HomeMy WebLinkAboutMINUTES - 12161997 - D10 e
D.10
THE BOARD OF SUPERVISORS OF
CONTRA COSTA COUNTY, CALIFORNIA
Adopted this Order on December 16, 1997, by the following vote:
AYES: Supervisors Rogers, Uilkema, Gerber, Canciamilla and DeSaulnier
NOES: None
ABSENT: None
ABSTAIN: None
SUBJECT: Departmental Performance Report
Tony Collin, Executive Director, Community Services Department, provided the
Board with a departmental performance report for the 1996/1997 Fiscal Year.
Subsequent to the presentation by Mr. Co16n, the Board took the following action:
1. ACCEPTED departmental performance report from Tony Collin, Executive
Director, Community Services Department.
I hereby certify that the foregoing is a true and
correct copy of an action taken and entered on
the minutes of the Board of Supervisors on the
date shown.
ATTESTED: December 16, 1997
Phil Batchelor, Clerk of the Board of
Supervisors and County Administrator
ois mpler, Deputy Cler
cc: County Administrator
Community Services Department
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COMMUNITY SERVICES DEPARTMENT
Senior Staff
Executive Director
Tony Colon
Program Manager, Child Development
Wilda Davisson
.Program Manager, Child Nutrition
Claire Maxwell
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Director, Head Start
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Tony Colon
Administrative Services Officer
Al Prince
• Contra Costa County Board of Supervisors
Chair Mark De Saulnier
District 1 Jim Rogers
District 2 Gayle B. Uilkema
District 3 Donna Gerber
District 4 Mark De Saulnier
District 5 Joe Canciamilla
K County Administrator
Phil Batchelor
Chief Assistant County Administrator
Scott Tandy
Report written by Department staff
and coordinated by Stephan Betz,
Head Start Family Services Specialist
Table of Contents
Mission Statement ..................................................................... i
Organizational Chart .................................... .......................... iii
Accomplishments ...................................................................... iv
Challenges ......... ....................................................................vi
SECTION l: DEPARTMENT OVERVIEW
A. Departmental Responsibilities ........................................
...................................... 1
B. Organizational Structure ................................................. 2
C. Partnerships with Community Based Organizations ....... 3
SECTION II RESOURCES
A. Financial Resources ....................................................... 4
B. Personnel Resources ...................................................... 5
C. Trends in staffing ............................................................ 5
D. Affirmative Action ............................................................ 6
E. Sick leave ........................................................................ 7
F. Staff Development ........................................................... 7
G. Automation ....................................................................... 8
SECTION III CUSTOMER SERVICES
A. Service Delivery System .................................................. 9
B. Customer Profile .............................................................. 11
C. Customer Relationships .................................................. 12
D. Funding sources .............................................................. 13
SECTION IV ANNUAL PERFORMANCE
A. Performance Indicators ................................................... 14
B. Professional benchmarks ................................................ 14
C. Challenges ....................................................................... 15
D. Services / Costs ..............:........................................... 16
SECTION V CHALLENGES AND NEW DIRECTIONS
A. Challenges Ahead ............................................................ 17
B. New Directions .................................................................. 18
MISSION
The department's mission is to ".. provide comprehensive quality
services to program eligible County families and individuals that over
time:
1 . limit and/or prevent economic dependence
2. elevate individuals and families out of poverty into self-
sufficiency, and
I provide a comprehensive support environment to prevent
families from falling into poverty.
The department is moving towards a single point of access model:
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The Community Services Department supports low income families in
Contra Costa County to move from poverty to self-sufficiency. The
Department is:
• the largest provider of subsidized child care in the county;
• the provider of nutritious meals for children in subsidized child
care;
• the provider of utility bill and weatherization assistance,
• the designated Community Action Agency for the county.
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1997 ACCOMPLISHMENTS
Compliance Issues
✓ Cleared of eleven (11) deficiencies found in 1996 by Federal
Head Start review team.
✓ Cleared by State Department of Community Services and
Development of ten (10) deficiencies found in 1996.
✓ Implemented new system of fiscal controls through centralized
accounting to protect county General Fund.
✓ Reorganized the Economic Opportunity Council to comply with
State requirements for Community Action Agency.
✓ Restructured Home Weatherization program to be self-
supporting, at no cost to the County General fund.
✓ Eliminated backlog of outstanding program reports due to the
State Department of Community Services and Development
dating back to 1996.
✓ Made significant progress in restoring credibility with State and
federal funding agencies.
Grant Awards
✓ Historic award of $ 887,000 federal grant for new playground
equipment for 13 Head Start sites in the county.
✓ Unprecedented award of $ 4.039 million in Federal Expansion
Funds for full day / year round Head Start services for 304
children and families.
✓ Awarded dollars to construct new Head Start facility and
purchase modular for East County.
✓ Awarded a total of $ 63,000 in CDBG grants from City of
Richmond and Contra Costa County for central kitchen.
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Collaboration and Partnerships
✓ Successfully negotiated utilization of Balboa School with the
West County School District and Northern California Council of
the Communities. Escrow should close early in 1998.
✓ Educated 1600 families members about nutrition strategies to
combat anemia. The county's Anemia Awareness Pilot Project
will go national in 1998.
✓ Graduated 120 TANF recipients from the "Education in
Childcare" pilot project to start family day care businesses in
collaboration with Social Service Department and Regional
Occupational Program (Contra Costa County Office of
Education).
✓ Responded to Board of Supervisors directive to join with the
Social Service Department and the Superintendent of Schools
to restructure the Child Care Task Force in compliance with AB
1542.
Performance Measures
✓ 1997 client surveys show 98% satisfaction with child care
services.
✓ The number of child care clients served increased by 26%
between 1996 and 1997.
✓ Meals produced per staff member increased by 43% between
1996 and 1997.
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Impact of Public Investment in Pre-school
s,
,
Pre-schoolers Control group
66 % graduated from high school 49 % graduated from high school
. 59 % employed 32 % employed
50% lower teen pregnancies than 200% higher teen pregnancies than
control group pre-schoolers
Y
Challenges
❑ Effectively manage the fiscal, personnel and programmatic
functions by holding managers accountable for system
operations.
❑ Implement full-day, year-round Head Start services to 304
children and families.
❑ Continue collaboration with the Superintendent of Schools and
Social Service Department to implement restructuring of Local
Planning Council for Child Care under AB 1542.
❑ Create strategic plan for the Economic Opportunity Council.
❑ Achieve planned state and federal goals for weatherization and
utility bill assistance with improved outreach and education.
❑ Prepare the Annual Community Action Plan by June 1998.
❑ Collaborate with the Social Service Department to implement
the Child Care Component of CaIWORKS.
Vi
o Work With all interested parties to increase number of child care
facilities needed by welfare reform.
L3 Increase interdepartmental communication with newsletter and
improve employee recognition program.
o Median costs in Contra Costa County for food and housing are
23 % higher than State median costs, yet State funding is
regulated by State median costs.
• Seamless service delivery will continue to be hindered by
differing eligibility regulations and requiring legislative initiative.
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Vii
SECTION I: DEPARTMENT OVERVIEW
A. Departmental Responsibilities
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The department acting on behalf of the Board of Supervisors as the
County Community Action Agency serves persons in Contra Costa
County living below the poverty level with
• Head Start, Child Care and State pre-school,
• Family Services and Referrals,
• Nutritious meals for children,
• Emergency Food and Shelter, and
10. • Weatherization and utility bill assistance.
The State goal of "Family Self Sufficiency" will be addressed locally
through the Community Action Plan to:
✓ create new partnerships with Community Based
Organizations, and
✓ award CSBG funds to Community Based Organizations with
creative proposals.
The Department shared this plan with the community in three Public
Hearings chaired by members of the Economic Opportunity Council
and County staff.
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B. Organizational Structure
Together, the Child Development, Nutrition and Head Start
programs provide comprehensive child care and family services to:
✓ 2,617 children and families
✓ operate 23 centers and 54 classrooms,
✓ serving 7,851 nutritious meals to children daily.
These services are backed by the Weatherization program to
support low-income households with monetary and weatherization
assistance through
✓ Emergency Utility Bill payment (ECIP),
✓ Utility Bill Assistance (HEAP) and
✓ Energy conservation education.
The Community Action Agency subcontracts with six Community
Based Organizations to remove barriers in the way of families moving
from low income to self sufficiency by providing:
✓ job development and placement,
✓ employment skills training,
✓ senior care,
✓ .mentoring,
✓ latch key programs, and
✓ emergency food and shelter.
2
C. Partnerships with Community Based Organizations
Some of the community partners working with the department to link
clients to needed services are:
• the Child Health and Disability Prevention Program (CHDP)
providing medical and dental screening and treatment to children;
• the Policy Forum Task Force on Child Care and Parenting
planning seamless services for child care,
• the Women, Infants, Children Program (WIC) - Nutrition program
for pregnant mothers, infants and children providing food and
nutrition education,
• the Private Industry Council (PIC) for Job Training and Placement
Programs for unemployed or displaced workers.
• the Department of Social Services and County Office of Education
to support the restructuring of the Local Planning Council to
comply with AB 1542.
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1
SECTION 11 RESOURCES
A. Financial Resources
The Community Services Department budget is:
Categories Current 1997 Projected 1998
Community Action $ 681,493 $ 781,063
Head Start $ 6,552,490 $10,592,300
Housing and Energy $ 307,257 $ 530,729
Child Nutrition $ 929,689 $ 997,647
Child Development $ 4,798,532 $ 4,966,341
Total appropriations $ 13,269,461 $17,868,080
Federal and State revenue $ 13,048,939 $17,647,558
Net County Cost: $ 220,522 $ 220,522
* Note: Increase due to unprecedented award of over$ 4million Federal Expansion
Grant.
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l�. ID
B. Personnel Resources
Total number of staff based on current payroll: 391
Program Staff
Child Devel. 230
y l r p Child Devel.
Head Start 131 ' � ,s ®Head Start
Child Nutr. 19 DChild Nutr.
Housing 4 O Housing
■Admin.
Admin. 7
TOTAL 391
Permanent employees 246
Temporary employees 145
•
C. Trends in Staffinq
The most significant change involves a 10 % increase in permanent
staff to address expansion of Head Start services for 1998:
The following improvements were implemented in the human
resource area:
✓ Negotiated change of MOU with Local One to create a
Single Point Of Contact Model in compliance with Revised
Federal Head Start Regulations.
✓ Achieved joint agreement with Local One to train both
managers and staff with grievance procedure to resolve
• issues at lowest level.
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✓ Supervising accountant position will be filled to unify and
control Department accounting system in response to Grand
Jury report and State audit review.
✓ Two new permanent weatherization worker positions will be
added to the Weatherization program 1998 to accomodate
increased client population in 1998.
D. Affirmative Action
The Department implemented an affirmative action plan in 1997. An
overview of permanent staff shows:
EMPLOYEE BREAKDOWN
Number Percentage Labor Force
percentage
Male 20 8.1%
Female 226 91.9% 45.2%
White 52 21.1% 55.6%
African Am. 97 39.4% 7.8%
Hispanic 59 24.0% 10.6%
Asian/Pac. H. 36 14.6% 9.3%
Am. 1 0.4% 0.7%
Indian/Alaska
Total 246
Staffs cultural diversity matches the cultural diversity of clients
served (see page 12).
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E. Sick leave
Sick leave hours Sick leave hours Percentage of sick
used in 1997 earned in 1997 leave hours used
16,758 * 19,594 * 85.5 %
*Note: Numbers were extrapolated from Human Resources Sick Leave report October
27, 1997 to cover schedule January 1997 through to December 1997.
F. Staff Development
Staff development is an essential part of staff members' professional
growth and skill enhancement. The ability to implement newly learned
skills is evaluated in the annual staff performance review. Some
examples are:
. ✓ Continued training in computer usage, communication and public
contact skills.
✓ Teachers in both Child Development and Head Start continued
their education to fulfill requirements of the State of California
Child Development Teacher Credentialing System.
✓ Managers were extensively trained in
• Frontline Leadership Skills,
• Prevention of Sexual and Racial Harassment,
• Facilitative Leadership and Managing Successful
Meetings, and
• Use of Grievance Procedure
✓ Training needs, attendance and job performance is continuously
tracked by a fully interactive staff development database in the
Head Start Program, which will be extended to the Child
Development program in 1998.
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G. Automation
✓ Fully automated enrollment, attendance and health tracking
through a Linked Area Network (LAN) in the Head Start
program.
✓ Awarded $17,000 through the State CSBG state grant for the
purchase of six new computers, four new printers and software
to upgrade the existing system in central administration to meet
current industry standards.
✓ Linked to the Department of Information Technology for
assistance with the Department's computerized accounting
capacity.
✓ Received approval from State Department of Community
Services and Development to upgrade computer systems at
central office.
Challenges are:
Upgrade computers and software applications throughout to
meet current industry standards.
o Establish Wide Area Network (WAN) for collaboration and data
sharing between departments.
❑ Install LAN systems for efficient flow of information within the
department.
o Link Department of Social Services, Health Department and
Community Services Department in an online waiting list for
shared customer information and timely referrals.
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SECTION III CUSTOMER SERVICES
A. Service Delivery System
The Department is implementing a seamless services delivery
system for childcare between its Head Start, Child Development
and Child Nutrition programs:
Head Start
• serves more than 1,467 children of very low income families;
• supports parents to move from welfare to self-sufficiency
utilizing parent involvement, volunteer services, direct
employment and referred job opportunities;
• provides health services for children through standing
referrals with CHDP or through direct payments, and
• refers more than 150 Special Needs children to resources
for direct treatment and providing Individual Education Plans
for these children in the classrooms.
Child Development
• provides over 162,000 days of subsidized, quality child care
each year to 650 children in ten centers, and
• offers 79,800 days of State Preschool to 460 children in 20
classrooms.
Child Nutrition
• provides 7,851 nutritious meals to children each day, and
• educates 1,467 parents a year in nutrition through flyers,
newsletters and direct contact.
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D ' 10
These services are augmented by the ....
Weatherization Program
• serving 8,200 low income County residents per year,
• providing stability to these and other households with
monetary assistance for utilities bills,
• defusing emergencies.through emergency utility bill
assistance, and
• supporting families to move into self-sufficiency through
budget counseling and energy conservation education.
and the ....
Community Action Program
• linking six Community Based Organizations under
programmatic and fiscal supervision to serve the low income
population throughout the County,
• serving 12,000 low income County residents per year,
• placing clients in available jobs,
• training clients in employment skills,
• providing senior care,
• mentoring prospective employees,
• providing latch key programs, and
• providing emergency food and shelter.
10
A challenge to provide integrated services for families and children
are the differing poverty guidelines for the program:
Weatherization: 150 % of Poverty line.
• Child Development 75 % of State median income.
• Head Start 50 % of Federal median income.
A direct comparison of guidelines fora four-member family shows:
Program Annual Income Ceiling for
ell ibilit to the program
Weatherization $.24,072
Community Action $ 16,050
Child Development - General $ 33,372
Child Care
Child Development - State $32,220
Preschool
Head Start $16,050
B. Customer Profile
Child Development, State Preschool and Head Start clients
served in 1997 show a culturally diverse population:
Age Distribution of Applicants and Enrollees 1997 Program Model
Children 2 years old ........................... 54 Full Day 1,110
Children 3 years old......................... 684 Part-day 1,402
Children 4 years old ...................... 1,944 Home-based 90_
Family Child Care 80
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Racial/Ethnic Composition Programs
Native American ........0.5% Head Start 1,572
Hispanic .......................................32.7% Child Dev. 1,110
White.................................:.......... 12.8%
Asian ..............................................8.0%
African-American..........................46.0%
Community Action and Weatherization clients are single parents,
senior citizens, persons with special needs, recent immigrants and
the homeless. Clients with the highest "energy burden" and clients
considered to be part of the "vulnerable population" have priority to
services.
C. Customer Relationships
•
* Participation: Pren
a is participate in shared decision making to
steer the Head Start program.
• Satisfaction: Parent surveys, client satisfaction surveys and
client needs assessments are conducted annually. The Head
Start Program conducts annual community assessments,
making this information available to all other programs and
Community Agencies.
• Seamless services: Programs collaborate to provide seamless
services through a single point of contact. Services include
child care, child health, employment, nutrition, community
resource referrals, utility bill assistance, attic insulation,
weatherstripping, broken glass replaced, ceiling fans, and minor
home repairs as well as adult education in literacy, budgeting
and career strategies to move families towards self-sufficiency.
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b. ia
D. Funding Sources
The seamless service delivery system utilizes funds from the Federal,
State and local level:
Program Funding level Funding source
Head Start Federal Department of Health
and Human Services,
Administration of
Children and Families
Child Development State Department of
Education
Child Nutrition Federal, State USDA, California
Child Care Food
Program
Weatherization State Department of
Community Services
and Development
Community Action State Department of
Community Services
and Development
Administration Federal. State, Local Cost allocation
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SECTION IV ANNUAL PERFORMANCE
A. Performance Indicators
Tools for monitoring performance are:
• Annual Audit of Contracts
• Annual Self-Review of Program Quality
• Head Start performance measures in data and surveys
• Evaluation of desired outcomes
• Annual internal On-Site-Performance-Review (Head Start)
• Tri-annual Federal On-Site-Performance Review (ACF)
• State Contract Performance Review by the State
Department of Education (Child Development)
B. Professional benchmarks
✓ Expanded Head Start services to full day, year round for 304
additional children.
✓ Awarded competitive contract for Child Development program
to add 35 school age children.
✓ Achieved 98% client satisfaction with child care programs and
meals served. (See 1997 Head Start / Child Development
parent surveys).
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✓ Awarded $ 63,000 for the central kitchen through the City of
Richmond and County CDBG grants to upgrade and centralize
food preparation. As a result,
✓ Increased Child Nutrition productivity by 43% during 1997
and,
✓ Increased Federal Revenue for meals by 62%.
* Each staff member in the central kitchen prepared 42.9% more
meals in 1997 than in 1996:
Year 1996 1997
Meals/worker 23,905 34,147 Productivity Increase 1996 to 1997
% Increase 42.9
40000 max`
30000 ,
20000 a
n Meawworker
10000 °"
1 2 3
C. Challenges
o Re-design differing guidelines for program administration to
implement collaboration between programs.
u Provide input into state legislation to link and adjust differing
funding requirements and program guidelines.
u Develop a standardized information system for timely referrals
and shared eligibility lists between programs and departments.
Li Prepare for Tri-Annual State Department of Education review
• during transition into new service delivery system.
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D, ► D
D. Services / Costs
Child Care:
The Head Start program provides ongoing services limited to 3 - 5
year old children and their families receiving TANF or living below the
50% median income level. The Child Development Program
provides ongoing low-cost fee services for working parents.
Head Start expenditures for comprehensive services including
health, immunization and family services lie below Federal
benchmarks with $ 5,188 per child per annum. Child Development
costs per child per annum are $ 4,362. The Child Nutrition Program
spends approximately $ 1.10 per nutritious meal for each child.
Benefits from investment in child care have been verified in a national
research study over 23 years:
• ✓ ° pre-schooler
66/o s graduated later in their life from high
school compared to 49% of the control group.
✓ 59% of former preschoolers were employed versus 32 % of
the control group.
✓ Teenage pregnancy rate was twice.as high for girls who had
not been in the preschool program as for those who had.
✓ Only 31 percent of the preschool group had ever been
arrested or detained, compared with 51 percent of the
others.
✓ Only 18 percent were currently on welfare; 32 percent of the
control group were receiving welfare.
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i SECTION V CHALLENGES AND NEW DIRECTIONS
A. Challenges Ahead
Finding a balance of child care services availability and
demand will be the challenge in 1998.
❑ Availability: The Child Care Council Executive Summary
1995 shows over-availability of child care services for
children age three to five (3-5), however, the majority of
these child care providers reside in Central County with
higher income median and often decline to enroll low income
families. As a result, very low income families in Richmond,
Concord, Antioch and Brentwood do not receive child care
and family services which they deserve.
❑ Demand: In 1998, CalWorks and the Welfare to Work
program in this county will drastically change the numbers
and infrastructure of the County: the DSS is poised to enroll
1,000 families into their program each month in the coming
year 1998. More than 12,000 children will need additional
child care services in the coming year. CCC Head Start, in
anticipation of this trend, has expanded this year to serve
304 children full day and year round.
❑ Collaboration with Department of Social Services and
Community Based Organizations to develop a seamless
system of child care for welfare parents without disrupting
services for the working poor.
❑ Establish an avenue to influence the local planning council
in developing a plan that promotes the wise use of public
funding for child care and development programs in our
County.
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P
❑ Recruit and hire qualified child development employees in
view of increased teacher demand caused by class size
reduction in the public schools.
❑ Develop a strategy to reduce utilization of sick leave.
❑ Facilities as licensable sites remain scarce in view of class
size reduction and expected need under welfare reform.
❑ Supply quality services to children in view of low funding
available to compensate qualified teachers and
administrators.
❑ Maintain a relationship of trust with clients in the changes of
welfare reform and amidst differing directives from
departments.
B. New Directions
➢ Develop Single Point of Access model for the department
to increase user-friendly services.
Increase internal collaboration between programs to
develop full time service models for child care which are
linked directly to Weatherization and Community Action
Support Services.
➢ Offer flexibility through non-traditional staff hours for child
development services to better meet the needs of
CalWORKs' parents.
➢ Provide input and advise Local Planning Council for Child
Care to design a seamless child development delivery
system in Contra Costa County that maintains quality of
service and parent choice to all families who need support.
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