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Home My WebLink AboutBOARD STANDING COMMITTEES - 08042023 - FHS Cte Agenda Pkt FAMILY & HUMAN SERVICES COMMITTEE August 4, 2023 10:00 A.M. Join in person: 1025 Escobar St, Room 110A Martinez, CA 94553 Join from PC, Mac, Linux, iOS or Android: https://cccounty-us.zoom.us/j/83952302461?pwd=bDJxOXRrQytQYUVMMlFQaDZBTTVSQT09 Join by telephone, dial: USA 214-765-0478 USA 888-278-0254 (US Toll Free) Conference code: 382517 Supervisor Candace Andersen, Chair Supervisor Ken Carlson, 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 Record of Action for the June 26, 2023 Family and Human Services Committee (FHS) meeting (Danielle Fokkema, FHS Staff) 4. CONSIDER recommending to the Board of Supervisors the appointment of Alison McKee to the Flex Seat #3, the reappointment of Joshua Anijar to the Workforce and Labor Seat #2, and the reappointment of Robert Muller to the Business Seat #9 of the Workforce Development Board with terms expiring June 30, 2027. (Tamia Brown, Executive Director) 5. CONSIDER recommending to the Board of Supervisors the appointment of Nicolette Schumacher to the At-Large #3 Seat on the Contra Costa Commission for Women and Girls for a term expiring February 28, 2027, as recommended by the Commission. (Danielle Fokkema, FHS Staff) 6. CONSIDER accepting the report from the Behavioral Health Division of the Health Services Department on efforts to support the mental health needs of children and adolescents, and forward to the Board of Supervisors for their information. (Gerold Loenicker, Child & Adolescent Mental Health Program Chief) 7. CONSIDER accepting the report from the Employment and Human Services Department on Continuum of Care Reform Impact, and forward to the Board of Supervisors for their information. (Marla Stuart, Director of Employment and Human Services) 8.The next meeting is currently scheduled for September 25, 2023 at 10:30 am. 9.Adjourn The Family & Human Services Committee will provide reasonable accommodations for persons with disabilities planning to attend Family & Human Services Committee meetings. Contact the staff person listed below at least 72 hours before the meeting. Any disclosable public records related to an open session item on a regular meeting agenda and distributed by the County to a majority of members of the Family & Human Services Committee less than 96 hours prior to that meeting are available for public inspection at 1025 Escobar St., 4th Floor, Martinez, during normal business hours. Public comments generally will be limited to two minutes per speaker. In the interest of facilitating the business of the Board Committee, the total amount of time that a member of the public may use in addressing the Board Committee on all agenda items is 10 minutes. Your patience is appreciated. Public comment may alsobe submitted via electronic mail on agenda items at least one full work day prior to the published meeting time. For Additional Information Contact: Danielle Fokkema, Committee Staff Phone (925) 655-2047, Fax (925) 655-2066 Danielle.Fokkema@cao.cccounty.us FAMILY AND HUMAN SERVICES COMMITTEE 3. Meeting Date:08/04/2023 Subject:Record of Action for June 26, 2023 Submitted For: FAMILY & HUMAN SERVICES COMMITTEE, Department:County Administrator Referral No.: N/A Referral Name: N/A Presenter: Danielle Fokkema, Sr. Deputy County Administrator Contact: Danielle Fokkema, (925) 655-2047 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 record of action for the June 26, 2023 Family and Human Services Committee meeting. Recommendation(s)/Next Step(s): RECEIVE and APPROVE the Record of Action for the June 26, 2023 Family and Human Services Committee meeting. Fiscal Impact (if any): There is no fiscal impact. Attachments Draft Record of Action 6-26-23 D R A F T FAMILY AND HUMAN SERVICES COMMITTEE RECORD OF ACTION FOR June 26, 2023 Supervisor Candace Andersen, Chair Supervisor Ken Carlson, Vice Chair Present: Candace Andersen, Chair Ken Carlson, Vice Chair 1.Introductions Chair Andersen called the meeting to order at 10:30 a.m. 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 general public comment period. 3.RECEIVE and APPROVE the Record of Action for the May 22, 2023 Family and Human Services Committee meeting. The Committee approved the Record of Action from the May 22, 2023 meeting as presented. AYE: Chair Candace Andersen Vice Chair Ken Carlson 4.ACCEPT status report from the Employment and Human Services Department on CalFresh participation, updates on the CalFresh benefit enhancements and expansions, as well as outreach efforts, and FORWARD to the Board of Supervisors for their information. Public comment was received by one person. It was suggested that EHSD partner with the Water District to allow CalFresh recipients to auto-enroll for water bill assistance. Chair Andersen mentioned that some of the CalFresh denials are the result of missing or incorrect paperwork. She requested that the PowerPoint be updated with a true denial rate. Also, the Supervisors requested that Director Marla Stuart update the PowerPoint presentation with updated legislation information prior to submission to the full Board of Supervisors. The Committee accepted the report and approved staff forwarding it to the Board of Supervisors with the requested changes for their information. AYE: Chair Candace Andersen Vice Chair Ken Carlson 5.ACCEPT the 2023 Report on Anti-Human Trafficking efforts in Contra Costa County and FORWARD to the Board of Supervisors for their information. The Committee accepted the report and approved staff forwarding it to the Board of Supervisors for discussion. AYE: Chair Candace Andersen Vice Chair Ken Carlson 6.The next meeting is currently scheduled for August 4, 2023. 7.Adjourn The meeting adjourned at 11:35 a.m. For Additional Information Contact: Danielle Fokkema, Committee Staff Phone (925) 655-2047, Fax (925) 655-2066 Danielle.Fokkema@cao.cccounty.us FAMILY AND HUMAN SERVICES COMMITTEE 4. Meeting Date:08/04/2023 Subject:Appointment to the Workforce Development Board Submitted For: FAMILY & HUMAN SERVICES COMMITTEE, Department:County Administrator Referral No.: N/A Referral Name: Appointments to Advisory Bodies Presenter: N/A Contact: Tamia Brown, (925) 671-4560 Referral History: On January 7, 2020, the Board of Supervisors (BOS) adopted Resolution No. 2020/1 adopting policy governing appointments to boards, committees, and commissions that are advisory to the BOS. Section III.A. of this resolution states that when an advisory body conducts interviews for at-large/countywide seats, the body's recommendation will be provided to a Board committee for further review, along with all applications received for the applicable seat(s). In all cases, the Board Committee decides which applicants to nominate for full Board action. The Workforce Development Board implements federal requirements for programs to address the education, skills, and employment needs for a skilled workforce, and that lead to an increase in the skills and earnings of Contra Costa residents. On March 14, 2016, the Family and Human Services Committee (FHS) accepted the Employment and Human Services Department's recommendation to decertify the then-current Workforce Investment Act local Board and re-certify a new board structure in compliance with the new Workforce Innovation and Opportunity Act (WIOA). FHS approved these recommendations, and the Board did the same at its March 29, 2016 meeting. Under new standards in WIOA (2016) and as adopted by the Board on March 29, 2016, the new Workforce Development Board structure is: a total of 23 required seats and 2 "optional seats", consisting of: 13 Business representatives, 5 Workforce representatives, and 5 Education and Training representatives as follows: (1) Adult Education/Literacy; (2) Higher Education; (3) Economic & Community Development; (4) Wagner Peyser representative; (5) Vocational Rehabilitation. Also two additional/"optional" seats that may be filled from any of the 3 categories above. Referral Update: Local board structure and size: Compared to predecessor legislation, the Workforce Innovation and Opportunity Act (WIOA) substantially changes Local Board composition by reducing local workforce development board size while maintaining a business and industry majority and ensuring representation from labor and employment and training organizations. Category – Representatives of Business (WIOA Section 107(b)(2)(A)) Thirteen (13) representatives (52%) Category – Representatives of Workforce (WIOA Section 107(b)(2)(A)) Five (5) representatives (20%) Category – Representatives of Education and Training (WIOA Section 107(b)(2)(C)) One (1) Adult Education/Literacy Representative (WIOA title II) One (1) Higher Education Representative One (1) Economic and Community Development Representative One (1) Wagner Peyser Representative One (1) Vocational Rehabilitation Representative Two (2) additional seats from the above categories, including constituencies referenced in Attachment III of Training Employment & Guidance Letter (TEGL) 27-14. The Workforce Development Board Executive Committee, approved on May 2, 2023 the recommendation of the appointment of Alison McKee to the Flex Seat #3, the reappointment of Joshua Anijar to the Workforce and Labor Seat #2, and the reappointment of Robert Muller to the Business Seat #9 of the Workforce Development Board with a terms expiring June 30, 2027. No other candidates competed for the seat. Please see the attached memo and application for additional information. Recommendation(s)/Next Step(s): RECOMMEND to the Board of Supervisors the appointment of Alison McKee to the Flex Seat #3, the reappointment of Joshua Anijar to the Workforce and Labor Seat #2, and the reappointment of Robert Muller to the Business Seat #9 of the Workforce Development Board with a terms expiring June 30, 2027. Fiscal Impact (if any): There is no fiscal impact. Attachments WDB Appointment Recommendation Memo Application A. McKee Application J. Anijar Application R. Muller WDB Roster WORKFORCE DEVELOPMENT BOARD OF CONTRA COSTA COUNTY 4071 Port Chicago Highway • Suite 250 • Concord, CA 94520 Tel. (925) 671-4560 • Fax (925) 228-0238 Website: www.wdbcc.com MEMORANDUM DATE: June 22, 2023 TO: Family and Human Services Committee CC: Danielle Fokkema, CAO Sr. Deputy County Administrator FROM: Tamia Brown, Executive Director SUBJECT: Appointment to Workforce Development Board This memorandum requests the Family and Human Services Committee recommend to the Contra Costa County Board of Supervisors the appointment of the following candidates to the new WIOA compliant Workforce Development Board of Contra Costa County. Background: Local board structure and size: Compared to predecessor legislation, the Workforce Innovation and Opportunity Act (WIOA) substantially changes Local Board composition by reducing local workforce development board size while maintaining a business and industry majority and ensuring representation from labor and employment and training organizations. To meet the categorical membership percentages, the WDB recommended a board of twenty-five (26) members. This option represents the minimum required local board size under WIOA plus an additional six (6) optional representatives in the following enumerated categories: 1) business; 2) workforce; 3) education and training. Category – Representatives of Business (WIOA Section 107(b)(2)(A)) • Thirteen (13) representatives (52%) Category – Representatives of Workforce (WIOA Section 107(b)(2)(A)) • Five (5) representatives (20%) Category – Representatives of Education and Training (WIOA Section 107(b)(2)(C)) • One (1) Adult Education/Literacy Representative (WIOA title II) • One (1) Higher Education Representative • One (1) Economic and Community Development Representative • One (1) Wagner Peyser Representative • One (1) Vocational Rehabilitation Representative Three (3) additional seats from the above categories, including constituencies referenced in Attachment III of Training Employment & Guidance Letter (TEGL) 27-14. Recommendation: a) Recommend approval of local board candidate for the vacant board seat. (Attached application and board roster) - Approved on May 2, 2023 at the Full Board Meeting • Alison McKee to fill Flex Seat #3 TAMIA BROWN EXECUTIVE DIRECTOR b) Recommend approval of local board candidate for the re-appointment for the board seat. (Attached application and board roster) - Approved on May 2, 2023 at the Full Board Meeting • Robert Muller to fill Business Seat #9 • Joshua Anijar to fill Workforce and Labor Seat #2 **No other candidate competed for the Flex Seat # 3 , Business Seat # 9 , and Workforce and Labor Seat # 2 NEW APPOINTMENT Seat Last Name First Name Address & District # Term Start Date Term of Expiration District (Resident) Flex Seat # 3 McKee Alison Martinez, CA District # 5 7/1/2023 6/30/2027 District #4 RE-APPOINTMENT Seat Last Name First Name Address & District # Term Start Date Term of Expiration District (Resident) Business Seat # 9 Muller Robert Martinez, CA District # 5 7/1/2023 6/30/2027 District #4 Workforce and Labor Seat # 2 Anijar Joshua Martinez, CA District # 5 7/1/2023 6/30/2027 District #5 Thank you /rms attachment Submit Date: Mar 12, 2023 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: District 4 Length of Employment 21 years Do you work in Contra Costa County? Yes No If Yes, in which District do you work? 5 How long have you lived or worked in Contra Costa County? 24 years Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Workforce Development Board: Submitted Alison McKee 4124 Chaucer Drive Concord CA 94521 Home: (510) 332-7386 alison.mckee@library.cccounty.us Contra Costa County County Librarian Alison McKee A3d Seat Name Education and Training Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended San Jose State University Degree Type / Course of Study / Major Master of Library and Information Science Degree Awarded? Yes No College/ University B Name of College Attended San Francisco Conservatory of Music Degree Type / Course of Study / Major Music Performance Degree Awarded? Yes No College/ University C Name of College Attended Indiana University Alison McKee Upload a Resume Degree Type / Course of Study / Major Music Performance Degree Awarded? Yes No Other Trainings & Occupational Licenses Other Training A Certificate Awarded for Training? Yes No Other Training B Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. I believe that the county library can and should be playing a more active role in supporting the WFDB in meeting their goals and objectives. Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) I am currently the county librarian for Contra Costa. The library provides significant and numerous free job training resources to any member of the community. The library also is a place for trainings to be conducted and for potential employees to receive work experience. Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Alison McKee Do you have any obligations that might affect your attendance at scheduled meetings? Yes No If Yes, please explain: Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: Economic Opportunity Council If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: List any volunteer or community experience, including any advisory boards on which you have served. Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) 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 relationships? Yes No If Yes, please identify the nature of the relationship: I am a current county employee Alison McKee Please Agree with the Following Statement I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Alison McKee Please return completed applications to: Clerk of the Board of Supervisors 1025 Escobar Street, 1st Floor Martinez, CA 94553 or email to: ClerkofTheBoard@cob.cccounty.us Contra Costa County Do you work in Contra Costa County? Home Address - Street City Postal Code Primary Phone (best number to reach you)Email Address Resident of Supervisorial District (if out of County, please enter N/A): If Yes, in which District do you work? BOARDS, COMMITTEES, AND COMMISSIONS APPLICATION First Name Middle Initial Last Name Occupational Licenses Completed: G.E.D. Certificate Yes No No Degree Type/Course of Study/Major Degree AwardedColleges or Universities Attended High School Diploma CA High School Proficiency Certificate EDUCATIO N Yes Yes Yes No State Certificate Awarded for Training? Yes No Pl ease check one: Yes No If Yes, how many? No Check appropriate box if you possess one of the following: PAGE 1 of 3 THIS FORM IS A PUBLIC DOCUMENT Current Employer Job Title Length of Employment How long have you lived or worked in Contra Costa County? Board, Committee, or Commission Seat Name Have you ever attended a meeting of the advisory board for which you are applying? Other Trainings Completed: Yes No District Locator Tool Yes NoWould you like to be considered for appointment to other advisory bodies for which you may be qualified? Are you a veteran of the U.S. Armed Forces? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? If Yes, please explain: Yes No Joshua Anijar 1333 Pine St Martinez 94553 602-770-9307 josh@cclabor.net Arizona State University B.A. Political Science University. Of Massachusetts Amherst M.S. Labor Studies WorkforceBoard Labor Seat over 10 Print Form 54 4 4 4 4 A CA 4 years Contra Costa Labor Council Contra Costa Labor Council 4 years 4 4 4 A3b Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume). Please check one: Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: Please check one: 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 relationships? Do you have a familial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section on page 3 of this application or Resolution No. 2021/234). List any volunteer and community experience, including any boards on which you have served. If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: Please check one: Yes No If Yes, please identify the nature of the relationship: I am including my resume with this application: Please check one: Yes No Are you currently or have you ever been appointed to a Contra Costa County advisory board? PAGE 2 of 3 THIS FORM IS A PUBLIC DOCUMENT Please explain why you would like to serve on this particular board, committee, or commission. Workforce COVID-19 Vaccine Equity Board 4 4 4 I served on this board and would like to continue my tenure 4 As the executive director of the Labor Council I care deeply in finding ways to bring high road training parternerships that led to middle class jobs to our county. 1025 Escobar Street, 1st Floor Martinez, CA 94553 Submit this application to: ClerkofTheBoard@cob.cccounty.us OR Clerk of the Board 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 7.As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. 1.This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: 1) file a Statement of Economic Interest Form also known as a Form 700, and 2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. Important Information Questions about this application? Contact the Clerk of the Board at (925) 655-2000 or by email at ClerkofTheBoard@cob.cccounty.us Signed: Date: I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and understand that all information in this application is publicly accessible. I understand and agree that misstatements and/or ommissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. PAGE 3 of 3 THIS FORM IS A PUBLIC DOCUMENT Joshua Anijar 3/20/23 A3c BOARD MEMBERS Public Roster MICHAEL MCGILL JERRY L. ARANAS YOLANDA VEGA (CHAIR) MMS Design Associates, Inc.Lam Research Peak Performance Corporate Training President/Principal Engineer Business Manager Principal Committee: Executive & Youth Committee Committee: Youth Committee Committee: Executive & Business & Economic Dev. Business Seat #1 Business Seat #2 Business Seat #3 Appointment Date: 7/1/2020 Appointment Date: 7/26/2022 Appointment Date: 7/1/2020 Term End Date: 6/30/2024 Term End Date: 6/30/2026 Term End Date: 6/30/2024 TERRY CURLEY (VICE CHAIR)DOUGLAS R. LEZAMETA SARAH A. CHODAKEWITZ Executive Vice President Founder Director, Government and Community Affairs United Business Bank Fusion Latina Network John Muir Health Committee: Executive & Business & Economic Dev. Committee: Business & Economic Development Committee Committee: Business & Economic Development Committee Business Seat #4 Business Seat #5 Business Seat #6 Appointment Date: 7/26/2022 Appointment Date: 08/01/2021 Appointment Date: 6/7/2022 Term End Date: 6/30/2026 Term End Date: 06/30/2025 Term End Date: 6/30/2026 NICHOL CARRANZA VACANT ROBERT MULLER (RE-APPOINTMENT) Sr. Rep. Corporate Social Responsibility & Public Affairs Martinez Refining Company Marathon Petroleum Corporation Learning Manager Committee: Business & Economic Development Committee Committee: Committee: Executive & Youth Committee Business Seat #7 Business Seat #8 Business Seat #9 Appointment Date: 6/7/2022 Appointment Date: Appointment Date: 7/11/2017 Term End Date: 06/30/2026 Term End Date: 6/30/20XX Term End Date: 6/30/2023 LAURA TREVINO - FERNANDEZ STEPHANIE RIVERA (VICE CHAIR)MONICA MAGEE Hargrove Engineer & Contractors Lazarex Cancer Foundation Bishop Ranch Senior Recruiter Specialist Chief Executive Officer Director of Marketing Committee: Business & Economic Development Committee Committee: Executive & Business & Economic Dev. Committee Committee: Business & Economic Development Committee Business Seat # 10 Business Seat # 11 Business Seat #12 Appointment Date: 7/1/2020 Appointment Date: 7/1/2020 Appointment Date: 7/1/2020 Term End Date: 06/30/2024 Term End Date: 06/30/2024 Term End Date: 06/30/2024 CORRY KENNEDY Chevron Human Resource Manager Committee: Business & Economic Development Committee Business Seat # 13 Appointment Date: 7/1/2020 Term End Date: 06/30/2024 BUSINESS SEATS Executive Director A3e Tamia Brown BOARD MEMBERS Public Roster THOMAS HANSEN JOSHUA ANIJAR (RE-APPOINTMENT)TIMOTHY JEFFRIES IBEW Local 302 Central Labor Council Contra Costa County Boilermakers Local 549 Business Manager Executive Director Business Manager/ST Committee: Executive & Youth Committee Committee: Executive Committee: Workforce & Labor Seat #1 Workforce and Labor Seat # 2 Workforce and Labor Seat #3 Appointment Date: 07/01/2021 Appointment Date: 12/10/2019 Appointment Date: 07/1/2021 Term End Date: 6/30/2025 Term End Date: 6/30/2023 Term End Date: 6/30/2025 STEVE OLDER TRACI YOUNG Machinists Union Local 1173 Central Labor Council Contra Costa County Area Director/Business Representative Community Services Director, Labor Liaison to UWBA Committee: Committee: Business & Economic Development Committee Workforce and Labor Seat #4 Workforce and Labor Seat #5 Appointment Date: 08/01/2021 Appointment Date: 08/01/2021 Term End Date: 6/30/2025 Term End Date: 6/30/2025 STEVEN A. FRANCE KELLY SCHELIN Del Valle Education Center Contra Costa College District Director Interim Vice Chancellor, Education and Technology Committee: Committee: Business & Economic Development Committee Education & Training Seat #1 Seat No: Business #2 Appointment Date: 12/1/2022 Appointment Date: 7/1/2020 Term End Date: 06/30/2026 Term End Date: 6/30/2024 SEAN A. LAURANT RICHARD JOHNSON KWAME REED Department of Rehabilitation California Employment Development Department City of Antioch District Adminisrator Employment Service/Program Manager II Economic Development Director Committee: Committee: Business & Economic Development Committee Committee: Executive & Business & Economic Dev. Governmental & Eco. & Community Dev. Seat #1 Governmental & Eco. & Community Dev. Seat #2 Governmental & Eco. & Community Dev. Seat #3 Appointment Date: 4/1/2023 Appointment Date: 7/1/2020 Appointment Date: 7/1/2020 Term End Date: 6/30/2027 Term End Date: 6/30/2024 Term End Date: 6/30/2024 WORKFORCE AND LABOR SEATS EDUCATION AND TRAINING SEATS GOVERNMENTAL AND ECONOMIC AND COMMUNITY DEVELOPMENT SEATS Tamia BrownExecutive Director BOARD MEMBERS Public Roster LESLAY CHOY DEVONN POWERS ALISON MACKEE (PENDING APPROVAL) San Pablo Economic Development Humanity Way, Inc. Contra Costa County Library Executive Director Founder/Chief Executive Director County Librarian Committee: Business & Economic Development Committee Committee: Committee: Flex Seat #1 Flex Seat #2 Flex Seat #3 Appointment Date: 7/1/2020 Appointment Date: 12/1/2020 Appointment Date: Term End Date: 6/30/2024 Term End Date: 6/30/2024 Term End Date: 6/30/2027 FLEX SEATS Tamia Brown Executive Director FAMILY AND HUMAN SERVICES COMMITTEE 5. Meeting Date:08/04/2023 Subject:Appointment to the Contra Costa Commission for Women and Girls Submitted For: FAMILY & HUMAN SERVICES COMMITTEE, Department:County Administrator Referral No.: N/A Referral Name: Appointments to Advisory Bodies Presenter: N/A Contact: Lara DeLaney, (925) 655-2057 Referral History: On January 7, 2020, the Board of Supervisors adopted Resolution No. 2020/1 adopting policy amendments 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 a Board of Supervisors committee. The Contra Costa Commission for Women and Girls (CCCWG) was formed to educate the community and advise the Contra Costa County Board of Supervisors on issues relating to the changing social and economic conditions of women in the County, with particular emphasis on the economically disadvantaged. The Commission's mission is, “to improve the economic status, social welfare, and overall quality of life for women in Contra Costa County.” The Commission consists of 15 members and one Alternate At-Large member including: five district representatives (one from each supervisorial district), ten At-Large members, and one Alternate. The five district representatives are nominated for a four year term by each member of the Board of Supervisors. The ten At-Large members and the one alternate are nominated by the CCCWG Membership Committee and forwarded to the full CCCWG. The full CCCWG then makes appointment recommendations to the Family and Human Services Committee. All Commission seat terms are for a period of four (4) years with staggered expiration dates. Referral Update: Ms. Nicolette Schumacher applied to serve on the CCCWG on February 21, 2023. On June 27, 2023, the CCCWG voted to approve the recommendation of her appointment to the At Large #3 seat on the Commission, with a term expiring February 28, 2027. Recommendation(s)/Next Step(s): RECOMMEND to the Board of Supervisors the appointment of Nicolette Schumacher to the At-Large #3 Seat on the Contra Costa Commission for Women and Girls for a term expiring February 28, 2027, as recommended by the Commission. Fiscal Impact (if any): There is no fiscal impact. Attachments Application N. Schumacher CCCWG Roster Submit Date: Feb 21, 2023 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: District 4 Length of Employment 2.5 Years Do you work in Contra Costa County? Yes No If Yes, in which District do you work? 4 How long have you lived or worked in Contra Costa County? 15 years Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Contra Costa Commission for Women and Girls: Submitted Nicolette Schumacher Walnut Creek CA Betterworks Principal Program Architect Nicolette Schumacher Seat Name At Large Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended Saint Marys College of California Degree Type / Course of Study / Major MBA Degree Awarded? Yes No College/ University B Name of College Attended Saint Marys College of California Degree Type / Course of Study / Major Bachelors of Science in Business Degree Awarded? Yes No College/ University C Name of College Attended Degree Type / Course of Study / Major Nicolette Schumacher Upload a Resume Degree Awarded? Yes No Other Trainings & Occupational Licenses Other Training A Certificate Awarded for Training? Yes No Other Training B Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. It is very important to me I become more involved in serving my community, at a local level. I currently teach at UC Berkeley, now going on 8 years, and serve on a board for independent hearing officers in the office of student code of conduct. I also spent some time on local political committees and helping with campaigns where my passions and interests where. I have a responsibility to the community to help in any way I can, and understand there is a learning process in doing so. I would be honored to be in a committee where I can learn from, collaborate, and serve with professional women also seeking to give back. Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) I am not certain I am entirely qualified. I work full time in the technology industry. I have also taught at UC Berkeley more so because it is my passion, going on 7 years now. My experience in teaching has led me to take on several mentorship roles over the years and inspired me to become more active in serving my community. I joined the contra costa county republican party, I serve on a board with UC Berkeley, and I did spend several years living in San Francisco and volunteering with Big Brothers Big Sisters as well as Hands on Bay Area. I am hoping to contribute to society in a more meaningful and consistent way and in an area that has some of the most personal and profound impact. Nicolette Schumacher Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No If Yes, please explain: While I had time constraints in the past due to my obligations with work and UCB, I currently have no classes scheduled and am fully committed to making the time necessary for a board or commission. All of my qualifications can be found on my LinkedIn profile along with several professional recommendations from both my work life and teaching. Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: List any volunteer or community experience, including any advisory boards on which you have served. Contra Costa County Republican Party Treasure and Executive board, as well as outreach program UC Berkeley Independent Code of Conduct Board Big Brothers Big Sisters Hands on Bay Area Fallen Heroes Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) 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 relationships? Yes No Nicolette Schumacher If Yes, please identify the nature of the relationship: Please Agree with the Following Statement I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Nicolette Schumacher Contra Costa County, CA Contra Costa Commission for Women and Girls Position At-Large 2 Jennifer Rizzo 1st Term Mar 01, 2021 - Feb 28, 2025 Position At-Large 4 Lanita L Mims-Beal 2nd Term Mar 01, 2021 - Feb 28, 2025 Position At-Large 5 Catherine L. Jones 1st Term Apr 12, 2022 - Feb 28, 2026 Position At-Large 6 Adey Teshager 1st Term Oct 11, 2022 - Feb 28, 2026 Position At-Large 7 Fatima (Faye) Maloney 1st Term Mar 01, 2021 - Feb 28, 2025 Position At-Large 8 Shailaja Dixit 1st Term Sep 15, 2020 - Aug 24, 2024 Position At-Large 10 Destiny W Briscoe 1st Term Jul 26, 2022 - Feb 28, 2026 Board Roster Contra Costa Commission for Women and Girls Page 1 of 3 Position District I Joey Smith 3rd Term Mar 01, 2023 - Mar 01, 2027 Position District II Marilyn Lucey 2nd Term Mar 01, 2023 - Feb 28, 2027 Position District III Shauna D Polk 1st Term Mar 01, 2022 - Feb 28, 2026 Position District IV Ria S Bhatt 1st Term May 23, 2023 - Feb 28, 2026 Position District V Kirsten Upshaw 1st Term Aug 10, 2021 - Feb 28, 2025 Position At-Large 3 Vacancy Position At-Large Alternate Vacancy Position At-Large 9 Vacancy Contra Costa Commission for Women and Girls Page 2 of 3 Position At-Large 1 Vacancy Contra Costa Commission for Women and Girls Page 3 of 3 FAMILY AND HUMAN SERVICES COMMITTEE 6. Meeting Date:08/04/2023 Subject:Child and Adolescent Mental Health Services Update Submitted For: FAMILY & HUMAN SERVICES COMMITTEE, Department:County Administrator Referral No.: 115 Referral Name: Child & Adolescent Mental Health Services Presenter: Gerold Loenicker, Child & Adolescent Services Program Chief Contact: Danielle Fokkema, (925) 655-2047 Referral History: On October 30, 2017 the Family and Human Services Committee (FHS) accepted the report from the Health Services Department addressing various mental health service issues and concerns raised by the FHS, the Board of Supervisors, the Mental Health Commission’s White Paper, the Civil Grand Jury, and members of the public. These issues and concerns centered upon the difficulty in accessing mental health care, particularly for children and youth experiencing serious emotional disturbances. Indicative to this lack of access was the 1) increase in Psychiatric Emergency Services visits, 2) long wait times to access care, and 3) shortage of clinical staff, especially psychiatrists. The Health Services Department report addressed these issues and concerns, and reported upon the initiatives and progress made to date. The FHS asked the Department to provide an update to the Mental Health Commission in six months, and to the FHS annually thereafter. The last status report made to FHS was on July 26, 2021. Referral Update: Please see the attached 2023 report on efforts to support the mental health needs of children and adolescents in Contra Costa County. Recommendation(s)/Next Step(s): ACCEPT the report from the Behavioral Health Division of the Health Services Department on efforts to support the mental health needs of children and adolescents, and forward to the Board of Supervisor for their information. Fiscal Impact (if any): There is no fiscal impact. Attachments Child & Adolescent Mental Health Presentation Contra Costa Child & Adolescent Mental Health Gerold Loenicker, LMFT Mental Health Program Chief 1 Children/youth: •Up to 18th B-day: 5,756 •Up to age 21: 6,930 Contra Costa Mental Health Plan – Number of Clients receiving MH Services Calendar Year 2022 Age Group # of People Age Group #1: 0-5 679 Age Group #2: 6-12 2,180 Age Group #3: 13-17 2,897 Age Group #4: 18-21 1,174 Age Group #5: 22-59 9,665 Age Group #6: 60+2,169 Total 18,764 Gender # of People Female 10,050 Male 8,689 Non-Binary 1 Other 6 Unknown 18 Total 18,764 Ethnicity # of People African American 3,215 Asian/Pacific Islander 923 Caucasian 4,170 Hispanic 3,734 Native American 62 Other Non White 2,574 Unknown 4,086 Total 18,764 Youth Experiencing Foster Care 366 3 4 5 6 Progression of Services (Stages) in the Mental Health Delivery System More Intensive Less Outreach and Engagement (non SMHS) Outpatient Care Intensive Outpatient Emergency Most Restrictive Longer Term Out Of Home Stepdown Maintenance •Outreach •Education •Screening •Referral •Consultation •Navigation support •School climate •Awareness campaigns •Parent support •Trauma informed System Network First Hope •Clinical High Risk •First Episode School based MH Outpatient CBOs County Clinics School based Day Treatment Day Treatment (ROAR) Full-Service Partnerships (FSPs) Mobile Crisis Psychiatric Emergency (PES) Children’s Crisis Stabilization Unit (CSU) Inpatient Psychiatric Hospital Therapeutic Foster Care Community Treatment Facility Short Term Residential Treatment Primary Care Non-Clinical Community Resources Integrated Services: EBPs and Added Supports; Treatment Teams Added Supports complex needs, experiencing child welfare or juvenile justice involvement or homelessness Wraparound Intensive Care Coordination Intensive Behavioral Supports: TBS & IHBS Family Partner Support Mentoring Juvenile Justice Involved Supports Outpatient Services More Intensive Outpatient Services Emergency Services Longer Term Out of Home Treatment Stepdown/ MaintenanceMost Restrictive Added Supports Outpatient Services •Network Providers •School Based Mental Health •School based programming 65+ schools with 7 provider organizations •Organizational Providers (CBOs) •28 contract providers •Regional County Clinics •Evidence Based Practices to treat a range of mental health problems, including depression, anxiety, post traumatic stress, eating disorders, emotion dysregulations, suicidal behavior, family conflict, etc Intensive Outpatient Services School Based Day Treatment Programs Full Service Partner Programs Integrated Services •Catalyst program in WCCUSD (Seneca) •Glennbook (MDUSD) •At Alhambra HS (Seneca) •Counseling Enriched Classrooms •START program for youth at risk of hospitalization (Seneca) •Multi-Dimensional Family Therapy – Substance Use and Mental Health problems •Multi-systemic therapy – Juvenile Justice •Programs for Transition Age Youth •Evidence-based Practices •Self-harm and suicidal behavior •Eating Disorder •Experience of Trauma •System involvement •Team approach and coordinated family support •Wraparound, ICC, Tx Teams •Family Partner •Additional behavioral supports 10 School Based Mental Health •Medi-cal certified school sites •Counseling enriched classrooms •Visiting Therapists Between 65 and 70 Sites •West Contra Costa USD •John Swett USD •Martinez USD •Mt Diablo USD •Pittsburg USD •Antioch USD Emergency Services •Mobile Response Team (MRT) •Crisis intervention services for youth and families experiencing mental health crises •27/7 on-call availability •In-person response between 7:00 am and 11:00 pm on weekdays, and 9:00 am to 7:00 pm on week ends •Between 75 to 100 crisis calls per month •Proactive Crisis Benefit – integration with A3 •Psychiatric Emergency Services •Crisis Stabilization of youth being detained for mental health evaluation •Grant to develop Children’s Crisis Stabilization Unit •Separate Children’s Crisis Stabilization Unit (CSU) Most Restrictive •Inpatient psychiatric treatment •Contracts with hospitals in the region •Concord, Vallejo, Berkeley, Fremont, Sacramento •Short term residential treatment programs (STRTP) (Child Welfare and Probation) •Therapeutic Foster Care Longer Term Out of Home Treatment Stepdown/Maintenance •Provider Network (private pactices) •Primary Care •Ongoing help with care coordination •Social and community supports •Family Partners: Peers with lived experience support families navigate systems of care •Mentors provide non-traditional supports to youth •Therapeutic Behavior Services (TBS) to help youth overcome specific behavioral obstacles •Intensive Care Coordination and Intensive Home-Based Services •For children/youth/families with complex needs and need to coordinate variety of providers •Wraparound •Family driven, team-based planning to help families develop needed resources attain goals Added Supports Added Supports •Family Partners •Mentors •Therapeutic Behavior Services (TBS) to help youth overcome specific behavioral obstacles •Intensive Care Coordination (ICC) and Intensive Home-Based Services (IHBS) o For children/youth/families with complex needs and need to coordinate variety of providers •Wraparound o Family driven, team-based planning to help families develop needed resources attain goals AB 2083(2018) Children’s System of CareMoU 16 Child Welfare Juvenile Probation Office of Education Regional Center Behavioral Health 17 AB 2083 18 Interagency Executive Leadership Team Administrative Leadership Team Interagency Placement Committee Complex Care Navigation Interagency Agreements BHS and Juvenile Probation Mental Health Services at Juv Detention Contract with Community Based Organization BHS and Child Welfare Mental Health Liaison Family Urgent Care System BHS and Contra Costa Office of Education Wellness in Schools Program (WISP) BHS and School Districts 19 20 FAMILY AND HUMAN SERVICES COMMITTEE 7. Meeting Date:08/04/2023 Subject:Annual Report on Continuum of Care Reform Submitted For: FAMILY & HUMAN SERVICES COMMITTEE, Department:County Administrator Referral No.: 44 Referral Name: Challenges for EHSD Including Continuum of Care Reform Presenter: Marla Stuart, Director of Employment & Human Services Contact: Danielle Fokkema, (925) 655-2047 Referral History: This referral to the Family and Human Services Committee (F&HS) was originally made by the Board of Supervisors on April 25, 2000. Another referral to F&HS, number 19, on Welfare Reform was referred on January 21, 1997. On January 1, 2005, the Board of Supervisors combined these two referrals so that the Department could provide updates on various aspects of their programs as the need arose. Since that time, the Family and Human Services Committee has received annual updates from the Employment and Human Services Department on a variety of issues impacting the Department. On January 5, 2016, the Board approved the staff recommendation to carry forward this referral to the 2016 F&HS. On June 7, 2016, the Board approved the recommendation of the Employment and Human Services Director to eliminate the "Office of the Future" component of the referral and expand the referral to include a report on the Continuum of Care (Foster Care) topic. The last update was given on November 15, 2021. Referral Update: Please see the attached report on Continuum of Care Reform Impact. Recommendation(s)/Next Step(s): ACCEPT the report from the Employment and Human Services Department on Continuum of Care Reform Impact. Fiscal Impact (if any): There is no fiscal impact. Attachments Continuum of Care Reform Impact Report Continuum of Care Reform Impact Presentation Children & Family Services Continuum of Care Reform Impact Report August 4, 2023 Marla Stuart Employment and Human Services Director Continuum of Care Reform Impact Report Children & Family Services BACKGROUND The Continuum of Care Reform (CCR) is a product of AB 403, which was passed in October of 2015, and is one of the largest child welfare reforms in history designed to improve outcomes for youth in foster care. The goal is to ensure that youth in foster care have their day-to-day physical, mental, and emotional needs met; that they have the greatest chance to grow up in permanent and supportive homes; and that they have the opportunity to grow into self- sufficient, successful adults. Counties implemented CCR in January 2017, with the initial largest components being Resource Family Home Approval and Child and Family Team meetings which changed the way we approve foster homes and the way we engage with families and include family voice and choice respectively. The year 2017 also marked the start of the conversion of group homes into Short- Term Residential Therapeutic Programs (STRTPs). Group Homes were given a 2 year period to complete a lengthy and complicated conversion process. By the end of 2020, after numerous extensions, the state had issued provisional STRTP licenses to facilities who were still in the process of converting while they continued to pursue accreditation, mental health program development and approval, and Medi-Cal site certification required prior to permanent STRTP licensure. During this conversion period, many facilities closed and others faced (and continue to face) financial and staffing crises. Statewide, while California had close to 900 congregate care facilities prior to CCR, 500 of these facilities, which included a total licensed capacity of 4,451 beds did not transition to the STRTP model or transitioned and later closed. While many struggled with the initial conversion process, others who did convert are now closing. Since December 2022, four different STRTPs that we used have closed, including one longstanding close partner of CFS who has served dozens of challenging youth and regularly worked with us to accept some of our high needs youth into placement. Counties have been left with significantly fewer and diminishing options for placement of the most challenging youth. These unintended consequences of CCR have greatly impacted our ability to find suitable placements for youth with acute, complex needs. Statewide Congregate Care STRTP Summary Statistics (Point in Time 6-13-23) Facilities Providers Licensed Capacity Child Welfare Placements Probation Placements Total Foster Youth Provisionally Licensed 54 40 496 166 40 206 Permanently Licensed 314 192 2406 1144 236 1380 In Process Facilities 11 11 91 0 0 0 Total Licensed and In Process 379 243 2993 1310 276 1586 Group Homes Non Convert 351 275 2992 85 2 87 Closing or Closed STRTP 149 106 1459 5 8 13 Total Not Converting 500 381 4451 90 10 100 Continuum of Care Reform Impact Report Children & Family Services Contra Costa County Congregate Care STRTP Summary (Point in Time 6-13-23) Facilities Providers Licensed Capacity Provisionally Licensed 4 3 24 Permanently Licensed 10 6 62 Total Licensed 14 9 86 Non Converted or Closed 14 13 84 When reviewing the Contra Costa County data on how many youth are in congregate care now versus prior to CCR, it is important to note that we have experienced a significant decline in the total number of youth in Open Foster Care Cases over the past several years. Though the number of youth in Congregate Care has decreased from 108 in 2017 to 32 in 2023, the percentage has only decreased from 10% of youth in placement in Congregate Care at the end of 2016 to 5% in 2022 because the overall number of youth in placement has steadily declined. STRTPs/QRTP CHALLENGES Both the Family First Prevention Services Act (FFPSA) and CCR are designed to limit the traditional use of long-term group home care by transforming existing group home care into short-term treatment programs for youth who are not ready to live in home-based care. STRTPs under CCR have to adapt to meet the additional federal requirements of Qualified Residential Treatment Programs (QRTPs). By design, youth in QRTPs have access to expanded behavioral TOTAL CASES OPEN IN THE MONTH 1,400 1,210 1,171 1,200 1,109 1,142 1,117 1,077 1,000 947 939 919 911 900 914 800 600 400 200 0 Jul- 20 Oct- 20 Jan- 21 Apr- 21 Jul- 21 Oct- 21 Jan- 22 Apr- 22 Jul- 22 Oct - 22 Jan- 23 Apr- 23 Continuum of Care Reform Impact Report Children & Family Services and mental health services and support and are assessed regularly for their potential to step down into a lower level of care. Children & Family Services has devoted significant time and energy to ensure that we are utilizing home based family care as often as it is appropriate. However, many children have experienced significant trauma and abuse and have behaviors and conditions that require a higher, more restrictive level of care. Despite the high level of services QRTP/STRTPs are designed to provide, there are very few such facilities for the very high level youth whose needs exceed standard STRTP capabilities. Several youth in Contra Costa County have been denied placement by every STRTP with an available bed in the state. CFS is then tasked with finding a safe place for these high risk, high needs youth, often with little notice. The specialized placements we typically resort to for these youth are costly and often require county only funds as they do not meet eligibility for Title IV-E Foster Care payment, despite the fact that they are often our only remaining option. The lack of placement options for high needs youth also creates a significant barrier to our ability to support the youth‘s individual needs and long term planning. As of 06/2023, the number of Contra Costa County dependent youth in STRTP placements has been reduced to 26, or 5% of youth in placement. The average (mean) age of youth in an STRTP is 15 years. The average (mean) length of placement time for the youth who are currently in STRTPs is 248 days. Although STRTPs/QRTPs are designed to be short-term programs, experience with these programs over the past few years has proven that many youth have needs that cannot be sufficiently addressed within 3-6 months. It simply takes longer to stabilize youth and prepare them for placement in home-based foster care or ultimately, return home. Unfortunately, average lengths of stay and placement stability indicators for children placed in STRTPs have largely remained stable throughout CCR and have not decreased. Continuum of Care Reform Impact Report Children & Family Services There are several notable factors that routinely come into play when we are trying to find appropriate placement and services for our youth at this level. In addition to youth with increasing mental health needs, we also serve many youth being discharged from Psychiatric Emergency Services who were there on a 5150 or 5585 assessment to determine if they pose a danger to themselves or others, numerous substance affected youth, and Commercial Sexual Exploited Children (CSEC). These are significant complicating factors to placement decisions. Not unique to Contra Costa County, these are statewide issues that are compounded by the reduction in congregate care beds statewide. During the calendar year of 2022, Children and Family Services served 81 youth with one or more complex needs, including 30 youth with hospital/psychiatric hospital visits, 22 who were detained in Juvenile Hall, 10 who have CSEC involvement, 13 with substance abuse, 9 with intellectual/developmental disability, and 6 with needs related to supporting gender identity/expression. We also had 9 youth enter foster care directly from Psychiatric Emergency when a parent or guardian refused to pick up the child being released and CFS was called. Youth in Psychiatric Emergency (PES) who were there on a 5150 assessment or hold are often discharged to CFS once they no longer present an immediate danger to themselves or others. While in PES, youth are often medicated, which reduces or temporarily eliminates some of the challenging behaviors and affects whether they meet the criteria for a longer stay. PES is not equipped to hold these youth longer than needed while CFS locates an appropriate placement. In addition, the hospital’s accreditation and license may be jeopardized if a youth is held beyond the designated time frame but no longer meets the requirement for the hold. These youth, and our system of care, need a short term stabilization unit where youth could receive follow up care after a visit to PES, be assessed for appropriate medication, and stabilize prior to entering placement. It is possible, and hopeful, that with FFPSA, we may be able to put services in place for these at risk youth and families to prevent getting to this point. In 2022, we had 30 youth with hospital/psychiatric hospital visits. The FFPSA implementation workgroups will look to meet the needs of this complex population when planning prevention services. For the time being, without a stabilization unit or additional placement options, youth being released from PES often turns into a crisis situation for CFS requiring significant staff overtime and county resources. One of the other ongoing placement concerns is that older youth in foster care have often experienced significant trauma and disrupted attachments, which can lead to poor self-soothing and coping mechanisms, aggressive behaviors, increased CSEC risk or involvement, and substance abuse. Contra Costa County currently does not have the capacity or the appropriate facilities to address and treat youth with substance abuse who need that addressed concurrently with their trauma or other mental health diagnosis. Additionally, youth who are involved or at risk of involvement in CSEC need specialized support and safety within their placement. As an agency we strive to be able to serve our youth better by making appropriate treatment more accessible and available, but these special needs are not being met by the STRTP/QRTP level facilities, causing this to fall on the county placing agency to try to piecemeal a way to meet the child’s needs. The goal is to continue to improve availability of and access to Behavioral Health and other supportive services wherever youth are residing. Continuum of Care Reform Impact Report Children & Family Services STATE RESPONSE The state has acknowledged these challenges in their CCR Legislative Report 03-2023, Continuum of Care Reform Oversight Report, and have taken several actions in response. There are several state budget investments for capacity building within counties, specific funding request processes for youth with complex needs, and general fund dollars for prevention services under FFPSA. They have opened the door to innovative models of care such as an STRTP with single or reduced capacity and other specialized STRTP programs with the intent to serve CSEC youth or another specialized population. Thus far, we have applied and been approved for two Innovative Model of Care rates for two of our high needs youth in enhanced STRTP settings. Each approval allowed us to place one of our highest needs youth in an STRTP with a reduced capacity which allows their individual needs to be met more effectively. These enhanced STRTPs are costly, and each county is designated a limited allocation of Complex Care dollars. We plan to use our full county allotment. The state is also attempting to support counties and STRTPs with technical assistance calls on specific children. Since July 2021, Contra Costa County has participated in five technical assistance calls with the state on children who have critical placement needs and were not accepted by any STRTP available. While these state calls allow room to discuss behavior, they do not support the immediate needs for placement. CURRENT SITUATION Contra Costa County has approximately 10 youth who are regularly denied placement in any available STRTP bed. Placement denials are based on youth’s needs that exceed the ability of the STRTP to meet them, including (but not limited to) untreated mental health needs, substance abuse treatment needs, intensity and frequency of verbal and/or physical aggression, concerns for safety of staff and other residents, and significant property damage. We regularly utilize our two 72 hour Transitional Shelter Care Facilities (TSCFs) to temporarily house youth who are awaiting an appropriate placement. However, several of these youth are unable to remain safely at our TSCFs (due to property damage, assault of staff members, and safety risks to other children). When the denial into the TSCFs occurs, CFS’s only option is to care for youth in hotels and/or county offices with One-on-One 24 hour per day supervision provided by CFS Staff. One or two Social Workers, depending on the behavioral needs of the youth are required per youth for daily supervision, and no fewer than two Social Workers are necessary for overnight stays. Aside from the risks of having youth in an unlicensed placement, the following details the projected salary, lodging, and incidentals costs of these alternative (unlicensed) solutions we have had to utilize. Continuum of Care Reform Impact Report Children & Family Services Summary of Costs Incurred: CFS Support of One Youth in Hotel for 28 days Staff Overtime $ 140,647.47 Hotel Costs $ 4,722.33 Per Diem/Food/Incidentals $ 3,360.00 Total Expense $ 148,729.80 $148,729.80/ 28 days = $5,311.78 per day Projected Fiscal Impact for One Youth Daily $ 5,311.78 Monthly $ 159,353.36 Annually $ 1,938,799.18 Beyond cost, the most critical, time sensitive issues are safety and emotional supports for our dependent youth, increased safety and well-being concerns for our Staff, liability to the County for damaged or destroyed property, and non-compliance with California State requirements. The practice of using unlicensed hotels and office buildings is not sufficient, nor sustainable to support youth who are not able to stay in traditional placements, and more importantly, it is impacting the safety of children and staff supervising those children. It has created: • Increased safety concerns: High risk, CSEC, and older adolescents are staying in a hotel with CFS Staff. CFS Social Workers/Staff are supervising youth with presenting behavioral/mental health issues such as aggression, violence, and sexual acting out. Documented incident reports involving these youth include property damage, physical aggression toward staff and law enforcement, as well as unhealthy, potentially dangerous interaction with strangers in the community. Documented incidents from several other counties include assaults on Social Workers. • Increased liability to County: Hotel damage, property destruction, and hotel staff liability are all concerns that need to be taken into consideration. • Insufficient CFS staffing to support the needs: CFS Staff are re-assigned to cover the needed supervision of youth in unlicensed placements and/or work overtime shifts which results in: o Shifted priority from their normal caseload o Reduced productivity o Increased risk for being out of compliance on their regular caseload o Increased staff burnout and impacted emotional well-being o Increased secondary traumatic stress for non-Social Worker staff and other EHSD customers in the building for personal business o Increased risk for errors impacting case, documentation, service delivery and youth oversight Continuum of Care Reform Impact Report Children & Family Services o Supervisor and Manager time being diverted to arrange accommodations and schedule additional staff shifts • Stress and strain on the relationship with our Psychiatric Emergency Facilities: PES has been holding our youth despite the fact that they are not a placement and do not have the capacity or ability to meet the ongoing needs of our youth. The extended PES stays of several of our youth have strained our relationship with our medical facilities and taxed our Public Health Nurses and their ability to navigate and advocate for improved health services. It is important to note that statewide, a large number of foster youth are now residing in “non- foster care” settings, which include hospitalizations, detention centers, and unapproved placements. The state CCR Oversight Report reports that there were 1,243 foster youth in “non-foster care” settings as of 07/01/2022. POSSIBLE SOLUTIONS CFS contracted with one Enhanced STRTP provider with 2 beds who is staffed appropriately to maintain placement of our youth with the most complex needs. CFS plans to utilize these beds for our highest needs youth and/or emergency STRTP placements as appropriate and when available. The Enhanced STRTP became available July 1, 2023 and CFS is already utilizing it for one youth with unmet complex needs. CFS is also in final contract stages with an Enhanced Intensive Services Foster Care (ISFC) provider who will have 2 homes who can take one enhanced ISFC placement each. The Enhanced ISFC homes and caregivers still need to be identified and developed, so this program will not be up and running until winter of 2023 at the earliest. CFS continues to hold monthly calls with our Behavioral Health Partners and the state in order to try to come up with alternative solutions to meeting the needs of our youth. Contra Costa County CFS is also partnering with San Francisco and several other counties in their Crisis Continuum Pilot Program which aims to add additional capacity for high needs foster youth throughout the Bay Area and we hope to be able to utilize the increased regional capacity created by this pilot program. San Francisco is the lead county on this project but we will participate in planning and implementation meetings with them in an attempt to develop regional solutions to the current placement gaps. Continuum of Care Reform Impact Report Children & Family Services JAMES James first entered foster care in late 2006 at the age of 2, based on allegations of abuse from his mother. He was ordered into custody with his father in 2008, and then in 2012 re-entered foster care at the age of 8. He has been in and out of placement for the past 10 years. James spent several years at an STRTP. James has been diagnosed with schizophrenia and has suffered from auditory hallucinations. He has been prescribed psychotropic medication, which he has taken on and off, depending on his placement and cooperation. He has a history of substance use and AWOL, and verbally aggressive behavior. He is significantly behind in school credits and has an IEP for Emotional Disturbance and Specific Learning Disability. James has had several temporary stays at the Receiving Center, who would only allow him to stay there with a 24 hour CFS person assigned to him for one-on-one supervision. The Receiving Center later refused to take him and CFS was forced to utilize a hotel setting with one-to-one or two-to-one staffing ratios. During this time CFS has sought placement, unsuccessfully, with approximately 60 STRTPs. James is currently being investigated for multiple criminal charges. He was placed in Juvenile Hall after his most recent arrest. The DA chose not to press charges, and James was set to be released from Juvenile Hall into Psychiatric Emergency (PES), as he was still considered a danger to himself and/or others. Unfortunately, with very short notice the afternoon he was being released from Juvenile Hall, EMS was unable to transport James to PES. CFS arranged for 2 social workers to borrow a Probation vehicle with a safety cage to assist with safe transport of James to PES. When they arrived at PES, James was non- cooperative, and the Sheriff’s department was called to assist with intake at the hospital. Unfortunately, this resulted in James being tackled to the ground by the Sheriff’s department in front of the CFS staff members at the hospital in order to get him admitted. James states that he is not schizophrenic and does not need to be on medication, contributing to the county’s level of difficulty in finding him an appropriate placement. Continuum of Care Reform Impact Report Children & Family Services Mary came into foster care in 2015 at the age of 11. Her family’s case originated in another county, and was transferred to Contra Costa. Mary is a Regional Center client with extensive trauma, whose diagnoses include Major Depressive Disorder with Psychotic Features, PTSD, and an intellectual disability. She has a history of running away from placement, and was considered a chronic runaway prior to entering the child welfare system. Mary has been found wandering the streets unsupervised multiple times since the age of four. During a period where Mary was absent from care, she was exploited and assaulted by a sex trafficker who coerced her into engaging in commercial sexual activity. Prior to entering foster care, Mary was also gang raped. She has had 19 placements while in foster care. The majority of her placements have been STRTP homes. Mary has also stayed in several secured psychiatric facilities due to a history of suicide attempts and auditory hallucinations telling her to harm herself. Mary is currently facing property destruction charges. She is in a mental health/special needs unit at a detention facility while CFS is working to identify a placement that can support Mary’s high-level needs. June came into foster care in 2015 at the age of 10. Her parents, who adopted her as an infant, left her at a child welfare agency in another state, and waived their right to reunification services. June’s first psychiatric hold came at age 10. June’s diagnoses include Reactive Attachment Disorder, Global Developmental Delay, High Functioning Autism Spectrum Disorder, and Bipolar Disorder. For a long time, June thought she was a wolf and part of a wolf pack. June has had 17 placements since coming into care. CFS has had to advocate for June to receive Regional Center services. June has a history of running from placement, and throughout 2021, was hospitalized six times for being a danger to herself. She has frequently run into traffic after leaving placement, and has also visited random houses and knocked to be let in. There have been occasions where June was located by law enforcement while absent from care, and certain providers have refused to pick her up, reporting that June has behaviors they cannot handle, and insufficient staffing. June has been on a psychiatric hold where CFS was called to pick her up while still seriously concerned for June’s stability and safety to herself and others. June has had multiple extended periods without good hygiene habits, to the point where it has impacted both her placement and her health. June has been in a general acute care medical facility since May. Prior to this, CFS was providing 1:1 social worker staffing for June, as this was the only way to keep June safe in a placement. June has been charged with several counts of felony vandalism. Marla Stuart, EHSD Director info@ehsd.cccounty.us | 925-608-4800 Continuum of Care Reform Update August 4, 2023 1 2 Continuum of Care Reform Increased engagement with children, youth and families Increased capacity for home-based family care Limited use of congregate care Changes in rates, training, accreditation, mental health services and accountability. Family First Prevention Services Act (FFPSA) 3 Federal legislation: •Title IV-E funding for time-limited prevention services to provide services for children at risk of entering foster care. •Provide comprehensive prevention and early intervention services that will reduce entries or re-entries into foster care. 4 New and Renewed Goals Prevent children from entering foster care by providing mental health services, substance abuse treatment, and in-home parenting skill training for families. Improve well-being of children already in foster care by reducing placements in group care. CCR FFPSA 5 Ongoing STRTP Challenges 6 Youth whose needs exceed STRTP level. •CCC has lost 24 in-county STRTP beds from 3 regularly used providers. Additional providers are working at reduced capacity. High costs and sustainability of the STRTP model. Serving Youth with Unmet Complex Needs 7 In 2023, several CA counties have faced lawsuits, fines and citations for temporarily housing foster youth in their offices, hotels or other unlicensed placements. Social Workers in other counties supervising these youth in unlicensed placement settings have been assaulted. CCC contracts with two 72 hour transitional shelter care facilities which has mitigated the need to have youth in our offices when we cannot locate an appropriate treatment program. 8 1. Enhanced Short-Term Residential Therapeutic Program (STRTP) •Capacity: 2 •Available: July 1, 2023 2. Two Enhanced Intensive Services Foster Care (E-ISFC) Homes •Capacity: 1 in each home •Available: End of 2023 Two contracts awarded based on RFP 9 Collaboration CFS meets regularly with new and existing STRTP providers to provide ongoing support and partnership and offers one-to-one support as needed. Effective 10/01/2023, Behavioral Health will provide MH support to youth at our Transitional Shelter Care Facilities. CFS and Behavioral Health are teaming to support in-county STRTPs with Mental Health Contracts so they can provide specialty mental health services to youth in placement. 10 Additional Collaboration Behavioral Health’s Crisis Stabilization unit opening this fall will assist as an additional bridge between Psychiatric Emergency and placement. CFS and Behavioral Health regularly review staffing challenges in order to try to best utilize any available staff and redefine roles as needed to improve supports to our children and families. 11 20%22%23% 29%29% 37% 0% 5% 10% 15% 20% 25% 30% 35% 40% Jan-21 Jan-22 Jan-23 Increase in Relative Placement First placement with relative Predominant placement with relative 12 Fiscal Impact •Court does not approve QRTP placement •STRTP does not meet federal QRTP regulations. •Child is not admitted to any of the QRTP facilities. Cost of high level placements, in instances where: •Concerns about long term solutions with short term funding. The state has set up Complex Care funding and Capacity Building Allocations. 13 Goals 13 •To continue to build and support a community system of care with child well- being at the core. •We are committed to adapting to the evolving needs of our population, and seeking the best possible outcomes for youth in our care.