cannot choose to process their applications
before the general public. However, we are implementing new technologies to serve all customers in
more streamlined manner and are establishing a new SSI Division within Aging and Adult Services, which
will have workers dedicated to SSI recipients, providing a supportive case management environment that
is designed to accommodate the physical and mental challenges many SSI recipients experience.
STATUS OF SSI CALFRESH APPLICATIONS
The state provided estimates of the number of SSI CalFresh applications we should expect to receive,
which informed our planning process. A summary of the data provided is below. The original guidance
we received from the state was to assess eligibility for current IHSS recipients and SSI recipients who
would be added to an existing case at the time of their annual reassessment. Per this guidance, we
expected to add approximately 1,000 CalFresh cases from the expansion that were not currently involved
with an EHSD program, knowing that some additional applications from SSI recipients who were not
eligible may be submitted.
Pursuing Continued Improvements
To date, most SSI applicants do not
qualify for Expedited Services
Efforts are being made to
streamline the application process
through new technologies,
processes, and staffing
We are creating a SSI Division
dedicated to this population which
will become operational in October
2019.
51
CalFresh Expansion Implementation Update
4
The reality of the expansion has exceeded the expectations of these state estimates. As of July 22, 2019,
we received 4,090 SSI CalFresh applications. Of these, 1,290 (32%) are from current IHSS recipients. We
believe that the outreach initiated by the State encouraged clients to apply ahead of their reassessment,
which we were not initially anticipating at the current volume.
Additionally, the expansion allows for new
customers to apply for CalFresh via a referral
from the Social Security Administration offices.
When the state instituted this process, we were
told that the volume would be approximately 30-
45 applications per month. However, in June, we
received 190 of these direct referrals.
The overwhelming majority of applications we
have processed for the expansion are eligible
and the denial rate thus far has been lower than
our typical CalFresh population. While we
typically see about a 40% denial rate for CalFresh
applications, the denial rate thus far for the
expansion population has been approximately
8% and the withdraw rate (includes withdrawn,
cancelled, and denied applications) is only 3%.
This means that far more customers are turning
in verifications and scheduling interviews,
requiring additional staff time.
SSI recipients face distinct challenges including limited mobility and cognitive impairments Our district
office managers have indicated that the verification and interview process for SSI expansion customers
has taken longer and has been more challenging than the typical CalFresh application process. Because
these new customers are elderly and/or disabled, they often need extra time and support to respond to
questions accurately and to locate their verification documents.
The higher-than-anticipated volume of applications has led to delays in county offices statewide and in
community agencies that are accepting CalFresh applications. While it has been noted that our interviews
are currently being scheduled into October, this does not necessarily mean that people will not receive
benefits before that date. By law, an interview must be scheduled at the time of application, and the
assigned interview date is guaranteed as a “no later than” point in time. However, EHSD Eligibility Workers
may begin reviewing applications before that date, and in fact, we are making concerted efforts to
conduct interviews before the guaranteed appointment dates.
Initial State Estimates Number
Total SSI Recipients in County 24,841
SSI Recipients who are CalFresh Eligible 10,045
Current SSI Recipients on IHSS 6,527
SSI Recipients to be Added to Existing CalFresh Case 2,512
New SSI CalFresh Cases 1,006
More Workload Than Expected
Applications received for the CalFresh
expansion has already exceeded State
estimates
We received significantly more
referrals from the Social Security
Administration offices than initially
estimated
The denial rate for the CalFresh
expansion is very low, meaning that
far more of these customers are
turning in verifications and scheduling
interviews, requiring more staff time
52
CalFresh Expansion Implementation Update
5
Towards this goal, we have taken a multi-prong approach to processing applications as quickly as possible
and avoiding delayed interviews. We have offered significant overtime to current employees, and many
are working on evenings and weekends. Additionally, we have started scheduling Saturday interviews in
four district offices, as permitted by staff capacity. We have also updated our phone system to conduct
building-to-building video conferencing. While all of our district offices have seen increased volume since
May, our East County centers have been especially hard hit by the expansion. A new phone system will
allow East County customers to be connected with Eligibility Workers in other buildings to complete their
interviews. For quite awhile, most CalFresh interviews have been completed over the phone, and face-to-
face interviews are uncommon, so EHSD workers are very familiar with the telephonic process.
We have also encouraged the use of online applications, which minimize the time EHSD employees need
to spend on data entry. Currently, approximately 64% of the SSI expansion applications we have received
were through an online portal. The main online portal is GetCalFresh. However, as we have noted in the
past, this portal still leaves a great deal of data entry for workers. The most streamlined online system is
MyBenefitsCalWin (MyBCW). In May, EHSD published and distributed a MyBCW guide for community
partners and the public in order to encourage use of this portal. This effort was successful, with
approximately 16% of all SSI CalFresh applications arriving through MyBCW, an increase over our typical
use of this system. We strongly encourage our community partners to continue to use MyBCW to assist
clients, as it results in fewer application delays.
Significantly, SSI grant amounts are not
sufficient to cover most people’s living
expenses, and many live in poverty. It is
important to temper expectations of the
CalFresh benefits the SSI population are likely
to receive. In its outreach materials, the state
communicated that “food benefits for one
person range from $15 – 192 per month, with
an average for older adults and people with
disabilities around $105 – 110 per month.” In
the early days of taking applications, EHSD
district offices reported that many applicants
were expressing disappointment to learn their
monthly benefits were falling into the range of
$15-35 per month. Data now available shows
that about 28% of approved applications fall
into that lower benefit range. However, the
1 See Attachment A, Detail of Denial Reasons
SSI Expansion Application Status1 Number of Applications
Approved 2,357
Denied 321
Pending 1,290
Withdrawn, Cancelled, Discontinued 122
Managing Expectations
It is important to temper expectations
of the CalFresh benefits the SSI
population are likely to receive
For about 60% of the SSI CalFresh
clients who have received benefits to
date, the authorized amount is below
$100. Their new CalFresh benefits will
not replace the important role food
banks, meal programs, and other
community programs play in supporting
their overall well-being.
53
CalFresh Expansion Implementation Update
6
average monthly benefit of all applications approved thus far is approximately $87 per month, so it
appears we were mostly receiving feedback early in the implementation from those who were
disappointed. Still, the actual average benefit in Contra Costa County thus far is below what the state has
indicated. As a result, we recommend exercising caution in our communications. For those living in
poverty, any amount of assistance will have a positive impact in their lives. However, for about 60% of
the individual SSI CalFresh clients who have received benefits to date, the authorized amount is below
$100, and their new CalFresh benefits will not completely replace the important role food banks, meal
programs, and other community programs play in supporting their overall well-being.
PENDING APPLICATIONS AND 30-DAY COMPLIANCE
While the federal guidelines call for complete (100%) compliance with a 30-day processing time for food
assistance applications, the state of California defines compliance as 90% of applications being processed
within the 30-day limit. If an application is pending after 30 days due to county caused delays, the
applicant must be notified. If the overdue application is approved, the customer will be awarded
retroactive benefits to cover the period of the delay. Workers are making every effort to assist applicants
to meet the requirements.
Contra Costa County maintains substantial compliance within the State’s 30-day time limit standards.
EHSD has consistently approved between 97% to 99% of all CalFresh monthly applications. A chart
provided by advocates to the Board of Supervisors at their meeting on July 9 incorrectly portrayed EHSD’s
compliance rates for the period of April 2018 through April 2019. The accurate data with source citations
is attached to this report2.
For current IHSS and Medi-Cal recipients (already served by EHSD) applying to the CalFresh expansion, we
have been pulling verifications that are still valid from other systems and programs. While this is meant
to reduce the burden on clients, it has also resulted in an additional time investment for our eligibility
staff.
EHSD has developed a daily reporting system that allows us to identify immediately when the number of
days an SSI application is overdue, as well as the client information. This will allow us to be immediately
attentive to pending applications and make Eligibility Worker assignment changes, if necessary. The
following vignette illustrates how we will use this new report:
After reviewing the pending report, a supervisor discovered that Mr. O’Malley’s CalFresh
application was still pending after 30 days. The supervisor spoke with Tonya, Mr.
O’Malley’s Eligibility Worker. Tonya explained that Mr. O’Malley was unable to locate his
2 See Attachment B, Contra Costa County CalFresh Application Processing Chart
Benefit Amount for Single SSI Recipients
(data current as of 7/15/19)
Percent of Recipients
(N = 1,593 Recipients)
$5-49 42%
$50-74 9%
$75-99 10%
$100-149 16%
$150-192 (maximum) 23%
54
CalFresh Expansion Implementation Update
7
paperwork to complete his application. The supervisor was able to redirect some of
Tonya’s interviews scheduled that day to a different building using the new telephone
system so Tonya had additional time to work with Mr. O’Malley and provide assistance on
requesting the needed paperwork, which allowed him to complete his application.
Another compliance measure the state measures is our error rate. Our cumulative error rate between
October 2018 and March 2019 is 3.25%, compared to the California Federal cumulative error rate of 7.01%
for the same period3. We will be closely monitoring the error rate in the months to come and can provide
periodic reports to this committee, as we do know there is risk of increased error when we implement
new programs.
FINANCING THE CALFRESH EXPANSION
The expansion of the CalFresh is a new State mandate under AB1811, Sections 38-41. Those sections
include certain program requirements that were premises in the estimation of the State appropriation for
CalFresh. The FY 2019/20 State budget for CalFresh administration was augmented by $30 million
specifically for the SSI expansion, however, we are projected to experience a $30 million decrease in
administrative funding resulting from caseload reductions in prior years. Therefore, there has been no net
increase in the State appropriation. EHSD, like most counties, relies on the State law and guidance for
planning purposes. However, the substantial influx of applications beginning on May 1, 2019 combined
with the resulting front-loading of a major portion of the IHSS workload has meant that the State funding
will be significantly inadequate.
For FY 2018/19, the State allocation was $486,640 with a $486,640 Federal match for a total of $973,280
and no County share required. Expenses above the $973,280, estimated at $758,173, are funded with
50% Federal/50% County. The total County share of $379,088 is funded by an additional $300,000 in
County General Fund provided by the CAO and EHSD will absorb the remaining $79,088 within the existing
budget as part of the closeout process.
For FY 2019/20, the State allocation is estimated to be $711,537 subject to allocations being received in
August 2019. The funding ratios are Federal 50%, State 35% and County 15%. The State allocation of
$711,537 will generate Federal funds in the amount of $1,016,482 and will require a County match of
$304,945 for a total of $2,032,964. However, EHSD’s expenditures for FY 2019/20 are projected to be
$3,414,562 and the difference of $1,381,598 will be funded with 50% Federal/50% County funds with the
County portion being $690,799.
The FY 2018/19 and FY 2019/20 expenditure and funding estimates are given below:
3 RADEP-1 State Report
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CalFresh Expansion Implementation Update
8
The insufficient State funding of a new mandate is not a new or unusual occurrence. However, in this case,
vulnerable elderly and disabled members of our community are directly impacted. Our efforts during this
fiscal year will be focused on documenting the actual costs of the SSI Expansion and advocating vigorously
for a funding augmentation from the State inasmuch as the County is funding the program by $379,088
in FY 2018/19 and $690,799 in FY 2019/20 over and above the required County match.
HIRING FOR THE CALFRESH EXPANSION
In October 2018, shortly after CalFresh expansion was signed into law, we initiated the hiring process for
temporary Eligibility Workers. EHSD received an eligible list of candidates in April 2019. All county
employees are required to complete a Live Scan background check, some of which were delayed by DOJ
processing. Finally, 16 temporary Eligibility Workers and 4 temporary clerical staff were hired in May
2019. Due to the many legal requirements and nuances of administering CalFresh, the standard training
program extends over a six month period. However, a streamlined training program was developed to
enable these employees to begin processing applications as soon as possible. Staff normally assigned to
other programs such as CalWORKs and CalFresh administration were re-assigned to CalFresh SSI
implementation to mitigate the workload and address the backlog of applications. An additional 4 clerical
temps are currently being hired.
In order to manage the increased caseload in the IHSS program created by the addition of several
thousand CalFresh cases, we are anticipating needing to hire 5 to 7 permanent Eligibility Workers.
FTEs Total
Federal
Match
State
Allocation
County
General
Funds
3rd Qtr County Expense Claim 4.54 313,554$ 156,776$ 156,778$
4th Qtr County Expense Claim Estimate 20.53 1,417,899$ 708,949$ 329,862$ 379,088$
Total Estimated Expenditures 1,731,453$ 865,725$ 486,640$ 379,088$
Funding Breakdown
CalFresh SSI State Allocation & Federal Matching Funds 973,280$ 486,640$ 486,640$
Federal Match and CAO County General Funds 600,000$ 300,000$ 300,000$
Federal Match and additional EHSD County General Funds 158,173$ 79,085$ 79,088$
Total Funding 1,731,453$ 865,725$ 486,640$ 379,088$
FY 2018/19 CalFresh SSI Eligibility Expansion
FTEs Total
1st Qtr County Expense Claim Estimate 27 1,920,691$
2nd Qtr County Expense Claim Estimate 9 640,230$
3rd Qtr County Expense Claim Estimate 5 355,684$
4th Qtr County Expense Claim Estimate 7 497,957$
Total Estimated Expenditures/Average FTEs 12 3,414,562$
Funding Breakdown
Federal
Match
State
Allocation
County
General
Funds
CalFresh SSI State Allocation & Federal & County Matching Funds 2,032,964$ 1,016,482$ 711,537$ 304,945$
Federal Match and Additional County General Funds 1,381,598$ 690,799$ 690,799$
Total Funding 3,414,562$ 1,707,281$ 711,537$ 995,744$
FY 2019/20 CalFresh SSI Eligibility Expansion
56
CalFresh Expansion Implementation Update
9
MOBILIZING OUR EXISTING WORKFORCE
Our planning process included redesigning existing systems to best meet the needs of CalFresh expansion
customers and crafting ways to use all of our available resources. In addition to hiring temps, we also
reassigned 18 existing employees with CalFresh experience to work on the expansion. This included two
Navigators from the For Our Families pilot, three Eligibility Workers within Aging and Adult Services, three
Aging and Adult Services Program Assistants, and 10 Eligibility Workers from CalWORKs.
With additional financial support provided by the CAO, we have also offered “all hands on deck” overtime
to interested employees. This is available to all bureaus and specific classifications that are overtime
eligible. Currently, 58 staff have volunteered for overtime, including evening and weekend appointment
hours. Overtime hours started on June 29, 2019, when we received the funding and approval necessary
to pay employees for their efforts.
Our primary method of tracking program work efforts is through time study, a system that logs working
hours to submit to our reimbursement claims. From March through May 2019, we time studied an
average of 3,018 hours each month to the CalFresh expansion. This translates into 56 FTEs over three
months. This is reflective of our efforts in the planning and early implementation of this program.
EXISTING CALFRESH CASES: A FOCUS OF OUR PLANNING EFFORTS
In the lead up to the CalFresh expansion, we dedicated significant staff time and planning to reviewing
the 25% of SSI CalFresh customers whose new benefits could impact an existing CalFresh case. After the
passage of the CalFresh expansion, we immediately assigned existing staff to review these cases. We
believed these cases could be considered “safe in the reassessment pipeline” since the state initially
advertised they would be “held harmless” when the CalFresh expansion was implemented, meaning that
benefits to the household would not be negatively impacted. However, in the final budgeting of this
program, the State modified the “hold harmless” agreement to include a lower, temporary transitional
benefit for these families. Our concern became learning how many families may have their benefits
lowered and making sure these customers were aware of the risks of applying ahead of their reassessment
date.
The reduced “hold harmless” clause, now known as Supplemental Nutrition Program/Transitional Benefit
Program (SNB/TNB), is a CalFresh ramp-down for these existing customers. Under the original plan, the
state estimated that few families would be negatively impacted, but our case review discovered that
nearly all of these clients will fall into SNB/TNB benefits. This means that after their reassessment, these
families will see reduced or eliminated CalFresh benefits. Recent data suggests the average benefit loss
to households under SNB could be $136 per month in Contra Costa County. If the family applies with their
SSI family member ahead of their reassessment date, the decrease will take place earlier than needed.
The following vignette illustrates TNB benefits:
Maya is a server at a local restaurant and a live-in caretaker for her mother, who is on SSI.
Maya has been receiving CalFresh with her mother excluded from her case, and her
reassessment is not until December 2019. Learning of the expansion, Maya decided to
request add her mother to her case, thinking that she will be “held harmless”. The added
SSI income combined with Maya’s wages makes the family ineligible for CalFresh. They
will receive limited-term TNB benefits. If Maya would have waited until her reassessment,
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CalFresh Expansion Implementation Update
10
she could have received her full CalFresh amount until December, plus allowed time of TNB
benefits.
As costs of living rise throughout the county, even those working are not able to meet their basic needs.
EHSD recognizes the importance of food assistance in helping families make ends meet and ensuring
health and well-being. While we have directed significant efforts to planning for our newly eligible SSI
CalFresh customers, we also consider it of the utmost importance to focus on our existing customers,
attempting to help them minimize their risk and maximize their food budget under the CalFresh
expansion.
RECOGNIZING STAFF EFFORTS
We recognize that staff have gone above and beyond to implement the CalFresh expansion. This includes
significant voluntary overtime, additional casework, and willingness to be reassigned to a different unit.
Many of the processes and tools needed to implement the new program arrived late, which created
significant challenges for our staff. Their performance has continued to consistently meet and exceed our
expectations.
We highly value the contributions of our staff and make an effort to show our appreciation for their
efforts. For example, Managers and Directors have been bringing employees snacks and meals during
extended hours. We also have numerous staff recognition programs to award exemplary customer
service, and these will be conscientiously applied throughout the implementation period (and beyond).
MOVING FORWARD
EHSD is committed to the following moving forward:
EHSD staff has investigated the possibility of obtaining the names of SSI recipients who may be
eligible for CalFresh but who are not currently known to us. The goal would be to identify – and
serve – more individuals who may have become eligible under the expansion. To date, we have
been informed by the State that this information is not available for distribution. If there are any
changes to this policy, we will provide an update.
Our new pending case report will simplify case assignment, allowing supervisors to ensure
complex cases are assigned to more experienced workers and new employees are receiving the
support they need. We are committed to continued reporting of our pending SSI CalFresh
applications to this committee.
A new, integrated division within Aging and Adult Services to oversee the ongoing case
management of CalFresh expansion customers will become operational in October 2019. The
goals of the new division is to simplify reassessments for customers, as they will only need to
interact with one eligibility division, as well as organizational efficiency. We estimate
approximately 65% of our total CalFresh expansion caseload will be IHSS clients, and this division
will oversee those cases. From a client perspective, this will streamline interactions with the
bureau. We are committed to ongoing status updates about this new division and its operations
to this committee.
We recognize the vital role our community partners play in ensuring food security and well-being
for our most vulnerable residents. We are committed to a strong partnership with community
organizations as we continue implementing CalFresh Expansion
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ATTACHMENT A:
Detail of Denial Reasons
Reasons for Denial--CalFresh Expansion Number of Cases (current as of 7/22/2019)
Failure to keep scheduled intake appointment 206
Household does not qualify for Separate
Household 18
Failure to provide requested verifications 61
Over income 23
Benefit amount is zero 12
Failed to complete paperwork (this reason
happens when the client shows for the
appointment but ends the interview before it has
been completed)
4
The applicant died before completing the
determination 2
Receiving aid in another case 1
Note: More than one reason can be given for a denial. For example, someone may both miss an interview and
fail to provide verifications. Therefore, the total number of denial reasons may be greater than the total
number of denials.
CalFresh Expansion Implementation Update
59
ATTACHMENT B:
Contra Costa County CalFresh Application Processing Chart
Applications
Carried Over
From Prior
month
Applications
Received
Total
Applications
Applications
Approved
w/in 30 days
Percentage
Applications
Approved
w/in 30 days
Applications
Approved
Late
Percentage
Applications
Approved
Late
Applications
Denied w/in
30 days
Percentage
Applications
Denied w/in
30 days
Applications
Denied Late
Percentage
Applications
Denied Late
Apr-18 393 2,334 2,727 954 34.98% 37 1.36% 869 31.87% 69 2.53%
May-18 300 2,482 2,782 1,031 37.06% 37 1.33% 856 30.77% 87 3.13%
Jun-18 350 2,476 2,826 956 33.83% 42 1.49% 853 30.18% 68 2.41%
Jul-18 457 2,829 3,286 982 29.88% 67 2.04% 884 26.90% 110 3.35%
Aug-18 677 2,969 3,646 1,090 29.90% 94 2.58% 1,133 31.08% 138 3.78%
Sep-18 367 2,409 2,776 890 32.06% 71 2.56% 980 35.30% 122 4.39%
Oct-18 238 2,710 2,948 1,085 36.80% 84 2.85% 1,103 37.42% 195 6.61%
Nov-18 144 2,163 2,307 808 35.02% 43 1.86% 972 42.13% 93 4.03%
Dec-18 171 2,006 2,177 852 39.14% 42 1.93% 836 38.40% 63 2.89%
Jan-19 140 2,573 2,713 895 32.99% 74 2.73% 807 29.75% 97 3.58%
Feb-19 608 1,834 2,442 759 31.08% 64 2.62% 950 38.90% 99 4.05%
Mar-19 -124 2,036 1,912 852 44.56% 46 2.41% 703 36.77% 59 3.09%
Apr-19 284 2,277 2,561 927 36.20% 38 1.48% 782 30.53% 51 1.99%
Notes:
Applications Approved w/in 30 days Form CF296 Line 2a less Line 2a1
Percentage Applications Approved w/in 30 days Applications Approved w/in 30 days/Total Applications
Applications Approved Late Form CF296 Line 2a1
Percentage Applications Approved Late Applications Approved Late/Total Applications
Applications Denied w/in 30 days Form CF296 Line 2b Less Line 2b3
Percentage Applications Denied w/in 30 days Applications Denied w/in 30 days/Total Applications
Applications Denied Late Form CF296 Line 2b3
Percentage Applications Denied Late Applications Denied late/Total Applications
CalFresh Expansion Implementation Update
60
FAMILY AND HUMAN SERVICES
COMMITTEE 9.
Meeting Date:07/29/2019
Subject:Youth Services - Independent Living Skills Program Update
Submitted For: Kathy Gallagher, Employment & Human Services Director
Department:Employment & Human Services
Referral No.: #93
Referral Name: Youth Services - Independent Living Skills Program Update
Presenter: Donna Van Wert Contact: Donna Van Wert (925)
671-4514
Referral History:
An annual update of the Independent Living Schools Program administered by the Employment
and Human Services Department (EHSD) was first referred to the Family and Human Services
Committee by the Board of Supervisors on October 17, 2006.
On June 7, 2016, EHSD requested, and the Board approved, expanding Referral #93 –
Independent Living Skills Program to include additional youth services updates and retitling the
referral to “Youth Services Report”, so that the department can include reports on all youth
services offered in the community through EHSD, including Workforce Investment and
Opportunity Act (WIOA) and CalWorks youth services.
The last annual report on this referral was received by the Committee on July 23, 2018.
Referral Update:
Please see attached annual status report.
Recommendation(s)/Next Step(s):
ACCEPT this report from the Employment and Human Services Department on youth services
and the Independent Living Skills Program; and continue to support the Children and Family
Services Bureau and its efforts to serve foster youth in the ILSP program.
Fiscal Impact (if any):
None. This is an informational report.
Attachments
#93 EHS - 2018/19 Workforce Investment Opportunity Act Youth Svcs Report
61
#93 EHS - 2018/19 Workforce Investment Opportunity Act Youth Svcs Report Powerpoint Presentation
#93 EHS - 2018/19 Independent Living Skills Program Report
#93 EHS - 2018/19 Independent Living Skills Program Powerpoint Presentation
62
July 29, 2019
To: Family & Human Services Committee
From: Workforce Development Board
Youth Committee
Re: #93 Youth Program PY 18-19 Year-End Report
WIOA:
In July 2014 the Workforce Innovation and Opportunity Act (WIOA) was enacted, replacing the
Workforce Investment Act. Compared to the prior legislation, the current law places a priority
on Out-of -School Youth (ages 16-24 with barriers to employment) by requiring local areas to
expend a minimum of 75% of WIOA funds on this population. Other priorities include a greater
focus on aligning youth services with local and regional industry needs and requiring a 20%
minimum expenditure rate on work-based learning.
Local Workforce Development Board and the Youth Committee:
In partnership with the Board of Supervisors, the Workforce Development Board of Contra Costa
administers local Workforce Innovation and Opportunity Act (WIOA) funding for the purpose of
supporting a broad range of youth services leading to greater economic security.
Central to the WDB’s work, is the Youth Committee – a standing committee of the full board that
is comprised of board members and non-board members that collectively represent private
sector employers, the community colleges, local school districts, services for individuals with
disabilities, residential job training programs, state employment programs, and, most recently
the Contra Costa Superintendent of Schools. The Youth Committee meets monthly to connect
providers, identify gaps in service delivery and align systems.
PY 18-19 Activities and Accomplishments
In PY 18-19, WDB investments in Youth Programs totaled $1,054,925 for the provision of direct
services to disconnected youth via two service providers (Contra Costa County Office of
Education and Mt. Diablo Unified School District).
63
Additionally, the WDB supports Earn & Learn through a partnership with Contra Costa Economic
Partnership. Earn & Learn provides business engagement tools and the creation of a system for
tracking and measuring both business and student participation in work-based learning activities.
Services for eligible youth enrolled into the WIOA Title I Youth programs are based on a
comprehensive assessment, tailored to each individual and must include access to 14 Youth
Elements:
Tutoring, study skills, and dropout prevention
Alternative education
Paid and unpaid work experiences
Occupational skills training
Leadership development
Supportive services (Transportation, child care, work uniforms, tools, etc.)
Adult mentoring for 12 months
Follow-up services for 12 months
Comprehensive guidance and counseling
Education offered concurrently with, and in the area context as workforce preparation
activities and training
Financial literacy education
Provision of labor market information
Activities that help youth prepare for and transition to post-secondary education and
training
Entrepreneurial skills training
In PY 18-19, 240 youth were served through the WIOA program and demographic data indicates
that the WDB has been successful in reaching the most in need. 33% of the youth served were
homeless at program entry, 23% have a documented disability, 26% are or have been justice
involved. Currently, 18% of participants are current or former foster youth. 70 young people
enrolled into WIOA were also placed in paid-work experiences that matched their career interest.
While Title I WIOA Youth programs focus on training disconnected youth and young adults, Earn
& Learn Activities tend to focus on maximizing industry exposure for students who are in-school
(both secondary and post-secondary). This is achieved by offering:
64
Guest speakers in classrooms
Workplace tour
Career Mentoring
Job Shadowing
Work experience
Internships
Career Fairs
Teacher Externships
Industry participation on Advisory Boards
In PY 18-19, Earn & Learn served thousands of students in Contra Costa County with the majority
of students participating through Mt Diablo Unified School District, Antioch Unified School
District and San Ramon Valley Unified.
The Youth Employment Issues as outlined in California Workforce Development Board’s
Strategic Plan:
While the economy has entered a period of sustained expansion and unemployment has dropped
for all demographic groups and in all the state’s regional labor markets, California’s economy
continues to be marked by demographic and regional inequality. Some of this inequality stems
from differences in educational attainment, differences in demand by industry and occupation,
and the sectoral composition of varying regional labor markets.
Unemployment rates continue to be stratified by race, ethnicity, and age. Members of the civilian
labor force between the ages of 16 and 19 had the highest unemployment rate of any group in July 2015,
with a rate of 21.7 percent. Persons between the ages of 20 and 24 had an unemployment rate that was
twice (11.4 percent) as high as individuals that were 35 years or older.
California youths face a particularly challenging labor market after the events of the business
cycle these last eight years. In fact, the labor force participation rates (LFPR) among California
youths, and particularly teens, have steadily eroded over time.
The LFPR among California teens peaked at 46.9 percent in March 2001.
By the December 2005, the teen LFPR had fallen to 38.6, and by December 2010 it had
fallen to 28.1 percent.
It was only in the months of October and November 2014 that the teen LFPR appears to
have bottomed out at 24.5 percent, after which it increased to 27.3 percent by July 2015.
65
The LFPR of California youths age 20 to 24 peaked at 76.4 percent in April 2002. By December
2005, it had fallen to 73.0 percent and by December 2010, it had fallen to 67.5 percent. In July
2015, the youth LFPR stood at 66.3 percent.
Industry Sector Alignment
The WDB’s portfolio of Youth services also seeks to align with local and regional industry demand.
The vast majority of Title I Youth trainings and Earn & Learn activities have been in the Healthcare
Industry. A representative sample of occupations include Clinical Medical Assisting, Dental
Assisting, Medical Billing and Coding, Pharmacy Technician and Surgical Technician.
Advanced Manufacturing was particularly well-represented with Manufacturing Day 2018 in
which 222 Earn & Learn students were exposed to a network of local manufacturing employers.
Additional priority industries identified by the WDB include Construction, Information Computer
Technology (ICT), Transportation and Logistics.
WIOA Employment Outcomes
Success of WIOA Title I programs is measured by a set of rigorous post-program performance
measures that are negotiated with the State every year.
In Post Secondary training or Employment 2 nd Quarter post exit 66%
In Post-secondary training Employment 4th Quarter post exit 63%
Credential Attainment Rate 55.6%
Measureable skills Gain 30.77%
The WDB has enjoyed in a long history of meeting or exceeding performance. While data has yet
to be validated, predictive reports show that the WDB is on target to meet or exceed the
standards for PY 18-19.
Next Steps:
Plans for PY 19-20 include the release of an RFP for Youth services. The current procurement
cycle requires that services go out for bid every three years. To ensure that the RFP adequately
addresses the needs of the local community, The WDB Youth Committee has formed an Ad Hoc
Committee to make recommendations on RFP priorities. As part of this effort, the Youth
Committee is recommending that new contracts begin in October 2020 vs the usual July. This
new proposed contract cycle will promote more effective summer programming and align better
66
with the WIOA Title Youth funding cycle. Plans for the expansion of Earn and Learn to WIOA Out-
of -School youth are also underway. The Youth Committee and WDB continue to focus on the
expansion of internships to ensure all young people have access to the many career opportunities
represented by our local labor market that provide family sustaining wages.
67
YOUTH & YOUNG ADULT PROGRAMS
PY 18 -19 YEAR END REPORT
68
WDB Investments in Youth and Young Adults (ages 16 thru 24)
$1,054,925
2 WIOA Youth Program Service Providers
Career and Post-secondary prep for young people with barriers
Contra Costa County Office of Education
Mt Diablo Unified School District
Earn & Learn
Regional Employer Engagement & system for tracking employer and student
participation in Earn & Learn activities
Contra Costa Economic Partnership
69
Priorities for WIOA Youth Allocation
Youth with Barriers to Employment:
Disabled, English Language Learners, Pregnant/Parenting, Justice Involved, Current &
Former Foster Youth, Homeless, Basic Skills Deficient (reads or computes below 9th grade
level)
Work Experience/Internships
Geographic Priorities
East Contra Costa County
Bay Point
North Richmond
70
WIOA Youth Served =
240 youth/young adults with barriers
WIOA Service Elements:
Tutoring, study skills, and dropout preventionPaid and unpaid work experiencesOccupational skills trainingLeadership developmentSupportive services (Transportation, child care, work
uniforms, tools, etc.)Adult mentoring for 12 monthsFollow-up services for 12 monthsComprehensive guidance and counselingEducation offered concurrently with, and in the area
context as workforce preparation activities and
trainingFinancial literacy education*Provision of labor market informationActivities that help youth prepare for and transition
to post-secondary education and training
Entrepreneurial skills training*0%5%10%15%20%25%30%35%
Disabled 23%
English Language Learner 8%
Pregnant/Parenting 14%
Offenders/Justice Involved
26%
Homeless 33%
Current/Former Foster 18%
PY 18-19 WIOA Youth Demographics
71
Earn & Learn # of Students Served =
12,724
0 1000 2000 3000 4000 5000 6000
Antioch Unified School District 3405
Contra Costa Community College District 1277
Contra Costa County Office of Education 561
Loma Vista Adult Education 6
Mt Diablo Unified School District 4939
San Ramon Valley Unified 2536
# of Students* Participating in Earn & Learn in Contra Costa by School by District or Coordinating
Agency
72
Earn & Learn Activities by Type
73
WIOA Youth Individual Training Accounts
100% of Youth
Occupational Trainings in
PY 18-19 took place in the
Healthcare sector
Healthcare Trainings by Occupation
Clinical Medical Assistant 3
Dental Assistant 1
Medical Administrative Assistant/Billing & Coding 1
Pharmacy Technician 1
Surgical Technician 1
74
WIOA Youth Post Program Outcomes
Negotiated Measure/Benchmark
In Post Secondary training or Employment 2nd Quarter post exit 66%
In Post-secondary training Employment 4th Quarter post exit 63%
Credential Attainment Rate 55.6%
Measureable skills Gain 30.77%
75
Goals for
PY 19-20
and
Beyond
I.RFP Release planned for Fall 2019
II.Transition to new contract cycle
(October –September)
promotes more substantive summer
programming
stabilizes budget
aligns better with the federal release of funds
III.Develop Summer Employment program
IV.Expand Earn & Learn to Out-of-School
Youth
76
1
EMPLOYMENT AND HUMAN SERVICES
CONTRA COSTA COUNTY
TO: Family and Human Services ’ Committee Members DATE: July 29, 2019
David Twa, Contra Costa County Administrator
FR: Kathy Gallagher, Director, Employment and Human Services Department
Kathy Marsh, Director, Children and Family Services Bureau
SUBJECT: Independent Living Skills Program (ILSP)
RECOMMENDATION
Accept this report from the Employment and Human Services Department; and continue to support the
Children and Family Services Bureau and its efforts to serve foster youth in the ILSP program.
BACKGROUND
The Omnibus Budget Reconciliation Act of 1993 permanently authorized the Independent Living Program
(ILP) which offers training, services and programs to assist current and former foster youth achieve self-
sufficiency prior to and after leaving the foster care system. The Chafee Foster Care Independence
Program (CFCIP) Act of 1999 (Public Law 106-169), amended Section 477 of the Social Security Act
providing more flexibility in the use of ILP funding (see 42 USC 677).
In California, County Welfare Departments have the flexibility to design services to meet a wide range of
individual needs and circumstances for current and former foster youth. Every California County operates
an ILP. Youth participation is voluntary. Overwhelming evidence supports the fact that youth leaving
foster care are in need of greater support as they transition into adulthood. Contra Costa County CFS ILSP
designed a service model that includes both group services, events and one on one support. This model
has been replicated in other counties throughout California.
In September 2010, Governor Schwarzenegger signed into law Assembly Bill 12, the California Fostering
Connections to Success Act. AB12 took effect on January 1, 2012 and allows young adults to be provided
transitional support to age 21 and ensure that they are given the necessary skills to survive on their own.
It is a voluntary program and youth must meet the criteria to qualify.
The Continuum of Care Reform draws together a series of existing and new reforms to our child welfare
services program designed out of an understanding that children who must live apart from their biological
parents do best when they are cared for in committed nurturing family homes. Assembly Bill 403 provides
77
2
the statutory and policy framework to ensure services and supports provided to the child or youth and his
or her family are tailored toward the ultimate goal of maintaining a stable permanent family.
PROGRESS TO DATE:
For the past thirty-one years, the Children and Family Services Bureau of the Employment and Human
Services Department has provided services through the Independent Living Skills Program (ILSP). This
program educates and supports youth in a wide variety of areas designed to inspire a successful transition
to adulthood, and empowers foster youth to become responsible adults. The CCC CFS ILSP Vision
statement:
“Our vision is to move every youth from stagnation to motivation, from limitations to
possibilities; from dependency to self-sufficiency; from the past to the future.”
ILSP is funded by the federal Title IV-E and state dollars. Contra Costa County ILSP has received many
awards and accolades.
ILSP spotlights four core areas called the Four Pillars when providing hands-on, experiential learning
experiences. The Four Pillars consist of Education, Employment, Housing and Well Being.
This past fiscal year, six hundred and forty-two (642) individual current and former foster youth were
served both individually and in-group settings (i.e. workshops, classes, etc.) One hundred sixty-four (164)
of these youth are Non-Minor Dependents. The 642 individual youth served is out of 769 individual youth
eligible to participate in ILSP that reside in Contra Costa County.
ILSP PILLAR - HOUSING
Transitional housing for foster youth and emancipated young adults continues to be delivered in Contra
Costa County. Two providers contract for the Transitional Housing Placement Program (THPP); serving
youth ages 16-18. Five providers contract for the Transitional Housing Program Plus Foster Care (THP+ FC)
under AB 12. Contra Costa County also has thirty-three THP+ slots available countywide. Three providers
serve emancipated youth, aged 18-24. THP+ provides 24 months of supported housing for youth ages 18-
24 who have emancipated from the foster care system at ages 18-21. Housing continues to be a significant
challenge for young adults as they emancipate.
ILSP PILLAR- EMPLOYMENT
ILSP has been collaborating with the Workforce Development Board of Contra Costa County to provide
employment assistance and training to eligible foster youth via the Workforce Innovative and
Opportunities Act (WIOA). We work with the organizations that hold the WIOA contracts. Twenty percent
(20%) of the caseloads for these providers have to include the foster care population.
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ILSP PILLAR- EDUCATION
ILSP supports and encourages foster youth to stay in school through curriculum that motivates youth to
strive towards graduation, pursue a higher education either through college, vocational education or
apprenticeships and embrace learning as a lifelong process. This past year, 107 participants graduated
from high school and 11 graduated from college. All of the graduates were honored at the 31th Annual
ILSP Recognition Event where fifty-three scholarships totaling over seventy thousand dollars, were
awarded. ILSP supports the case carrying social workers to identify life-long connections for those youth
participating in ILSP.
ILSP provides the extra workshops that provide assistance to youth in their senior year of high school to
assist them with fulfilling their goals they have for themselves after graduation.
ILSP has established specialized relationships and collaborations with the following agencies and colleges
to provide a seamless transition upon emancipation from foster care: Los Medanos Community College,
Job Corps – Treasure Island, Sierra College
ILSP has developed relationships with the following agencies and organizations to serve our foster youth
and to support programs and events. The Assistance League of Diablo Valley, Volunteer Emergency
Services Team In Action, Inc. (VESTIA), The Orinda Woman’s Club, Honorable Judge Lois Haight Foster
Youth Foundation, Volunteers of America Foster A Dream, Suzy Todd Photography, and Friends of ILSP,
to name a few.
ILSP WELL-BEING
Youth in foster care often do not experience childhood in the way most children who live with their
families of origin do. ILSP provides activities and supportive services to help encourage positive social
development and exposure to typical child hood activities. Through a variety of excursions such as
outings, foster youth are able to experience fun activities that a typical teenager might, but are also
mentored in developing positive social skills and are further engaged in the ILS program. The State of
California Department of Social Services has emphasized the importance of supporting the well-being of
foster care and ILSP is the perfect mechanism to provide this intervention. The ILSP staff engage youth
and motivate them to strive to improve their lives and grow into happy and healthy adults.
ILSP - AFTERCARE
Each year, 100-150 foster youth are eligible to age out of foster care system at age 18 or 19 years old.
They have an option to emancipate out of foster care or to remain in under AB 12. ILSP continues to
support these youth during and after they make their decision. In addition, VESTIA funds provide
supportive services to emancipated foster youth in need or crisis.
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SUMMARY/C ONCLUSION
Youth who emancipate from foster care are expected to become self-sufficient upon emancipation. This
entails the ability to maintain stable housing, maintain employment, and maintain one’s physical health.
Research on the outcomes of emancipated foster youth indicates that this task is difficult for this
population.
The Contra Costa County CFS ILSP has upwards of 769 eligible youth each year. This past fiscal year ILSP
held eighty-five (85) workshops/events that an average of sixty-four (64) individual youth attended. Six
hundred and forty-two (642) individual youth received services this past fiscal year. Much of the work of
the ILSP Coordinators and staff is spent cultivating collaborative partnerships with community-based
organizations and other foster youth serving groups. Their expertise in engaging youth and motivating
them to stay in school, graduate, and obtain life-sustaining employment is critical. The ILSP staff has a
unique ability to connect with and engage the youth that are participating and this serves them well when
discussing lifelong connections and plans for post foster care. In this era of Community Care reform, ILSP
will continue to support the case carrying social workers and youth to identify lifelong connections post
foster care.
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•Foster Care Independence Act of 1999 (Public Law 106-169)
•Provides training,services,and benefits to assist current and former
foster youth in achieving self-sufficiency prior to,and after leaving,
the foster care system
•Each county has the flexibility to design services to meet a wide
range of individual needs and circumstances.
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The Independent
Living Skills Program
“Our vision is to move every youth
from stagnation to motivation,
from limitations to possibilities;
from dependency to self-sufficiency;
from the past to the FUTURE.”
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ILSP spotlights “The Four Pillars”
•Education
•Employment
•Housing
•Well-Being
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•Youth placed in out-of-home care between their 16th and 19th
birthday.
•Former dependents who entered into a kinship guardianship at any
age and is receiving Kinship Guardianship Assistance Payments
(Kin-GAP)at the age between 16 and 18.
•Former dependent who entered into a Non-Related Legal
Guardianship (NRLG)after their 8th birthday.
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•Daily living skills
•Money management
•Building/developing self-esteem
•Financial support with college or vocational schools
•Educational Resources
•Housing Transitional Housing
•Employment
5
85
6
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California Youth Connection
Day at the Capitol Conference
87
Senior Kick Off
8
88
9
89
10
90
11
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12
•642 current and former foster youth served
•44 THP+ provided transitional housing & support services
•24 THPP NMD provided transitional housing & support services
•THP+FC is expanding to meet the needs of foster youth
•125 ILSP youth graduated High School in 2019
•11 graduated college
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FAMILY AND HUMAN SERVICES
COMMITTEE 10.
Meeting Date:07/29/2019
Subject:Annual Activities and Key Accomplishments Report for Contra Costa
County Local Planning and Advisory Council for Early Care and
Education (LPC)
Submitted For: David Twa, County Administrator
Department:County Administrator
Referral No.: #81
Referral Name: Local Child Care & Development Planning - Council Activities
Presenter: Susan Jeong Contact: Susan Jeong (925) 942-3413
Referral History:
The Board of Supervisors referred updates on the activities of the Local Planning and Advisory
Council for Early Care and Education (LPC) (formerly known as the Local Planning Council for
Child Care and Development) to the Family and Human Services Committee (FHS) on January
17, 2006.
The last report was provided to the FHS on July 23, 2018.
Referral Update:
Please see the attached report for an update on the FY 2018/19 activities and key
accomplishments of the Local Planning Council as they relate to membership and funding of
local child care and development planning in Contra Costa County.
Recommendation(s)/Next Step(s):
ACCEPT attached report on the activities and key accomplishments of the Local Planning and
Advisory Council for Early Care and Education during fiscal year 2018-19.
Fiscal Impact (if any):
No fiscal impact.
Attachments
2018/19 LPC Activities Report
Addendum to 2018/19 LPC Activities Report
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M E M O R A N D U M
DATE: July 19, 2019
TO: Family and Human Services Committee
Supervisor Candace Andersen, District II, Chair
Supervisor John Gioia, District I, Vice Chair
Contra Costa County Office of Education
Lynn Mackey, Contra Costa County Superintendent of Schools
FROM: Susan K. Jeong, LPC Coordinator/Manager, Educational Services
SUBJECT: Annual Activities and Key Accomplishments Report for Contra Costa County Local Planning
and Advisory Council for Early Care and Education (LP C)
RECOMMENDATION(S):
1) ACCEPT the activities report and key accomplishments during fiscal year 2018-2019 for the LPC
as they relate to Education Code - Section 8499.3 – 8499.7
REASON/S FOR RECOMMENDATION:
Projects and activities of the Contra Costa LPC align with legislative intent for Local Planning
Councils to serve as a forum to address the child care needs of all families and all child care programs , both
subsidized and non-subsidized in Contra Costa County (Ed code Sections 8499.3 and 8499.5).
BACKGROUND:
The Contra Costa County Local Planning and Advisory Council for Early Care and Education (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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I. SUMMARY OF ACTIVITIES
Hosted the 15 th Annual Young Children’s Issues Forum – Speak Out for Children: Educate
and Advocate on Saturday, March 16, 2019 . Over 165 teachers, school administrators, college
faculty, community advocates, local government officials, parents, business leaders, state and local
legislators attended the Forum held at the Pleasant Hill Community Center, in Pleasant Hill, CA. The
topic of focus for this year’s forum was Hope Thrives to highlight that great opportunity in early care
and education with new state leadership that values early learning and recognizing that the workforce
and families continue to thrive amidst change. This event continues to be a catalyst to ongoing and
active community engagement in the early care and education community. The 15th Annual Forum
changed its structure from a full-day to part-day event – to narrow-in on purpose for gathering early
educators and also due to continued funding challenges. The 2019 Forum was highly interactive with
the audience (mainly early educators) and highlighted the critical importance of recognizing the
workforce.
Completed the 2017 - 2027 Countywide Child Care Needs Assessment and Child Care Facility
Development Study for Contra Costa County.
Upon completion of the Needs Assessment, the LPC in partnership with the County Office of
Education, prepared an Executive Summary which was first shared and distributed at First 5 Contra
Costa’s Coffee and Kids event in May 2019.
LPC is collaborating with First 5 Contra Costa, who will be using the LPC’s Countywide Child Care
Needs Assessment data to develop an interactive data dashboard on their website. The dashboard is
tentatively planned to be ready in late summer/early fall.
Coordinated and Facilitated Quarterly State Funded Program Administrators Network
(SFPAN) meetings held at the CCCOE and facilitated by the LPC Coordinator .
The State Funded Administrators Network (SFPAN) convenes 14 agencies that contract with the
California Department of Education to provide General Child Care Services for children ages 0-12 and
State Preschool services for high need families and children throughout Contra Costa. The SFPAN
includes the county’s Head Start and Early Head S tart providers and the CalWORKs child care voucher
program known as the Alternative Payment Program which includes Stage 1, Stage 2 and Stage 3
families.
Support and Fiscal Consultation/Coaching Services for Administrators of State Funded
Programs - Title 5 contractors with the California Department of Education, Early Learning and Care
Division continue to struggle with recruitment and retention of teaching staff. Barriers include finding
qualified teachers and low compensation (for some sites, not all).Other local challenges among Title 5
contractors include: lack of available child care facilities and low enrollment.
In 2016 – 2017, the LPC decided to allocate AB 212 funds to “pilot” consultations services to
administrators with the goal of improving efficient contract management for full earning of allocation.
The consultation services continue (now in its third year) to support programs. In addition, the
consultant has helped the LPC in supporting the planning of the County Child Care Subsidy Pilot (AB
435).
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AB 435 – Child Care Subsidy Pilot
The Pilot Plan has not been fully approved by CDE and is pending approval of Pilot Reimbursement
Rates. This status is the same for more than half of counties who have passed legislation to pilot a
localized subsidized child care system. Much of what would have been realized in AB 435 through a
local Pilot will take effect through AB 2626. The LPC Coordinator with the Title 5 Consultant continue
to work with CDE. A conference call initiated by CDE scheduled for mid-July will discuss the status of
the Pilot Reimbursement Rate.
LPC Coordinator is CCCOE’s administrator for the California State Preschool Program (CSPP)
QRIS Block Grant and Quality County California (QCC) QRIS Block Grant contracts for
Contra Costa County. The LPC is actively involved in the local planning, coordination and
implementation of quality improvement services, professional development and growth activities and
incentives, and countywide efforts to increase public awareness of “quality indicators” through the
Contra Costa Quality Matters program.
II. ACCOMPLISHMENTS
Nurture and Retain a Qualified Early Care and Education Workforce
• As in previous years, the LPC has offered multiple professional growth and
development services and incentives in Contra Costa County. The LPC was approved by
the California Department of Education (CDE) in 2018 -2019 to support teaching staff by
providing stipends for participation at various levels and through multiple commitments
to participation paid with AB 212 funds. Total stipends issued from AB 212 of $86,700
were paid to 67 AB 212 eligible staff. The LPC chose to implement the following activities
under the sponsorship of AB 212 funding:
• Completion of the California Transitional Kindergarten Stipend Program end in
March 2019. Contra Costa County’s total allocation of CTKS funds ($405,286) was fully
expended by March 2019. Please see addendum for a full report.
• Professional Development Program (PDP) Services and Incentives: During fiscal
year (FY) 2018-2019, the Contra Costa LPC continued the partnership with First 5 Contra
Costa for Professional Development Program funding. During the application period, 94
applications were received from AB 212 educators, including one (1) from a school-age
provider. After completing approved PDP activities, a total of 67 AB 212 staff received
incentives in one or more components or incentive categories, including 60 participants
who demonstrated commitment to remaining employed for more than one year and who
additionally received Retention Awards through remaining AB 212 funds. School-age
educators were encouraged to apply to AB 212, although requirements were modified
according to completion.
• Site Supervisor and Director Leadership Learning Community (LLC) - The LPC
was approved to align leadership supports with Contra Costa Quality Matters through
LLC activities that would increase the ability of leaders to build awareness of quali ty
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improvement with their site-based staff. As gatekeepers to their staff, leaders are in unique
positions to facilitate discussions with staff that could result in revisions in practices and
assessments. The engagement with this mixed group of 15 participants allowed for cross-
pollination of ideas and strategies that defined the methods in reaching quality and sharing
information with staff. Resource publications were provided.
• Foreign Transcript Evaluation Services continued to be funded and provided
thr ough AB212 allocations and were offered in PDP - Assistance was provided by AB
212 staff to one (1) PDP participant who was not funded for a stipend through AB 212
but who required the staff assistance to meet PDP program requirements. Education
completed from higher education institutions from outside the United States supports
PDP participants with applying for or advancing on the Child Development Permit or
degree completion. Contracted services with Educational Records and Evaluation Services
has been provided by the LPC for over ten years.
• Additional AB 212 Support Services: As directed through the Professional
Development Program (PDP) partnership with First 5 Contra Costa, PDP advisors at
each of the three colleges in the Contra Costa Community College District received
applications from AB 212 educators for participation and eligibility for stipends. The
college advisors provided Information Sessions, education advising towards degrees,
regular individual advising sessions, and documentation acceptance from August 2018
through January 15, 2019. AB 212 staff continued to provide the same services at state-
funded employment sites, through advising appointments, Child Development Permit
application processing and related professional growth advising sessions, and training, as
needed, for understanding of renewal requirements for the Child Development Permit and
for successful participation in PDP. The AB 212 stipend details for Professional
Development Program follow in Table 1 - the number of participants completing each
type of professional development and the stipend amounts by category are represented
below
• Permit Applications: AB 212 staff continued to assist early childhood educators to
apply for new, renewal and upgrade Child Development Permit applications and to receive
Temporary County Certificates. A total of 127 permit applications were accepted and
processed during 2018-2019 with 20 from AB 212 Professional Development Program
(PDP) participants. In the past several years, AB 212 staff have seen an increase in online
renewals by Contra Costa County early childhood professionals. There seems to be a
better understanding of the process for online renewals and many have become more
aware of the services, which can be provided online. Recent history has shown that fewer
individuals are needing assistance with accessing their Permit information online and may
contact AB 212 staff for guidance in making payment, submitting the application for
renewal, or editing personal information due to marital status, address changes, or
incorrect information. Professional Growth Advising and the development of awareness
of that may have also increased this online engagement with the Commission on Teacher
Credentialing (CTC).
• CA Early Care and Educator Workforce Registry (The Registry) – In 2018-2019,
the Contra Costa LPC began coordinating efforts with other stakeholders to increase
participation by early care educators in joining The Registry. “The California Department
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of Education’s Early Learning and Care Division has been requiring participants of its
quality improvement professional development activities to register with the Registry since
January 2017. By 2020, all Quality Counts California trainers, coaches, and educators will
be required to use the Workforce Registry. Go to https://caregistry.org to sign up or
update your existing profile.”
• For more information , please refer to https://caregistry.org/pdf/FAQs.pdf
• Strategies have been discussed and developed to increase the participation to include
uploading professional documents to The Registry in 2019-2020. Currently 185
(unduplicated) educators have joined the Registry and this includes the 67 AB 212 PDP
participants who have received stipends or retention awards in 2018-2019, meeting the
requirement announced by CDE in 2017.
2018-2019 Professional Development Program (PDP)
Incentive Summary - Table 1
Stipend Type and amount
Number per
Stipend
Type
Total per
Stipend Type
Course Completion Stipend = $600 for 6 units completed 53 $31,200
Professional Training Hours = $150 (for completion of 12 or more hours 20 $ 3,300
Coursework Bonus for completing additional units after first 6 units.
$100 per unit with MAX $1200 39 $19,000
Education Milestone
M1 - completion of 24 ECE/CD and 16 GE for Teacher Permit = $300,
M2 - completion of AA/AS degree = $400
M3 -completion of BA/BS =$500
10
M1 = 1
M2 = 4
M3 = 2
M1 = $ 300
M2 = $1,600
M3 = $1,000
Lost Wages - Completion of lab or community -based supervised field
experience which required absence from employment, based on hours
completed with MAX $1250
2 $2,500
School-Age Course Completion Stipend = $100 per unit
*eligible also for Retention Stipend 1 $ 300
Retention Stipends
R1 = 1 – 5 years = $150
R2 = 5 – 10 years = $750
R3 = 10 – 15 years = $1000
R4 = 15 + years = $1500
60
R1 = 40*
R2 = 6
R3 = 8
R4 = 6
$27,500
Total stipend types paid to 67 approved and eligible AB 212 participants $86,700
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Permit Applications Processed During 2018 - 2019 for State-Funded Programs
PDP Participant Permit Level by Job Title
Job Title
No
Permit
Yet Assistant
Associate
Teacher Teacher
Master
Teacher
Site
Supervisor
Program
Director Total
TAT, Aide,
Substitute, or
Assistant
16 - 2 2 - - - 20
Associate
Teac her 1 - 14 4 1 1 - 21
Teacher
includes grad
tutor, floater
teacher
- 3 6 3 4 16
Master/Lead
Teacher - - 1 1 - 4 2 8
Site
Supervisor - - - - - 1 - 1
Program
Director - - - - - 1 1
Total 17 - 20 13 4 11 2 67
Retention by Job Title
PDP Participant Job Title and Years of Employment
Years of Employment
Totals
Job Titles Not provided < 3 years 3-5 years 5-10 years
More than
10 years
TAT, Aide, Substitute, or
Assistant
- 8 3 3 2 16
Associate Teacher 2 10 2 3 1 18
Teacher includes grad
tutor, floater teacher
- 4 5 1 5 15
Master Teacher - 2 1 2 3 8
Site Supervisor - - - - 1 1
Program Director - - - - 1 1
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Total - Central 2 24 11 9 13 59
III. PROPOSED WORK PLAN/OBJECTIVES FOR 2019 - 2020
The LPC will continue to oversee the design and implementation of the following projects and
priority activities:
Plan, Coordinate and Host the 16 th Annual Young Children’s Issues Forum – Speak Out
for Children: Educate and Advocate scheduled for Saturday, Ma rch 14, 2020.
Convene Annual LPC Member Retreat November/December 2019 to begin strategic planning
process for Contra Costa County Comprehensive Countywide Early Care and Education Plan for
2020-2025.
Participate, support and align funding goals to support countywide efforts to improve the
quality of all Early Care and Education programs through the Quality Matters.
Co-sponsor teacher incentives and professional development services offered through
Contra Costa County PDP utilizing AB 212 funding and in partnership with First 5 Contra Costa.
Recruit LPC Child Care Consumer representatives through Parent Voices, Head Start,
CalWORKs and LPC member networks.
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Final Report for the Contra Costa County LPC for Early Care and Education
Contra Costa CA Transitional Kindergarten Stipend (CTKS) Project
Contractual Updates
The CTKS grant ended on March 31, 2019.
Participation
143 ECE/CD educational and/or professional development reimbursements were issued
to 73 (unduplicated number) Transitional Kindergarten (TK) and CA State Preschool
Program (CSPP) teachers.
Of the 73 teachers who received a reimbursement stipend
47 were CSPP teachers
26 were TK teachers (approximately 30% of total TK teachers in Contra Costa;
total number includes 2 Alameda County TK Teachers.
The chart below shows the total CTKS reimbursements issued during the grant period
(2014-2019) by County/Region and program type.
$73,300
$29,243
$74,783
$4,880
$60,046
$2,866
$17,332
$- $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000 $160,000
Alameda
Central
East
West
CTKS Reimbursement by County/Region & Program Type
State Funded Programs Transitional Kindergarten
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Total CTKS Reimbursements
Approximately $263,000 was reimbursed to 73 CSPP and TK teachers in Contra Costa
County (with the exception of two Alameda county TK teachers).
The average amount of funding per:
CSPP teacher was $2,222
TK teacher was $1,351
The table below shows the percentage of the total CTKS reimbursement amount issued by ED
(educational) or PD (professional development) by program type.
Challenges
TK teachers, who were credentialed and assigned to teach TK on or before July 1, 2015,
were grandfathered into teaching TK classrooms by the District and therefore not
required to meet the Early Childhood Education (ECE) and/or Child Development
coursework requirement issued by the CDE directly affected the recruitment and
participation of TK teachers.
The upfront costs for ECE coursework and/or professional development activities (CTKS
reimbursement requirement) along with the waiting period (approximately 2 months) to
receive the actual reimbursement check was a challenge for some of our lower paid
CSPP teachers.
Accomplishments
Allocated CTKS funds ($405,286) for Contra Costa were fully expended by March 2019.
The participants benefited from financial assistance for degree attainment and
professional development completion.
Program Type ED/PD 2016 2017 2018 2019
State Funded Program ED 60.56% 70.96% 72.60% 53.22%
PD 0.98% 0.83% 1.33% 0.00%
State Funded Program Total 61.54% 71.80% 73.92% 53.22%
Transitional Kindergarten ED 32.40% 23.80% 24.41% 45.64%
PD 6.05% 4.40% 1.67% 1.14%
Transitional Kindergarten Total 38.46% 28.20% 26.08% 46.78%
Grand Total 100.00% 100.00% 100.00% 100.00%
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