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HomeMy WebLinkAboutMINUTES - 12161997 - D12 BOARD-OF F&HS- Contra 03 .• 1 FROM: :•� FAMILY AND HUMAN SERVICES COMMITTEE Costa � County /y4 DATE: December 8, 1997 SUBJECT: WELFARE REFORM IN CALIFORNIA: CALWORKS PLAN APPROVAL SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION RECOMMENDATIONS: 1 . APPROVE the attached CalWORKS Plan as meeting the requirements of State law. 2. DIRECT the Social Service Director to forward the Cal WORKS Plan to the State Department of Social Services in a timely manner. 3. DIRECT the Social Service Director to continue his efforts to implement the CalWORKS Plan in a timely manner, and to continue to participate in countywide groups planning for workforce development, supportive services development, and other welfare reform-related activities. 4. DIRECT the Social Service Director to continue to develop a list of legislative issues that address shortfalls that the County and the community experience with welfare reform. 5. DIRECT the Social Service Director to report to the 1998 Family and Human Services Committee every two months, beginning in February 1998, on the status of the implementation of CalWORKS so the Board of Supervisors remains closely involved in the policy decisions that are required in order to properly implement CalWORKS in this County. CONTINUED ON ATTACHMENT: YES SIGNATURE: RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD CO MIT E APPROVE OTHER SIGNATURE s : 2RMAULNIER DONNA GERB R ACTION OF BOARD ON December 16, 1997 APPROVED OMMENDED OTHER VOTE OF SUPERVISORS �( I HEREBY CERTIFY THAT THIS IS A TRUE .L UNANIMOUS(ABSENT ) AND CORRECT COPY OF AN ACTION TAKEN AYES: NOES: AND ENTERED ON THE MINUTES OF THE BOARD ABSENT: ABSTAIN: OF SUPERRS ON THETTE SHOWN. ATTESTED Contact: PHIL BATCHELOR,CLERK OF THE BOARD OF CC: UPERVI RS AND COUNT ADMINISTRATOR County Administrator Social Service Director a Sara Hoffman, CAO BY DEPUTY F&HS-03 6. DIRECT the Social Service Director to report to the 1998 Family and Human Services Committee in his first bi-monthly report in February 1998, on how adequate coordination of all of the varied elements of CalWORKS can be properly coordinated and directed in this County. 7. REMOVE this item as a referral to the 1997 Family and Human Services Committee and instead REFER it to the 1998 Family and Human Services Committee. BACKGROUND: On September 16, 1997, the Board of Supervisors approved a report from our Committee which included the following recommendations: 1. RECEIVE an oral report from the Social Service Director at the Board meeting on September 16,1997 regarding the status of the implementation of welfare reform in California and in Contra Costa County. REQUEST the Social Service Director in making this oral report to identify those issues that will be a particular problem in this County. For example; referrals to mental health and substance abuse are required for some clients, but the County may not have adequate resources in place to handle these referrals and may have insufficient funds to expand the current resources. 2. ACCEPT the written report on welfare reform from the Social Service Director dated September 3, 1997 which has been provided to each Board member. 3. DIRECT the County Administrator to schedule a Workshop with the Board of Supervisors on Tuesday, October 28, 1997 on welfare reform so the Board is more fully aware of the implications of welfare reform on the County and the potential impact of welfare reform on the County Budget and other programs. 4. AUTHORIZE the Social Service Director to hold evening Public Forums in East County, Central County and West County to obtain input from the public on the content of the County's Plan for implementation of welfare reform in Contra Costa County. 5. REQUEST the Social Service Director to design a mechanism and single point of contact for receiving, evaluating and responding to suggestions and comments from the general public regarding welfare reform and advise Board members of the contact person for these suggestions and comments. A copy of the final draft of the CalWORKS Plan for Contra Costa County has been provided to each Board member. On December 8, 1997, our Committee met with the Social Service Director, John Cullen; members of his staff, representatives from SEIU Local 535, the Office of Education, City of Richmond, the Employment Law Center, Central Labor Council and other interested and concerned individuals. Mr. Cullen reviewed the draft Plan with us using flip charts, a copy of which are attached to this report, along with Mr. Cullen's cover memo. We are very impressed with the amount of work that has gone into the preparation of the CalWORKS Plan for Contra Costa County over a very short period of time, and with the fact that the Plan goes well beyond the minimum level that is required for submission to the State by January 1998. An enormous effort has been made to involve all of the affected County Departments, cities, school districts, community colleges, the Office of Education, employee unions and the general public in the preparation of the Plan. Representatives from the Office of Education, City of Richmond and Local 535 each expressed their appreciation for the process which -2- F&HS-03 has been followed and for the fact that their involvement has been sought and their suggestions have been listened to and incorporated into the final Plan. It is clear that the preparation and submission of this Plan is only the beginning of the effort that will be required in order to make welfare reform truly operational in Contra Costa County. We continue to be concerned that some elements of welfare reform may prove to be regressive and punish individuals and families who are unable for very legitimate reasons to become fully self-supportive within a fixed period of time. However, we endorse the attached Plan and urge the Board of Supervisors to approve it and authorize its submission to the State. We are asking that the 1998 Family and Human Services Committee be designated to provide ongoing oversight to the implementation of CalWORKS in this County by receiving bi-monthly reports from the Social Service Director. -3- � CONTRA COSTA COUNTY Social Service Department DATE: December 3, 1997 TO: Board Family & Human Services Committee FROM: John Cullen, Director CIA Wj SUBJECT: Report to the Board Family & Human Services Committee on the Ca1WORKs County Plan Attached is a final draft of the County Ca1WORKs Plan. The Social Service Department, as the lead agency for Plan development, requests that you: 1) Review and approve the Plan, with any appropriate revisions, as meeting the requirements of State law. 2) Forward the Plan to the full Board with the recommendation that it be approved on December 16, 1997, for submission to the California Department of Social Services. 3) Direct the Social Service Department to continue their efforts to implement the Ca1WORKs program timely, and to continue to participate in countywide groups planning for workforce development, supportive services development, and other welfare-reform-related activities. 4) Direct the Social Service Department to continue to develop a list of legislative issues that address shortfalls that the county and the community experience with welfare reform. Background State welfare reform legislation signed into law in August, 1997, the bulk of which is contained in AB 1542, requires that each county develop and submit a Plan for implementation of the CalWORKs program: The legislation outlines specific elements which must be addressed in the Plan. In September, 1997, the Board authorized the Social Service Department to act as the lead agency in compiling information for, and writing, the County Ca1WORKs Plan.. This report is a follow-up to the memo dated August 27, 1997, and submitted to the Board on September 8, 1997, which outlined the key aspects and estimated time frames for development of the Contra Costa County CaIWORKS Plan and for implementation of the Ca1WORKs program. In completing this Plan, a number of internal Social Service Department and external work groups were Report to Board Family & Human Services Committee on Ca1WORKs County Plan utilized. Additionally, the Department held public forums, surveyed AFDC participants, and conducted or participated in numerous workshops and community meetings to solicit broad public input. Comments were also solicited on the draft Plan from key participants. Public input is reflected in the Plan by changes that were incorporated into the final draft and/or as attachments which will be considered as the operational aspects of the Plan are developed. Ca1WORKS Plan Summary The Ca1WORKs Plan has been developed, compiled and drafted according to the requirements of State law and the timetable outlined in our August 27, 1997, memo. State law requires that the following elements be addressed in the Ca1WORKs Plan: ♦ Collaboration with other public and private agencies for training and support services. ♦ Partnerships with the private sector to identify jobs. ♦ Local labor market needs. ♦ Welfare-to-Work (WTW) activities. ♦ Substance abuse and mental health treatment services. ♦ Mental health services available after time limits. ♦ Child care and transportation services. ♦ Community service plan. ♦ Working with victims of domestic violence. ♦ Performance outcomes to meet locally-established objectives. ♦ Public input to the County Plan. ♦ Source and expenditures of funds. ♦ Assisting families transitioning off aid. ♦ Job creation. ♦ Pilot and/or demonstration projects. ♦ Number of hours of participation in work activities. ♦ Interaction with American Indian Tribes. ♦ Certification. In addition, the Contra Costa CalWORKS Plan goes beyond the required elements to document the scope of local efforts, past and present, that are related to the development of a system for workforce preparation, job creation, and workforce/economic development in the county that will serve CalWORKS participants. These include initiatives such as the Social Service Department Redesign Project, PIC One-Stops, child care service delivery changes, and community college curriculum redesigns. -2- Report to Board Family & Human Services Committee on CalWORKS County Plan The CalWORKS challenge is great. Goals and objectives for the Ca1WORKs program, including specific implementation objectives for 1998, are documented in the Plan. The Plan also lists the federal, State and locally-determined outcomes to be measured. State law requires that the County begin enrolling new applicants into its Welfare-to- Work (WTW) services program by March, 1998, and to enroll all current mandatory CalWORKS participants in WTW Services by January 1, 1999. Social Service Department staff estimate that about 8,100 of the over 12,000 adults currently participating in the AFDC program will be required to participate .in CalWORKS Welfare-to-Work Services. As a result, the Social Service Department has designed a new service delivery model which incorporates the WTW Services continuum and will be operationalized to offer participants an expanded orientation, appraisal,job search and job readiness services, assessment, welfare-to-work plans, participation in work activities, and community service. Welfare-to-Work Services participants will also access, as appropriate, supportive services such as child care, transportation, ancillary payments, mental health, substance abuse, and domestic violence services. Additional service programs will include development of diversion services, employment retention services, and procedures for other CalWORKS program requirements (such as verification of immunization and school attendance of children). The Social Service Department, in collaboration with the District Attorney, Family Support Division, and the two local Private Industry Councils, has applied for inclusion in a demonstration project to offer employment and family stability services to non-custodial parent families. The Department also intends to compete for a child support assurance demonstration project to be implemented in 1998. The Social Service Department is allocated a share of the federal TANF block grant, with State and local matching funds, for CalWORKS welfare-to-work services, supportive services and administration. Additionally, we will continue to receive funding for aid payments for Ca1WORKs eligibles., The Social Service Department is also working with other agencies and departments that have funding and/or mandates to provide services for CalWORKs participants. These primary partners include: • the Contra Costa County and City of Richmond Private Industry Councils; • the Adult Education/Regional Occupational Center/Programs; • Los Medanos, Contra Costa and Diablo Valley Colleges; • Child Care Alternative Payment Providers (including the Child Care Council and PACE program); • Local offices of the State Employment Development Department; and • Health Services Department. Many other local agencies, community- and faith-based organizations and groups have funding and/or provide programs and services for which CalWORKS participants may be eligible. The Plan documents the efforts of many departments and agencies to begin -3- Report to Board Family & Human Services Committee on Ca1WORKs County Plan or expand the coordination of these programs and services as part of a comprehensive effort to meet CalWORKS changes. Concerns exist about a potential lack of funding, particularly for employment activities and supportive services, such as child care, transportation, and housing. We will continue to assist the Board, and collaborate with other agencies and community groups, to develop legislative initiatives to address funding issues that evolve. Social Service staff are participating with a number of other departments, agencies, groups and organizations as we plan to implement the CalWORKS program, and contribute to the County's overall workforce development efforts which benefit our participants. Two tables are attached to this memo which describe these implementation activities: ♦ "Contra Costa County CalWORKs Planning and Implementation Matrix". This table outlines the work groups and activities in progress to work out Ca1WORKs implementation details. ♦ "Contra Costa County Employment Initiatives". This table outlines the major employment-related planning efforts required by State law and the federal Balanced Budget Act of 1997 that are underway in our County. The attached Contra Costa Ca1WORKs Plan represents a significant benchmark in the development of welfare reform programs and services. The Plan not only meets the requirements of State law, but more importantly, begins the process of changing our approach for assisting low income families move from welfare to work. The Department wishes to thank all who contributed to the development of the County CalWORKS Plan and we look forward to a collaborative effort as we implement Ca1WORKs in our County. 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Signed ✓ AFDC and entitlement eliminated ✓ TANF/Child Care block grants to states ✓ Lifetime limits on aid for most families ✓ Work participation requirements--FY 97 • Single parent families--250/o/20 hrs. • 2-parent families--75%/35 hrs. ✓ Outcome measures: sanctions/incentives ✓ Changes to SSI and Food Stamps • 11/9 6: California's State Plan Certified • 8/97 : Balanced Budget Act . of 1997 ✓ Welfare-to-Work grants to states State Welfare Reform: CaIWORICS • 8/9 7 : California Work Opportunity and Responsibility Act signed V Lifetime Limits on Aid for Most Adults V Statewide Grant Levels and Eligibility V Welfare-to-Work Services • 18-24 month time limits • Orientation, Appraisal, Job Search/ Job Readiness, Assessment, WTW Plan, Work- Activities, Community Service V Supportive Services • Child Care • Transportation • Ancillary Payments • Mental Health • Substance Abuse • Domestic Violence Services ✓ New Child Care System State Welfare Reform: CaIWORICS V Diversion and Employment Retention ✓ DA Family Support Colocation ✓ Incentives/Disincentives ✓ New Welfare Fraud Penalties ✓ Demonstration Projects V County Plan Requirement CaIWORI .s County Plan • County Plan Elements ✓ Collaboration for training and support services ✓ Job identification ✓ Labor market needs ✓ Welfare-to-Work activities ✓ Substance abuse and mental health services ✓ Child care and transportation services ✓ Community Service Plan ✓ Domestic violence services training ✓ Performance outcomes ✓ Public input ✓ Funding ✓ Transitional benefits and services ✓ Job creation ✓ Ca1WORIGs program elements ✓ Demonstration projects • Plan Development Time Frame: 8/97- 12/97 • Submit to Board: 12/97 • Submit to State: by 1/10/98 County-Wide CaIWORK-s Service System • Primary System Partners : V Contra Costa and Richmond Private Industry Councils V Los Medanos, Contra Costa and Diablo Valley Colleges V County Office of Education • Adult Education • Regional Occupational Program/Centers V Health Services Department • Community Substance Abuse Services • Mental Health • Public Health V Employment Development Dept. County-Wide CaIWORI�s Service System V Child Care Alternative Payment Providers, • Child Care Council • PACE Program • Social Service Department • Others Involved V Community and faith-based organizations V Employer organizations ✓ Private Sector V Domestic violence organizations ✓ Cities, Chambers of Commerce and local. economic development departments ✓ Transit Providers V Program Participants ✓ Labor organizations V Community Development Department V Community and Faith, Based Organizations V Local School Districts CaIWORIC-s Operational Activities • CaIWORN s Service' Delivery Model • Welfare-to-Work Activities • Staff Reassignments/Reclassifications • Mental Health, Substance Abuse Service Models • Child Care Services • District Attorney Family Support. Colocation CaIWORICs Operational Activities • Community Service Plan • Transportation Projects • Data Collection and Tracking • Welfare Fraud • Demonstration Projects • Information Technology ,Partners Time Frames and Scope : Target Dates 1/97- 12/98 : SSD staff reassignments and training 12/97-3/98 : One Stop Career Centers 12/97-3/98 : Local Child Care and Development Planning Council • Board of Supervisors and Superintendent of Schools 1/1/98 : CaIWORK-s Begins • Eligibility, budgeting and program rules • 60-month lifetime limit clock • Immunization and school attendance 1/98 : Community Service Plan 40 Begin development Time Frames and Scope : Target Dates 1/98 : Service Integration Employment Initiative 1/98 : List of Programs that lead to employment • SSD and local education agencies/providers 1/98-3/98 : Federal Welfare-to-Work formula and competitive grants • Private Industry Councils, SSD, Cities counties, transit providers, others 3/98: CaIWORK-s Welfare-to-Work Services • 3/98--applicants (600 enrollees/mo.) • 4198--participants ( 1 ,000 enrollees/mo.) 0 Supportive services Time Frames and Scope : Target- Dates 3/98 : Instructional and Job Training Plan • Supt. of Schools, Community Colleges, local Adult Education school districts, directors of job training programs 3/98 : . J ob Creation Investment Fund 1/1/99 : CalWORKs--Full Implementation CONTRA, COSTA COUNTY CaIWORIC's P � s ` q O • 4 December 2, 1997 Compiled by: Contra Costa County Social Service Department John Cullen, Director 00 This plan is submitted pursuant to Section 10531 of the Welfare and Institutions Code required by The Welfare to Work Act of 1997,AB 1542. TABLE OF CONTENTS Section Plan Element Page Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 Introduction: Ca1WORKs Goals and Objectives . . . . . . . . . . . . . . . . . . . . .3 I. (a) Collaboration with Other Public and Private Agencies for Training and Supportive Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9 II. (b) Partnerships with the Private Sector to Identify Jobs . . . . . . . . . . . . . . . . 13 III. (c) Local Labor Market Needs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16 IV. (d) Welfare-to-Work Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20 V. (e) Substance Abuse and Mental Health Treatment Services . . . . . . . . . . . ... 25 (f) Mental Health Services Available after Time Limits . . . . . . . . . . . . . . . . .27 VII. (g) Child Care and Transportation Services . . . . . . . . . . . . . . . . . . . . . . . . . .28 VIII. (h) Community Service Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .35 IX. (i) Working with Victims of Domestic Violence. . . . . . . . . . . . . . . . . . . . . . .36 X. (j) Performance Outcomes to Meet Locally Established Objectives . . . . . . . . 37 XI. (k) Public Input to the County.Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .39 .XII. (1) Source and Expenditures of Funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .43 XIII. (m) Assisting Families Transitioning Off Aid . . . . . . . . . . . . . . . . . . . . . . . . . .44 XIV. (n) Job Creation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .46 X\r. (o) Other Elements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . : .47 XVI. (p) Compliance with Requirements of CaIWORICs . . . . . . . . . . . . . . . . . . . . .48 X\rII. (q) Interaction with American Indian Tribes . . . . . . . . . . . . . . . . . . . . . . . . . .49 XVIII. Certification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 XIX. List of Abbreviations/Acronyms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .51 X. List of Attachments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .52 XXI. Certification of Local System Partners . . . . . . . . . . . . . . . . . . . . . . . . . (end) EXECUTIVE SUMMARY The Contra Costa County CaIWORICs' Plan document is a compilation of all the plans completed to date, in progress or anticipated at this time to implement the CalWORICs program in Contra Costa County. The Plan is required by state legislation enacted in August, 1997 and speaks to all the elements mandated by that legislation. Required Plan elements are: (a) Collaboration with other public and private agencies for training and support services; (b) Partnerships with the private sector to identify jobs; (c) Local labor market needs; (d) Welfare-to-Work activities; (e) Substance abuse and mental health treatment services; (f) Mental health services available after time limits; (g) Child care and transportation services; (h) Community service plan; (i) Working with victims of domestic violence; (j) Performance outcomes to meet locally established objectives; (k) Public input to the County Plan; (1) Source and expenditures of funds; (m) Assisting families transitioning off aid; (n) Job creation; (o) Other elements; (p) Compliance with requirements of CalWORICs; (q) Interaction with American Indian Tribes; Certification. In addition, the Contra Costa Ca1WORICs Plan represents an outline, with a number of supporting attachments, of the ongoing efforts of many local groups, organizations, departments and agencies to address welfare reform as part of the construction of a system of workforce and economic development, job creation and supportive services to benefit all Contra Costa job-seekers, workers and their families. This Contra Costa County CalWORICs plan documents: • Activities that have formed the basis for building the new service system; • Current efforts to implement initiatives; and • Future plans seen as essential to focus on bringing together the resources and expertise of many agencies, groups and organizations for the purpose of expanding capacity to serve job- seekers,workers, employers and, ultimately, all citizens in Contra Costa County and the.Bay Area region. As of September, 1997, there were approximately 13,500 open AFDC cases' with over 26,000 children and about 12,000 adults participating in the AFDC program. It is expected that 'California Work Opportunity and Responsibility to Kids. See Section XX for a list of abbreviations/acronyms. 'This figure represents AFDC Family Group and AFDC Unemployed Parent programs and does not include AFDC Foster Care cases. Source: CA 237 FG/U report for 9/97. 1 approximately 8,100 adults currently participating in AFDC will be required to participate in CalWORKs Welfare-to-Work Services program. The county Social Service Department intends to begin enrolling new applicants into the WTW Services program in March, 1998 and to begi phasing in current participants in April, 1998, with all nonexempt participants scheduled to b enrolled, as required by state law, by January 1, 1999. The SSD has developed a new service.delivery model which includes all the elements of the Welfare-to-Work Services program required by state law: orientation, appraisal, job readiness services, assessment, welfare-to-work plans, work activities (including mental health, substance abuse and domestic violence services), community service and supportive services such as child care and transportation. Other elements of the Ca1WORKs program which are required by state law and which will be offered by the county include lump-sum diversion payments and employment retention services. Other agencies and departments have been, or will be, allocated federal and/or state funding for employment-related programs and supportive services for CalWORKs participants. Such departments/agencies include: • Contra Costa County and City of Richmond Private Industry Councils; • Los Medanos, Contra Costa and Diablo Valley Community Colleges; • Adult Education and Regional Occupational Center/Programs; • East, West and Central County offices of the State Employment Development Department; • Local child care Alternative Payment Program Providers. In addition, there are other organizations and agencies serving low-income families with program for which CalWORKs participants may qualify. These programs include vocational rehabilitation programs, housing authority programs and other programs offered by public, non-profit and private organizations. The County Ca1WORICs plan outlines ways in which these programs and services will be aligned with the SSD service delivery model to ensure Ca1WORI<s participants can access all the appropriate employment programs and supportive services offered,in the county. The County CalWORKs Plan serves as a "progress report" of all the activity that has brought the county to the threshold of substantive change in public service programs, but is by no means a final product for implementation and beyond. Many of the planning activities for CalWORICs system development will continue in the coming months as initial program implementation occurs. Moreover, it is expected that laws and requirements will evolve continuously over the next few years as more experience and information about the new programs and services become known. Community involvements and cross-agency collaborations which are in the early stages are expected to develop and grow over time. Change of this magnitude requires continued commitment and creativity, responsiveness and flexibility on the part of all system partners. 0 INTRODUCTION: CalWORKs GOALS AND OBJECTIVES In 1994, federal legislation' fundamentally altered the welfare system with the passage of legislation which eliminated the AFDC and GAIN programs in favor of block grants to states to design and implement their own public assistance programs. This legislation also required that states meet certain measures of work participation for participants receiving block grant funding and implemented lifetime limits of 5 years on aid for most adults. This federal legislation was conceived in part as a deficit reduction measure which was expected to reduce federal spending for many social programs by an estimated $50-60 billion over the seven-year life of the law. In 1997, some of the SSI program cuts were restored, reducing some of the impact of this loss of federal funding, but the overall loss of funding remains significant. In 1997, the California legislature passed, and the Governor signed, legislation creating the CalWORKs program to replace AFDC and GAIN. CalWORICs legislation implements the federal welfare reform requirements and legislates many of the state options allowed by federal law. It now falls to counties to operationalize and implement new programs and services to serve low-income families. These new programs and services are focused on employment as the primary service to most families. Each county is required to design,within state and federal parameters, programs and services to assist low-income job-seekers to become, and stay, employed. CalWORICs legislation crosses traditional local and state agency organizational lines and moves counties toward collaborative efforts and initiatives involving many county departments and *organizations, direct participation by state and federal agencies and involvement of community groups, consumers of services, faith- and community-based organizations and the private sector, including the employer community, in program design and implementation. Contra Costa County staff began planning f9r•welfare reform prior to the passage of federal or state legislation. It became clear in the early planning stages that no single agency or department could achieve the goals of increased employment and decreased dependency on public aid. Moreover, it became apparent that a broad vision and comprehensive, systemic change was necessary to address local concerns for potential adverse impacts for families and children, the child welfare system and decreased funding under block grants. Contra Costa County's evolution toward a comprehensive, integrated, seamless system of public service delivery in the areas of welfare-to-work,workforce development, economic-development, job creation and supportive services (including infrastructure) thus predates state and federal welfare reform legislation. Welfare reform is viewed at the local level as both a cause and an effect, a catalyst for surfacing and integrating activities in different sectors of the county's workforce preparation efforts. 3Personal Responsibility and Work Opportunity Reconciliation Act of 1996,Public Law 104-193. 3 Ca1WORICs Program Goals and Objectives . The Ca1WORICs program, as part of the county's overall workforce development efforts, has adopted goals and objectives which are designed to link back to the overall Social Servicle Department Mission: Social Service Department Mission In partnership with the community, provide services which support and protect families, individuals and children in need, and promote personal responsibility, independence and self-sufficiency. In 1996 the Social Service Department, through an extensive and participatory internal planning process, developed a plan to redesign the IM and GAIN' services to become an employment-focused service delivery system. The goals and values of the Social Service IM/GAIN Redesign Plan, "Focusing on Employment"", which is in Phase II of implementation, have been adopted as modified below as the county's Ca1WORICs goals and values: CaIWORKs Goals In partnership with other departments, agencies and the community, to contribute to the reduction of poverty and the promotion of well-being in Contra Costa County by: • moving families from welfare to work; • increasing earned incomes; • providing supportive services (such as child care, cash aid, access to nutritional and health assistance) and increasing access to other services and resources to those in need as they work toward economic self- sufficiency; • increasing service efficiencytand job-seeker, employer and staff satisfaction. CaIWORKS Values • All individuals possess strengths, skills and abilities that provide the foundation for self-sufficiency. The most effective services are those tailored to the individual needs of a diverse participant population. • Employment is the critical means of increasing self-esteem, health, economic independence and self- sufficiency. • Education and training, in tandem with employment and related activities, are important components of self-sufficiency efforts." • Mutual obligations and clear expectations between participants and the agency are the best means to promote self-reliance. • Commitment to working to streamline program rules and regulations is essential to improve the efficiency and effectiveness of service delivery. • The efficacy of our efforts is contingent upon our capacity to work in partnership with each other, other divisions, other departments, other agencies and with the community. 41t iIncome Maintenance"is the former name of the Division that administered the Aid to Families with Dependent Children program. AFDC was eliminated by federal law in 1996. "Greater Avenues for Independence", the state's employment services component for AFDC,was also eliminated. CalWORKs,which includes Welfare- to-Work Services, was established in state law effective 1/1/98 to replace these programs in California. SSee Attachment A for a synopsis of this redesign plan. 4 4V Children are our county's most valuable resource. By supporting families in their self-sufficiency efforts, we help to build the next generation of healthy and economically independent adults. In addition to the county's CalWORICs goals and values, a number of specific implementation objectives for calendar year 1998 have been formulated, based on state and federal mandates for employment services and participation in work activities as well as on local input and planning for workforce development. These objectives are: 1998 CalWORKs Implementation Obie, ctives i. Develop and implement employment focused, integrated welfare-to-work services program in the Social Service Department and link with existing or planned welfare-to-work activities in the county, including but not limited to: One-Stop Career Centers; EDD Job Services; Community Colleges education and training services; Housing Authority and other community work programs; Private Industry Council welfare-to-work services for Ca1WORKs participants;Adult Education and ROCIP program services; other community-based employment services programs; services to non-custodial parents; employment retention services; life-long learning opportunities. ii. Enroll all mandatory Ca1WORKs participants in welfare-to-work services by 1/1/99. iii. Achieve at least 2,500 employment placements, with at least 30% of those representing families leaving the CalWORKS cash aid rolls due to employment. iv. Expand existing activities to develop supportive services that assist families in their economic self- sufficiency efforts. Specifically, work to increase access to, capacity and quality of child care and transportation services. V. Work to achieve the requirements of the federal Personal Responsibility and Work Opportunity Reconciliation Act of 1996. vi. Implement a diversion program that allows families to access community resources and, as appropriate, access lump-sum payments to avoid dependence on public social services. vii. Implement an employment retention function that allows families to sustain and build their economic independence. viii. Train staff in employment focused service delivery and continue and expand efforts to reduce redundant, duplicative and overly complex paperwork, rules and practices in favor of streamlined, cost-effective and outcome-based services. Lr. Build in activities that reduce dependency on, or avoid the potential for negative impact on, child welfare services. 5 X. Adopt the IM/GAIN Redesign Outcomes (as modified in the County Plan process) as the basis for Ca1WORKs outcomes. Establish other outcomes as appropriate that measure progress in achieving goals and objectives as stated for the Ca1WORKs program or identified locally.Establish spec targets, based on these measures, in each area of the county for achieving stated outcomes. Particip in the development of methods and mechanisms, systemwide,for collecting data, measuring outcomes and analyzing progress. xi. Participate in activities that create jobs and promote economic development in the county. xii. Commit to long-term, comprehensive, integrated, county-wide efforts that assist families in becoming and remaining economically independent. xiii. Use and expand existing groups, internal and county-wide, wherever possible to develop and expand linkages, partnerships and integrated services. xiv. Participate in the development of a legislative platform that reflects the priorities of the county with regard to welfare-to-work, integrated services and family strength activities. The major program elements that support the achievement of these goals and objectives include: • A redesigned service delivery model' for CalWOR1<s welfare-to-work services participants. This model emphasizes employment and job readiness, with cash aid delivered as one of many possible supportive services. Other supportive services include child care, transportation, ancillary payments, mental health, substance abuse and domestic violenco services, links to community resources, employment retention and other services. Participants will be better able to access, as appropriate, services offered in other systems such as One-Stop Career Centers, Community Colleges,Adult Education and ROC/P, JTPA and other services that, together with employment, will further their self-sufficiency goals. • Continued participation in county-wide efforts to build a comprehensive system of workforce preparation, economic and workforce development and job creation in the county and the region. Some of these efforts include participation on or linkages with: the Workforce Development Advisory Panel; Private Industry Council Boards and work groups; Children's Policy Forum (including the Transportation Subcommittee); local Chambers of Commerce; East Bay Works8; Food and Nutrition Policy Consortium; East Bay Refugee Forum; Local 6See Section X 0)for a listing of these outcomes and measures 7See Section IV(d)for a more detailed outline of the service delivery model 8A regional workforce development alliance among the two Social Service Departments and four Private Industry Councils in Contra Costa and Alameda Counties,local Employment Development Department offices and other partners. A Planning Council for Child Care and Development; faith- and community-based organizations which offer services or input on welfare reform issues; and many others. • Continued support of the county's Service Integration program. This program was authorized in 1994 as a demonstration pursuant to state legislation (AB 1741). Sites in Bay Point and North Richmond were established to test alternative approaches to moving families out of,poverty. The Service Integration program targets communities with the highest concentrations of low-income, high-risk families with multiple service needs by offering services through neighborhood-based Family Service Centers staffed by the Social Service (Eligibility and GAIN), Juvenile Probation and Health Services Departments. Services are focused on the whole family and are based on family strengths. Service Integration both complements and enhances the county's welfare reform efforts in the following ways: Service Integration has pioneered and continues the development of new service delivery processes and models as well as alternative organizational structures for serving Contra Costa families. Examples include: development of self-sufficiency workshops; emphasis on employment in all staff/participant contacts; collaboration across programs, departments and community-based organizations; training staff in team-building and organizational culture change; emphasis on outcomes over process and tracking of key outcome measures; strengths-based assessments and interventions; introduction of case management across functions; community involvement; fuller involvement of program participants in developing and carrying out services; procurement of a state and federal waiver to increase efficiency and effectiveness of services; ,r Service Integration targets those families served by multiple county programs to fill a specific set of needs not common to the majority of Ca1WORKs participants, including cash aid, employment services, child welfare, mental health, probation, public health and school-based programs; and Service Integration develops and carries out projects that offer valuable lessons in achieving the broader set of goals in the overall county welfare reform model. For example, the recent expansion of bus service in North Richmond9 was the product of a Service Integration and Partners in Health collaboration with AC Transit to improve community infrastructure. This project is one of many that assists SSD and other agency staff in planning and carrying out similar improvements county-wide. • Active participation in County Welfare Directors Association and County Supervisors Association projects that shape the evolution of public social service delivery at the regional and state level, including legislative advocacy efforts. 9See Section VII,(g)"Child Care and Transportation Services",for more information. 7 • Expansion of the current efforts to collect-and analyze data for the purpose of measuring progress toward established goals and making course corrections as necessary as the countywide system takes shape. Work will also continue to build existing capacity to sham appropriate information across service provider systems and to put in place automate systems that meet the requirements of the welfare reform environment. • Participation in other activities, as the Ca1WORICs program is implemented, which further the goals and objectives of the program and the local goals of helping to reduce poverty in the county, increasing the incomes of county residents, creating jobs and better serving the employer community, and helping strengthen families by providing services that lead toward economic self-sufficiency. 8 Section I (a) COLLABORATION WITH PUBLIC AND PRIVATE AGENCIES TO PROVIDE TRAINING AND SUPPORTIVE SERVICES'o The current.collaborative efforts among Social Service Department and other agencies to provide training and supportive services will continue, and are expected to expand, as the Ca1WORKs program is implemented. The SSD CalWORKs service delivery model" includes the Welfare-to- Work Services elements of orientation, appraisal, job search/job readiness, assessment, welfare-to- work plans, work activities, supportive services and community service as required by state law. Training and employment-related activities include job readiness services ("job club"/job search programs), job development and participant job-networking, ESL, ABE and GED courses, short- term vocational educational training and community college programs. Supportive services include payments for child care, transportation and ancillary costs, employment retention services and employment-related mental health, substance abuse and domestic violence services. Training and employment-related activities and supportive services will be provided by Social Service Department staff as well as many other agencies and orgahizations. Major components of these services include: Training and EmplWvment-Related_Activities • The Social Service Department offers job readiness services, including "job club" employment preparation classes (interviewing and resume development), job search assistance, job development (through contract with Private Industry Councils), assessment and ongoing case management throughout participation in work activities. These services will be expanded under CalWORKs, both in scope and to include employment retention services. • The county's three Community Colleges (Contra Costa College, Diablo Valley College and Los Medanos College), which already serve public assistance participants, have been allocated expanded funding to provide training, education and supportive services for CalWORKs participants. Each college has submitted a application for this CalWORKs funding to the state Office of Community Colleges. These applications have been reviewed and approved by the county Social Service Department Director. More extensive plans, including proposed curriculum, were drafted in mid-November12. 10StateDSS outline suggests: "Briefly describe how the county will work with other public and private agencies to provide necessary training and support services.This section should include, at a minimum, a list of the necessary training and support services and the public and/or private agencies which will provide those services. [References: Education Code Section 10200 and WIC Section 10531(a)]" 1See Section IV,(d)"Welfare-to-Work Activities",for a more detailed outline of the CaIWORKS service delivery model. 12 See Attachment B for a list of current certificate and degree programs offered by the 3 local Community Colleges and copies of the Colleges' Plans for changes for Ca1WORKs participants. 9 • The county's Adult Education and Regional Occupational Centers/Program have also been allocated additional funding for the purpose of expanding services for CalWORKs participants, and are working on plans for provision of services as partners in the formulatiolo of the county's Instructional and Job Training Plan. These services will be incorporated into the overall service delivery options for CalWORICs WTW Services participants. Current programs available through the AdEd & ROC/Ps include short-term vocational training (including job readiness and job search support), Adult Basic Education, High School Diploma, General Equivalency Degree, English as a Second Language, Refugee Employment Services, Parent Education, Citizenship Preparation and others1.' • The county's two DTPA Service Delivery Areas, the Contra Costa County Private Industry Council14 and City of Richmond Private Industry Council15, receive JTPA funding for services to Ca1WORI(s participants who meet JTPA criteria. In addition, funding from the federal Balanced Budget Act of 1997 provides for $3 billion.nationwide in Welfare-to-Work funds for expansion of services to Ca1WORICs participants and non-custodial parents of Ca1WORKs children. This additional funding is expected to be received early in 1998 and plans for services are being developed. A host of public agencies and other partners are participating in the development of 8-10 One-Stop Career Centers16 in the county. These Centers.are expected to open in early 1998 and will be staffed by PIC, EDD, SSD, AdEd, non-profit and other staff to offer a range of employment services to the general public, including services to the employer community. • The county's three local State Employment Development Department (EDD) offices offer, both independently and in some cases, on-site at local Social Service offices, work registration and job placement services through their Job Services database. • By March 31, 1998, the county Superintendent of Schools, the local community colleges, the local school districts that,provide adult education and the directors of other job training programs in the county must develop a Plan that provides for instructional and job training services for the county's CalWORKs participants. The plan must be approved by the County Welfare Director. It is expected that these partners will be meeting over the coming months to develop and implement the Plan, which will be incorporated into the overall training and education service delivery options for CalWORKs participants. 13 See Attachment C for a list of the county Adult,Education and ROC/Ps and their programs. 14 See Attachment D for an occupational training matrix produced by Contra Costa County PIC;this list can be cross-referenced with certified PIC vendors for a listing of PIC-funded training programs. 15 See Attachment E for a list of training and services provided through Richmond Works.- 16 See orks:16See Section II,(b) "Partnerships with the Private Sector to Identify Jobs",for more information. 10 • The county actively participates in local and regional surveys and analyses" designed to better equip local agencies to design employment, education, training and support services. • The Social Service Department contracts with non-profit agencies for programs such as Cal- Learn, refugee and citizenship services and certain employment services and with Contra Costa PIC for job development staff. In state fiscal year (SFY) 96-7, the Social Service Department contracted with several agencies, public and non-profit (Contra Costa College, Rubicon, Contra Costa PIC, Goodwill, Neighborhood House of North Richmond, and local ROC/Ps), for certain employment services. • The county District Attorney Family Support Division, Social Service Department, PICs and have applied, as collaborative partners, for state funding to implement the Contra Costa County Non-Custodial Parent Employment and Training Demonstration Project in 1998. This project is designed to increase the incomes of Ca1WORICs participants by: I providing employment services to non-custodial parents that improve their ability to pay child support; and V offering services designed to reduce other system costs and improve the quality of the relationships among non-custodial parents, their children, and custodial parents through parenting, counseling and mediation activities. ® The Social Service Department certifies that it will coordinate CalWORICs WTW activities with its Refugee Employment Services Plan. Staff in both the Ca1WORKs WTW Services and Refugee Services programs will receive training to provide services and referrals to existing programs serving refugees as appropriate. Staff will be regularly notified about refugee employment services and supportive services. Support Services • Child Care18--Child care services have been redesigned by the state Department of Education, which is the lead agency for the federal Child Care Development Block Grant19, into a three-stage system to serve eligible low-income families needing child care. The DOE has entered into agreements with the state Department of Social Services and recent state welfare reform law outlines requirements for administration of child care funds. 17 See Attachment F for: 1)an analysis of education and training levels for projected employment in Contra Costa County;and . 2)Executive Summary of a 1997 nine-county survey on job readiness. 18 See Section VII,(g)"Child Care and Transportation",for more information. 19 Child care funds for the former AFDC child care disregard, Supplemental Child Care,GAIN child care and Transitional Child Care programs have been transferred to this block grant. 11 State Department of Social Services receives funds for"Stage 1" child care,which is intended to serve CalWORKs participants with unstable work/work activity arrangements. These funds will be administered locally by the county Social Service Department. "Stage 2" chil care, 'intended for low-income participants who are working or in training while receivin Ca1WORKs benefits, or transitioning off aid, will be administered locally by current local Alternative Payment Providers (APPs20). "Stage 3" child care, intended for those qualifying low-income families (including former Ca1WORKs participants) who need subsidized child care, will be administered locally by the SSD, Child Care Council and the PACE program. Local APPs will collaborate to ensure that CalWORKs participants can easily access information and referral to licensed child care providers. All APPs will also develop procedures to connect to other child care system resources for Ca1WORKs participants such as local Community Colleges funding, Community Services/Head Start programs, and local K-12 school-based programs. • Mental Health and Substance Abuse Services--Social Service and Health Service staff are currently meeting to develop services for Ca1WORKs WTW Services participants, to provide identification, assessment, treatment plans and case management for those participants needing services as part of their employability plans. • Transportation--CaIWORICs WTW Services participants will receive payments for necessary transportation costs. Social Service staff are also working in a number of forums to identify transportation needs and develop strategies to increase access to, and capacity of� local transit infrastructure. • Ancillary Payments--Funding will continue to be provided for reasonable and necessary employment-related costs for Ca1WORKs participants, including but not limited to such items as union dues, uniforms, tools, etc. •_ Employment Retention Services--Case management and supportive services will be available to employed Ca1WORICs participants to assist them in keeping jobs as well as direction to resources to improve their earning capacity. 20 Current local APPS are the Child Care Council,the Social Service Department and the PACE program 12� Section H (b) PARTNERSHIPS WITH THE PRIVATE SECTOR TO IDENTIFY JOBS21 Contra Costa Count has built and continues to sustain strong partnerships with the private sector Y gP P through the GAIN program and through partnership with the two county Private Industry Councils, Contra Costa County PIC and City of Richmond PIC. These partnerships have led to placement of many welfare clients in the past. Both GAIN job development and the-job development efforts of the PICs have extended services to both large and small hiring Firms throughout our county. The work of the Contra Costa County and the Richmond PICs successfully join private sector, education, labor, social services, government and community based organizations in a partnership to identify employment and training needs and to address those needs both locally and regionally. They have years of experience in designing successful avenues for job development leading to placement and retention for the unemployed and underemployed in this county. PICs have long been members of local Chambers of Commerce, the Contra Costa Council and the Contra Costa Economic Partnership. Members of the PIC Board include a majority of private businesses as well as a member of the Central Labor Council. In addition, the California Employment Development Department ( EDD) offices have historically provided a labor exchange with centralized job listings of local employers and a job match system for connecting job seekers to those jobs. A committee of the County PIC is planning to convene a business focus group to engage local business in welfare-to-work initiatives. The goal of this committee is to engage business in both hiring CaIWORICs job-seekers and in developing long-term training opportunities for Ca1WORICs participants. With the advent of the One Stop Career Centers, Contra Costa County's job-seekers will benefit from a regional infrastructure serving the entire East Bay. The Private Industry Councils of Alameda County, Contra Costa County, City of Richmond and City of Oakland have partnered with the state Employment Development Department, Alameda and Contra Costa Social Services Departments and representatives of the education community from both counties to develop a comprehensive system of One-Stop Career Centers, known as EastBay Works. Utilizing Job Training partnership Act (JTPA) funds, the PICs are currently putting in place the California Vision for Workforce Development as designed at the state level. 21 State DSS outline suggests: "Describe the county's partnerships with the private sector, including employers,employer associations, the faith community, and central labor councils,and how those partnerships will identify jobs for CaIWORKs program recipients. [Reference: WIC Section 10531(b)]" 13 EastBay Works electronically links workforce activities at 16+ sites in the Alameda-Contra Costa County service areas, allowing for immediate exchange of information and resources to serve area job-seekers and employers. Additional communication capabilities allow access to the Internet fro,4 each site and link the EastBay Works system to local, regional .and statewide resources. These centers also serve employer needs, such as supplying a ready workforce. Marketing of these services is rolling out in early 1998, including a toll-free number for a single point of contact with employers, as well as a "Web" site which is accessible to employers. One Stop Career Center locations slated to open by March, 1998, throughout Contra Costa County include: Antioch Concord (2) Richmond (2) Brentwood Tri-Valley (Dublin) Pinole Pittsburg San Pablo Partners providing comprehensive services in the centers include: EAST COUNTY: • Adult Education (Antioch, Liberty, Pittsburg) • Cities (Antioch, Brentwood, Pittsburg) • County Office of Education . • Employment Development Department • Los Medanos Community College • St. Vincent DePaul • Social Service Department • United Council of Spanish-Speaking Organizations (UCSSO) • Worldwide Educational Organization CENTRAL COUNTY: • Adult Education (Martinez, Mt. Diablo) • County Office of Education • Employment"Development Department • Goodwill • John F. Kennedy University • Mt. Diablo Vocational Services • Rubicon • St. Vincent de Paul • Social Service Department • Worldwide Education Organization WEST COUNTY: • Adult education (West County) • Contra Costa College • County Office of Education 14 • Employment Development Department • Rubicon • Social Service Department • Worldwide Education Organization The Job Development arm of the One Stop system is an integrated team of job developers, marketed as the Employer Connection. Staffing is provided through rotation from over 22 agencies working together. Using the Internet, job orders are listed on Work-Web, a comprehensive site that is also part of the EastBay Works One Stop system and are simultaneously listed on America's Job Bank. This innovative approach affords maximum visibility for any of our clients seeking employment. The Employer Connection has just won an award from Vice President Gore for Innovative Use of Technology in Government. Employer Connection services is now available to all job seekers in Contra Costa County. Collaboration between the local PICs and the Social Service Department's CaIWORKs Welfare-to- Work Services initiatives is anticipated to lead to enhanced capacity with minimal duplication of services, moving us far ahead in offering an efficient and effective system for supporting self- sufficiency and creating a strong foundation for a system of workforce development. SSD staff will colocate with other system partners at local One Stop sites. It is anticipated that SSD offices offering WTW Services will be restructured to mirror many of the services in the One Stop. Social Service Department staff in local SSD offices will coordinate with One Stop staff to ensure CaIWORICs participants have access to the programs and services offered in both places. The resources developed through the One Stop will be available via Internet and will therefore assist all CalWORKs Welfare-to-Work Services participants no matter which physical site delivers their primary services. Lastly, the county, through the formation of the Workforce Development Advisory Panel, has launched a new era of interaction and collaboration with the private sector. Members of the panel include representatives from the Central Labor Council, local Chambers of Commerce and the Contra Costa Economic partnership. 15 Section III (c) LOCAL LABOR MARKET NEEDS22 Contra Costa County utilizes a variety of sources for identification of local labor market needs le These sources offer extensive information that assist local partners in developing methods for matching job-seekers with employers, determining training opportunities, job development and formulating long-term economic and workforce development strategies. CaIWORI(s participants are among those job-seekers who benefit from the available information,which can be used to focus on the particular strategies needed to assist low-income job-seekers in obtaining and maintaining employment.. The sources used for identification of local labor market-needs include, but are not limited to: • Contra Costa Economic Partnership, which produces employment-related analyses and provides a substantive link to the employer community; • Employment.Development Department Labor Market Information Division,which provides statewide, regional and county-specific labor market information; • Contra Costa County and City of Richmond Private Industry Councils, which develop and produce products such as annual "Employment Outlook" surveys, analyses of labor market information and trends, extensive employer information, training/skill level analyses and information about local training providers; • Central Labor Council,which offers local information about apprenticeships and labor needs; • East Bay Works Internet Web Site, which has links to many state, .regional and local employment-related sites as well as which serves as a repository for a host of labor market information; • GAIN job developers, who gather local employment information; • Local.Chambers of Commerce, which offer linkage to the business community23 and timely information on market trends; • Adult Education &, ROC/Ps, which offer job development and placement information specific to their training and education programs. The unemployment rate in Contra Costa County24 is 4.2% as of September, 1997. This compares favorably with a statewide rate of 6.0% and a nationwide rate of 4.7% for the same period. For CalWORICs participants, however, the analyses of the available information are critical to developing employment programs that are specific to their needs. For example, a breakdown of the 22StateDSS outline suggests:"Briefly describe other means the county will use to identify local labor market needs. [Reference: WIC Section 10531(c)]" 23 Social Service Department staff have recently been offered an opportunity to volunteer to join their local -Chambers to provide a closer linkage among local businesses and local offices. 24Thisrate is derived from the "by city"rates maintained by EDD for Contra Costa County. EDD Labor Market Information Division does not calculate a separate rate for Contra Costa,but maintains a regional rate for `Alameda/Contra Costa counties. The two-county rate is 4.5%. 1610 unemployment data by city25 shows a higher rate in some areas with higher numbers of Ca1WORKs participants. The county's two Service Integration Program sites in Bay Point and North Richmond recently sought, and were awarded, a grant to launch Employment Initiatives targeted to the needs of the local communities they serve. This is just one example of the ways in which local labor market information can.be used to design programs that meet the specific needs of CalWORKs participants. Another example is the following table 16 of 10 occupations from a list of 40 of the occupations projected to have the most openings between 1994-2001 as they might relate to the availability of entry-level jobs for Ca1WORKs participants. While approximately 3,300 of the county's Ca1WORKs caseload currently report earnings, and many CalWORKGs participants have job skills and experience, there are many others who lack experience in the labor force and will be obtaining their first jobs through the CalWORKCs program. Thus, the availability of entry-level jobs is a critical element to the design of a self-sufficiency strategy that emphasizes employment, so that participants gain experience in that labor market and can concurrently or subsequently access training and education which, together with work experience, is expected to result in moving "up the ladder" to more lucrative employment. 25 See Attachment G for this a several other documents relating to labor market information. 26Information is drawn from EDD Occupational Projections data dated June, 1997 and PIC Occupational Outlook Reports for 1994, 1995 and 1996. 17 Occupation` Job Openings Wage Range'; Median Range u► Job Growth EducationJ_Skill .. Contfa:Costa Level :: General Office 2,020 $5.15-12.18/hr $9.79 12.8% HSD Waitresses/: 2,010 $5.15-10/hr $6.75 19.8% less than HSD aruto Cleaners'.' 1,510 $5.15-8.63/hr $6.45 21.4% less than HSD Secretaries. . 1,350 $6.71-$13.15/hr $9.00 10.6% HSD,software skills needed Receptionists/::::':: 1,300 $5.15-12.81/lu $8.00 21.3% HSD Info .Clerks Instructional - 1,100 $6.30-8.00/hr $7.00 13.3% HSD Aides a . ....................................... ................................... ... Guafds/:Watch... 970 $5.50-9.00/hr $6.50 34.0% HSD,training Guafds :: required .......................... ............... Maint: 890 $7.00-14.53/hr $8.50 15.7% HSD Repairers/ General Utility .. . .......................................... ......................................... ........................................... True, rivers 620 $5.15-13.00/hr $7.00 15.0% less than HSD, :......................................: (lighf) some training desired Ga finers/ :a 600 $5.15-13.15/hr $7.25 22.4% less than HSD Groundskee' rs EDD's "Industry Trends and Outlook" reports that nonagricultural employment in Contra Costa County is expected to grow by 35,100 jobs from 1994-2001, a 12% gain. This includes full- and part-time positions. While all the industry divisions27 will post increases, 2/3 of the jobs added will be in the services industries. Business services is responsible for 43%, or 9,800 of the new jobs in the services category. Almost 4,000 new jobs will be in the "amusements" category--health clubs, parks, and the motion picture industry. Health services industry, while at a slower rate, will continue to grow. Retail trade will post an increase of 4,400 jobs, about 25% of which are restaurant/bar jobs. (Construction is now expected to grow at a higher rate than the 1,001 new jobs originally forecast.) Welfare reform efforts to focus on employment are coinciding with a favorable economic and business climate in the county. Whether the goals of welfare reform can be achieved in the event of an economic downturn is a much different question. To that end, it is necessary to immediately 27 Services,retail trade,government,construction,manufacturing,transportation/public utilities,wholesale trade and finance/insurance/real estate. 18 address the issues of job creation and economic development as extensively as possible at the local and regional level". �w 28 See Section XIV, "Job Creation", for more information 19 Section IV (d) WELFARE-TO-WORK ACTIVITIES29 ® Unsubsidized employment ® Work study ❑ Subsidized private sector employment to Self-employment _ ❑ Subsidized public sector employment ® Community service ® Work experience ® Job search and job readiness assistance ® On-the-job training ® Job skills training directly related to employment ❑ Grant-based on-the-job training ® Supported work ® Vocational education and training ❑ Transitional employment ® Education directly related to employment ® Adult basic education (includes basic education, GED, and ESL) ® Other: Mental Health, Substance Abuse, Domestic Violence services, Cal-Learn, Refugee Employment Services Some of the activities checked above are offered by Social Service staff, some by other county departments, agencies or community-based programs. The county Social Service Department does not currently offer subsidized public or private sector employment, grant-based on-the-job trainin or transitional employment. These activities may be offered in the future as these options are more fully explored, potential costs and benefits are analyzed and experience with the new CalWORICs Welfare-to-Work Services program evolves. Contra Costa's CaIWORKs Service Delivery Model A new Social Service Department CalWORICs service delivery mode130 has been proposed. This model was developed based on input from the AFDC and GAIN program committees, the IM/GAIN Redesign Program Design Task Force, local office Redesign Action Team Coordinators, meetings with other agencies and community groups, input from-public forums, other counties' models and based in part on lessons learned from Redesign Pilot Projects that have been running in 4 local SSD offices since July, 1997. 29 State DSS outline suggests: "Each county is expected to offer a range of services adequate to ensure that each participant has access to needed activities and services to assist him or her in seeking unsubsidized employment. [Reference: WIC Section 11322.7(a)] Pursuant to WIC Section 11322.7(b) " No plan shall require job search and work experience of participants to the exclusion of a range of activities to be offered to recipients." Activities allowed by state law include;but are not limited to, those listed below. Please indicate which of the "following activities will be provided and identify any allowable activities that will not be provided. [Reference: WIC Section 10531(d) and WIC Section 11322.6]" 30 See Attachment H. 20 The principles used in formulating the model include: • Focus of the model is on employment; eligibility is a supportive service. This means that, in this model, there is still a "traditional' eligibility function for Ca1WORKs and other programs in which there is no work requirement. • Model follows the state-mandated continuum of employment services and is based on most effective work flow for optimum participant service and benefit. • The model moves the agency in a direction of a "Work/Not Work" division of function. The movement would be toward organizing job duties around work requirements rather than separate programs. • Current definition of the "Intake" function is the AFDC eligibility determination process; current definition of the "Continuing" function is, cases that have been granted AFDC cash aid. In the new model, the definitions of"Intake/Continuing" relate to employment services rather than to cash aid: Pre-Assessment -4 Intake Post-Assessment -4 Continuing This means the "Intake" process includes orientation, appraisal, job club/job search and necessary support services (about the first 4-6 weeks of WTW Services); the"Continuing"process includes work activities, community service, safety net and supportive services. Assessment marks the transition from one set of services to the other. • Employment services shall include employment retention services which may be provided by Medi-Cal staff, who are trained for this function, for those participants transitioning off CalWORKs. Other staff may also provide employment retention services. Receipt of employment retention services shall not be dependent on Medi-Cal eligibility. • The model does not dictate staffing assignments. The goals are staff expertise in all phases of service delivery and as few primary contacts for the participant as possible. Two SSD task groups have formed to facilitate the evolution of this model to a working practice: a Personnel task group and a task group to deal with the many details of operationalizing the model. Staff from all affected levels and functions will be represented on these groups. The Personnel task group will include representatives from the local bargaining units which represent staff. A third group that will be working to prepare staff for the implementation of the new service model is the Staff Development Task Force, a Redesign body that will develop training strategies for staff. Most of the new rules for CalWORICs eligibility and budgeting begin on January 1, 1998. The Greater Avenues for Independence (GAIN) program regulations effective in the county on December 31, 1997 shall remain in effect until Welfare-to-Work Services requirements become operative in the county. Target start date for enrollment of new applicants in CalWORICs Welfare- to-Work Services is March, 1998; ongoing Ca1WORKs participants are slated to be phased in to 21 the WTW Services program beginning in April, 1998. It is the intention of the SSD to enroll all mandatory Ca1WORICs Welfare-to-Work Services participants into this program by 1/1/99, as required by state law. The new Ca1WORKs service delivery model features an expanded Orientation for CaIWORICs Welfare-to-Work Services participants,with information about the new program, child care services (including phone sites for families to access referrals for child care), time limits and work requirements, rights and responsibilities, health care options, work activities (including mental health, substance abuse and domestic violence services as part of employability plans), child support services, Ca1WORICs income and budgeting rules and other information. Appraisal and, as appropriate, assignment to job readiness, job search or assessment follow unless the participant is deferred or exempt. Job-seekers work closely with the Employment Services case manager during this phase of the model. Participants who obtain employment will be offered employment retention services (case management, services and supportive services) if transitioning off aid or working the minimum number of hours. Participants who are unemployed or under-employed will engage in a comprehensive assessment of job skills and supportive service needs, sign a Welfare-to-Work plan and engage in work activities designed to lead to employment. Participants with lesser supportive services needs, including those in Self-Initiated Programs, will work closely with an Employment Services case manager. Those with more significant supportive services needs will be offered more intensive casle management and supportive services. Criteria will include, but not be limited to: coordination with child welfare services for participants being served both by WTW and Child Welfare Services, mental health services needs and domestic violence services needs. (Note: the need for mental health, substance abuse, domestic violence31 and other services may be identified at any point in the WTW Services continuum. Once identified, services will be offered as part of the participant's employability plan.) All participants lacking basic literacy or adequate language skills (where education is appropriate and necessary for removal of barriers to employment) will be assigned to ABE or ESL classes, concurrently with other work activities as appropriate. CaIWORKs participants who complete the work activities outlined in their WTW Plan without achieving employment will participate in a reappraisal and reassignment to work activities as appropriate. At the end of the WTW Services period (18-24 months for persons entering Ca1WORICs after the new program is implemented 32; 24 months for participants who were AFDC 31 Note: With some exceptions,any Ca1WORKs program requirement can be waived,relating to - employability, for past or present victims of domestic violence. 32 Per AB 1542, "[The]county shall adopt criteria for extending the 18-month limitation for up to six months is the extension is likely to result in unsubsidized employment or if local unemployment rates or other conditions in the local economy are such that employment is not available". 22 remain eligible for CalWORKs benefits for up to the 60-month cumulative life time limit, provided they perform community service for 32 hours per week. Those employed less than 32 hours will perform community service in addition to work hours for a total of 32 hours per week. Safety net benefits will be provided for the children of participants who exceed the 60-month limit. The Social Service Department will expand its current collaboration with a variety of agencies and organizations in providing these employment, training and educational opportunities to Ca1WORKs participants. This model is designed to more fully integrate the IM/GAIN division into the CalWORKs/Welfare-to-Work Services Division. Over time it is expected that staff and services will be reorganized according to whether the participant/program has a work requirement rather than services organized separately, by program. This evolution will provide for the continued development of case manager expertise and program focus on employment. The county intends to adopt the GAIN program grievance procedures, as outlined in the GAIN Plan dated February, 1987 and as modified in the 1994/95 GAIN Plan, as the CalWORKs grievance procedure to meet the requirements of AB 1542, Section 121, 11327.8. The county intends to continue the Cal-Learn program as outlined in state law and continue to provide support for teen parents working to complete their secondary school programs. Other CaIWORKs Program Elements 0 Diversion--County staff have been working to design criteria for diversion, a service which can be offered to eligible Ca1WORKs applicants. Diversion, in state law, is a lump sum payment which, if paid, would allow a family to avoid dependence on the Ca1WORKs program. Counties can receive incentive payments33 for families who are successfully diverted from the program. Families diverted from CalWORKs qualify for Food Stamps and Medi-Cal as otherwise eligible and also qualify for child care payments34. County staff are also developing a broader concept of "diversion" than required by state law, to include community resource and employment referrals which can also help families reduce or avoid dependence on cash aid. Health Services has developed a community resources data base which can be accessed (via the Internet) by SSD staff to offer a wide range of community resource information. Immunizations--New state law requires that SSDs verify immunization of all non-school-age children of Ca1WORKs participants. County SSD and Health Services staff are working together 33 See Section X 0)for more information 34From Stage 3 funds or,if no funds are available,from Stage 2 funds. See Section VII,(g)"Child Care and Transportation Services",for more information. 23 to inform and assist Ca1WORIGs participants in complying with this requirement. Parents who fail to comply with this requirement face sanctions. School Attendance--prior to Ca1WORICs legislation, only school enrollment, and only of 16-180 r � � Y Y year-olds, was tracked. Ca1WORKs legislation requires that the attendance of all school age children be verified at application for Ca1WORICs. Moreover, continued,attendance in school is to be made part of Welfare-to-Work Services Plans for WTW Services participants. Parents/MW Services participants who fail to comply with this requirement face sanctions. County staff are developing a mechanism to comply with this requirement to verify school attendance. District Attorney Family Support Division Collaboration--Ca1WORICs legislation requires that counties develop a process by which DAFS staff conduct an initial interview and certify cooperation with DAFS rules prior to approval of Ca1WORKs benefits. DAFS must be colocated in the SSD office or available by telephone for this process. A joint SSD/DAFS workgroup has developed a proposal for DAFS staff to colocate in each of the four major local SSD offices (Richmond,Antioch, Hercules and Martinez). This process will be piloted in the Martinez office in November/December and DAFS staff are expected to be located in all four offices by January 1, 1998. 240 Section V (e) SUBSTANCE ABUSE 15 AND MENTAL HEALTH 36 TREATMENT SERVICES Substance Abuse Services Social Service and County Health Services Community Substance Abuse Services Department staff have begun collaboration on a model to provide alcohol and drug services to CalWORKs participants whose substance abuse creates a barrier to employment. Funds for these services will be administered in a manner that maximizes federal financial participation through Title XIX of the Social Security Act. ® The county certifies that its substance abuse treatment services will include at least the following: evaluation, case management, substance abuse treatment, and employment counseling, and the provision of community service jobs. An addendum to the County Plan will be forwarded when the county's model is developed. The model will ensure that participants in job search activities may be directed at any time to an assessment if the county believes the participant's substance abuse precludes or limits satisfactory completion of this phase of the WTW Services program. CalWORKs case managers will refer participants as appropriate to the county alcohol and drug program or its agent for evaluation and determination of any treatment necessary for the participant's transition from welfare to work. Welfare-to-Work Plans shall be developed based on the results of this evaluation. Treatment may include assignment to a substance abuse program. CalWORKs participants may, with some *exceptions, participate in such programs for no longer than six months without concurrent assignment to other work activities. The model will include recommended training for county staff who are responsible for identification, referral and case management of CalWORKs participants to substance abuse evaluation and treatment. 35 State DSS outline suggests: "Briefly describe how the welfare department and the county alcohol and drug program will collaborate and utilize new funds available to ensure the effective delivery of substance abuse services. These funds should be used to maximize federal financial participation through Title XIX of the federal Social Security Act. If the county has determined who will provide substance abuse treatment services, please indicate the providers in the plan. If that decision has not been made,please provide CDSS an addendum to the county Ca1WORKs plan indicating the provider when determined. [Reference: WIC Section 11325.8]" 36 State DSS outline suggests: 'Briefly describe how the welfare department and the county department of mental health will collaborate and utilize new funds available to provide effective mental health services. Counties should maximize federal financial participation to the extent possible in the provision of mental health services. [Reference: WIC Section 11325.7]" 25 Mental Health Services Social Service and Health Services Mental Health Department staff have begun a collaborative process to develop and implement a model for mental health services for CalWORKs participants whose mental or emotional disabilities limit or impair their ability to make the transition from welfare to work. Wherever possible, the county shall ensure that the services provided qualify for federal reimbursement of the nonstate share of Medi-Cal costs. ® The county certifies that it will provide at least the following services: assessment, case management, treatment and rehabilitation services, identification of substance abuse problems, and a process for identifying individuals with severe mental disabilities. An addendum to the County Plan will be forwarded when the model is developed. This model will be consistent with the county's welfare-to-work program and the county's consolidated mental health Medi-Cal services plan. In cases where a secondary diagnosis of substance abuse is made in a person referred for mental or emotional disorders, the welfare-to-work plan shall also address substance abuse treatment needs. There will be a process to identify those with severe metal disabilities that may qualify the participant for Chapter 3 (commencing with Section 12000). 26 Section VI (f) MENTAL HEALTH SERVICES37 AVAILABLE AFTER TIME LIMITS 0 The county intends to P rovide mental health services for those CalWOR1(s WTW Services participants who exceed the 18- or 24-month time limit, including community service participants. An addendum to the County Plan will be forwarded when this process is developed. 37 State DSS outline suggests: "Briefly describe the extent to which and the manner in which the county will make mental health services available to recipients who have exceeded the 18 or 24 month time limit. [References:WIC Section 10531(f) and WIC Section 114541" 27 Section VII (g) CHILD CARE38 AND TRANSPORTATION 39 SERVICES Child Care Overview: A new child care system for qualifying low-income families will be implemented statewide on January 1, 1998. This system is designed to ensure seamless delivery of quality child care services. Funding is apportioned into three stages and administered by county Social Service Departments and/or other Alternative Payment Providers. Each county will establish a Local Child Care and Development Planning Council. Additional monies for child care have been allocated to Community College, state preschool and other child care providers/programs. As of January 1, 1998, all current child care programs administered by the Contra Costa County Social Service Department will become part of the new child care services system. This means that the payments for the 2,350 children currently being made for the Child Care Disregard, Supplemental Child Care (SCC) Transitional Child Care (TCC), GAIN,NET and Cal Learn programs will be transitioned into the appropriate stage in the Child Care Block Grant. In addition, thousands more children may need support with child care services as their parents are enrolled in CalWORICs WTW Services by the end of 1998. Transition: Social Service staff are collaborating with many agencies, departments and groups throughout Contra Costa County to maximize the referral and usage of child care slots and funds for* Ca1WORICs clients. These entities include the two other.Alternative Payment Programs in the County (the Child Care Council which is also the county's Child Care Resource and Referral agency, and the PACE program), the three local Community Colleges (which received separate allocations for childcare for CalWORICs participants),the county's Community Services/Head Start and State Preschool Programs, the Department of Education Latchkey Programs, the Child Care Center Directors Association, the Private Industry Councils, the Family Day Care Homes Association, and the Child Care Task Force. 38 State DSS outline suggests: 'Please briefly describe how child care services will be provided to CaIWORKs participants.This should include a description of how the county will provide child care for families transitioning from county funded providers to non-county funded providers of child care services.It should also indicate what criteria the county will use to determine,on a case-by-case basis,when parents who have primary responsibility for providing care to a child six months of age or younger,may be exempt from welfare-to-work participation.The exemption period must be at least twelve weeks and,at county discretion,can be increased to one year for the first child. The exemption period for subsequent children is twelve weeks, but may be increased to six months. Briefly describe the criteria the county will use to determine the period of time a parent or other relative will be exempt considering the availability of infant child care,local labor market conditions,and any other factors used by the county.Additionally,briefly describe how the county will ensure parents needing child care services can access the Resource and Referral Agency.: 39 State DSS outline suggests: "Briefly describe how transportation services will be provided.[Reference:WIC `.Section 10531(g)]" 28 Social Service and Child Care Council staff have developed a joint proposal to ensure that Ca1WORKs participants can swiftly access information about child care. This proposal provides that requests for/and referrals to licensed child care slots, when the participant does not already have a child care provider,.be made by telephone. Clients will be assisted in accessing child care services at Ca1WORICs WTW Services Orientation or at any subsequent point that child care needs are identified. This proposal expands on a procedure currently in place that both agencies agree works well and will continue to provide quality child care services for Ca1WORKs participants. All Social Service child care payments will be made from the Department's automated system and staff are preparing for transition to the new system, in the, appropriate stage, during January and February, 1998. It is intended that there be no disruption in child care payments during this transition period. Child care payments will be made direct to child care providers, including exempt providers, as of January 1, 1998. Child Care Stages: The three Stages of the Child Care Block Grant will be administered as follows: • Stage 1 will be the administered by SSD • Stage 2 will be administered jointly by SSD, Child Care Council and PACE program as local APPs40. CalWORKss participants who are working full time and no longer receiving cash aid will go to the community APPS and participants working and still receiving a grant, as well as participants in training/other work activities, will remain in the SSD's AP Program . • Stage 3 will also be jointly administered among the county's three IAPPs. All three agencies intend to complete the term of their current Department of Education contracts. It is the intent of the APPs that no participants will experience any disruption of child care services as they move among stages: The administering agency and the funding source for the child care payment may change, but the family will be able to retain the child care provider they have chosen. Participants who are receiving child care services from other sources will not have these arrangements interrupted. SSD staff will collaborate with other agencies for use of their child care slots whenever appropriate, e.g. referring participants to college child care slots when they are participating in a training program at the college and referring children to Head Start and State Preschool wrap-around slots when it is appropriate for the family. For the benefit of participants, the Department intends to be in close communication with other agencies and providers in the child care community. As stated in the Department of Social Service's All County Letter 97-7241, the Department can share client information with APPs, 40 See Attachment I for the Stage 2 Child Care Agreement 41 Social Service staff have drafted a confidentiality agreement that will allow participants to consent to sharing information, as appropriate to provide services,with selected agencies and organizations(including child care). 29 Resource and Referral programs and child care providers because they.are considered an integral part of Stage 1 child care services. As such, confidentiality would not be violated as long as the communication with any of these entities is directly related to providing Stage 1 child care services It further says that, in exchanging client information for purposes of administering seamless child care programs, these agencies are bound by the same confidentiality requirements. Stage 1: The Social Service Department will administer Stage 1 child care for the benefit of participants in the initial stage of CalWOR11,s activities. During this time, the Alternative Payment Program application and relevant paperwork will be completed42 to ensure that participants can move seamlessly into the Stage 2 and Stage 3 AP Programs. Child Care Council staff have offered in- service training to teach SSD staff to assist participants in making optimum child care choices and accessing counseling and referrals for child care. Participants receiving Stage 1 benefits will be immediately evaluated to determine how soon participants can move to the next Stage. Participants remain in Stage 1 child care until they are in a "stable" situation. A stable situation is usually one which includes a long-term work activity for which the caretaker has routine and fixed child care needs. Orientation and appraisal, job services and assessment are activities which are not considered stable since the child care needs are sporadic and short-term. Although there is a six-month time limit in Stage 1, this time limit can be extended if the participant's situation remains unstable or no funding and slots are available in Stage 2. Participants receiving subsidized child care from other sources will continue with those arrangements.as long as appropriate. Per AB 1542, "to the extend funds are available paid child care shall be available to a participant with a dependent child in the assistance unit who needs paid child care if the child is 11 or 12 years of age". Stage 2: If funding is less than need for child care, the following priorities have been set for Stage 2: • Those who are transitioning off aid; . • Diversion participants (when there are no funds available in Stage 3); • Families terminated from aid on January 1, 1998 because of new CaIWORKs eligibility requirements. Responsibility for administration of Stage 2 funds will be shared among the Social Service Department (as an AP Program), the Contra Costa Child Care Council and PACE Programs as the community AP Programs. The community APPS will provide child care services for current Transitional Child Care participants (these participants are working and no longer receiving cash. 42 Note: State staff are responsible for developing a universal child care application form. 30 aid). The SSD will provide child care services for all other participants in long-term work/work activities or training situations with fixed and routine child care needs, including: • Current TCC clients who cannot be transferred to the other APPS because of insufficient funding; • Current Supplemental Child Care and AFDC Child Care Disregard participants • Current participants receiving child care payments from the "NET", GAIN and Cal Learn programs. The community APPs will notify SSD staff when openings occur for new referrals and when participants no longer meet the. criteria of working full time. The SSD and the community APPs will-develop protocols for sharing participant information and paperwork. Since participants have a two-year limit for Stage 2 benefits when transitioning off aid, the Department and community APPs will assist these participants in moving to waiting lists for other community subsidized slots, i.e. center-based slots, immediately upon the client's transition into Stage 2. There will be no displacement of Ca1WORICs or Ca1WORICs-eligible families in subsidized slots who self-enroll. Stage 3: This Stage will serve those working full time and no longer receiving cash aid, as well as former CalWORKs participants whose two-year time limit in Stage 2 has been reached and there are no slots available in the greater subsidized child care community. As they transition, space will be freed for other participants who must exit Stage 2 due to time limits. The following priorities have been set for Stage 3: • Neglected or abused children who are recipients of child protective services or at risk of being neglected or abused; • Lowest-income families; • Other eligible families (including diversion families). Responsibility for this Stage will again be shared among the SSD as an AP Program, and the two community AP Programs (Contra Costa Child Care Council and PACE APP). Each of these agencies will complete their current subsidized child care contracts with California Department of Education. The SSD and community APPs will be working together, through the Local Planning Council, to develop a single, county-wide waiting list which will cover all stages and programs and facilitate the identification of open Stage 3 child care slots. Implementation Planning Strategies: Child care partners have been meeting to develop collaborative efforts and ensure coordination among all the appropriate agencies in the.child care community. This outreach and collaboration will to continue throughout the year as the new child care system becomes operational. Planning issues include: 31 • A single application form and other relevant child care forms which meet both federal and local requirements for use with all Stages are expected'to be available by January 31, 1998. • A method for open communications between the agencies regarding client information an child care services which does not breach confidentiality needs to be developed. 0 • A centralized waiting list for all programs to ensure smooth movement from Stage 2 to Stage 3, and ultimately to greater community subsidized child care slots. _ • Procedures to fully utilize all child care services, including information about: Pay differentials for children with special needs; Pay differentials for evening and weekend care; Options for care for non- and limited-English-speaking children. • Procedures to fully utilize all funding available as appropriate for each Ca1WORICs participant. Other sources of child care services and funding include: County Community Services/Child Development Head Start programs; Community Colleges funding for children of Ca1WORKs students; Local K-12 school-based programs; Other sources as identified. • Training to be developed for staff at all three county AP Programs to refer and transition participants smoothly among stages. Exemption of parents of infants from Welfare-to-Work Services: Ca1WORICs participants with newborn children are exempt from participation in WTW Services for 6 months for the first child and 12 weeks for subsequent children. These exemption times may be reduced to 12 weeks or increased to 12 months for the first child, and increased to 6 months for* subsequent children, on a case-by-case basis and based on criteria developed by the county. There are strong concerns about both the capacity of the current child care system and the adequacy of funding. With regard to these, Contra'Costa intends to use the following minimum criteria, as well as individual participant arrangements, for exempting caretakers of newborns: • Contra Costa Child Care Plan for 1996 shows 10,193 children between the ages of 0-3 needing care, with 4,701 slots available--an unmet need of 5,492 slots or a 54% deficit. • There are approximately 1,400 children of future Ca1WORICs WTW Services participants aged 0-1; if all were required to participate when the child became 6 mos./12 weeks old, this would increase the unmet need to approximately 6,900 slots. There are approximately 21,414 AFDC children aged 1 through 11; the child care report lists over 35,000 children aged 3-10 currently in need of care, with a shortage of 16, 522 slots for children aged 5-10. Requiring mothers of children under 1 to participate in work activities would exacerbate the unmet need in the local child care system and increase costs considerably, as care for these very young children is the most expensive. • Under federal law, single parents of children under 6 cannot be sanctioned for nonparticipation in work activities if child care is unavailable. 32 The bulk of the funding need with regard to new enrollment of CalWORKs participants will occur in the latter part of calendar year 1998. Child care funding for State Fiscal Year (SFY) 98-9, which begins 7/98, has not yet been determined. County staff will research and report any potential funding shortfall to state Department of Social Services and Department of Education staff so that supplemental funds may be requested from the Legislature as necessary. Transportation: Contra Costa County will continue to provide reimbursement for transportation expenses for Ca1WORKs participants as a supportive service, including employment retention services. There are five major transit authorities operating within the county's borders. These providers have formed a group called "Cooperating Area Transit Systems" (CATS) and have agreed to work closely with the Social Service Department to develop ways to better meet the transportation needs of CalWORKs participants. In addition, a task force of the county's Children and Families Policy Forum (a body convened by the Board of Supervisors) is exploring ways to make transportation more available, affordable and accessible to Ca1WORKs participants43. This task force has begun a project to identify transportation issues from consumer, policymaker and provider perspectives with the intent of making short- and long-term recommendations to the Board for study and action. The first element of this project will be to conduct a county transportation needs assessment. Local agency and non-profit partners are collaborating to use computer software to create a "map" representing the location of low-income participants, child care providers, expected places of employment and existing transit routes. Other task force projects which have been suggested are: • Consumer education; • A "universal" transit pass; • Possible financial incentives for employers who make transit passes available to their employees. Other local efforts include the Service Integration Collaborative's local community transportation advocacy, which has involved AC Transit (North Richmond's primary transit provider) and local community members in a collaborative effort to expand services in that area. As a result, AC Transit launched the new 376 line on November 24, 1997. This line offers evening service in the North Richmond area with service to Richmond, Parchester Village, Hilltop Mall and the Pinole Vista area until 1:00-2.:OOam (former ending time of service was 7:OOpm), seven days/week. This represents a significant benefit to the low-income residents of this community, who need such 43 See Attachment J. 33 services to obtain and maintain employment as well as take advantage of training and education opportunities. J 34 Section VIII (h) COMMUNITY SERVICE PI.AN44 Communityservice is a work activity that will initially be offered to CalWORKs WTW Services Y Y participants who are: • Remote from other work activities to which they may otherwise be assigned; • In Self-Initiated Programs and not performing the required number of hours of work participation through allowable educational and other work activities; and • Assigned CS as a work activity or part of the total number of hours of participation in work activities. The initial offerings of community service shall be based on the current GAIN pre-employment preparation slots. Over the years, a significant number of such slots have been developed with a wide variety of community-based organizations and public/non-profit agencies. This range of slots will be expanded as necessary to ensure that every participant who must perform work activities is assigned to the minimum number of hours of participation. Child care shall be provided as a supportive service pursuant to Article 15.5 (commencing with Section 8350) of Chapter 2 of Part 6 of the Education Code and WIC 11323.2. It is anticipated that the need for community service opportunities will increase over time. As provided for in AB 1542, the county will convene, by January, 1998, a collaborative consisting of local private sector employers, education agencies, the Social Service Department, representatives of organized labor, Ca1W0RICs participants and government/community-based organizations providing job training and economic development to identify the following: • Unmet community need that could be met through community service activities; • The target population to be served; • Entities responsible for project development, fiscal administration and case management services; • The terms of community service activities (with the intent that CS be a temporary activity); • Supportive efforts including.job search, education and training which shall be provided to participants in community service activities. An addendum to the County Plan shall be forwarded when the CS activities are complete. 44 State DSS outline suggests: "Briefly describe the county's plan for providing community service activities. This should include a description of the process the county will follow to determine where community services assignments will be located,and the agencies/entities that will be responsible for project development, fiscal administration, and case management services. If it is not known at this time, the county may provide the specific details of the Community Service Plan as an addendum. [References: WIC Section 11322.6 and WIC Section 11322.9]" 35 Section IX (i) WORKING WITH VICTIMS OF DOMESTIC VIOLENCE 45 Social Servicelanner staff have begun meeting with agencies such as the Health Services P � g Department and local domestic violence prevention program representatives to develop interim protocols and standards for determining good cause to waive program requirements for victims of domestic violence. County Health Services Community Wellness and Prevention. Program staff have published a set of recommendations46 for domestic violence and welfare reform which will be considered in developing interim standards and protocols. Immediately upon determining the interim protocols and standards, Social Service Staff Development staff shall develop an in-house training curriculum or purchase such a curriculum and tailor it to the specific guidelines locally developed, for delivery to staff who work with CalWORICs applicants or participants who are past or present victims of domestic violence. This curriculum will emphasize: • Techniques for early identification of domestic violence issues; • Information about community domestic violence services resources; • Referrals to appropriate services; • Criteria for determining good cause/waiving program requirements; • Structuring a welfare-to-work plan to utilize domestic violence services as part of the employability plan; • Case management for families with domestic violence victims. The local activities shall be designed to coordinate with the adoption of statewide standards and protocols developed by the State DSS and the Task Force on Domestic Violence. In addition, the county has formed a collaborative and applied for funding to establish the Contra Costa County Non-Custodial Parent Employment and Training Demonstration Project47. It is expected that domestic violence prevention and family counseling services will be offered as part of this demonstration project. 45 State DSS outline suggests: "Briefly describe how the county will provide training for those county workers who will be responsible for working with CaIWORKs recipients who are victims of domestic violence. [Reference:WIC Section _10531(i)]" 46 See attachment K. 47 See Section XV(o)for more information. 36 Redesign outcomes were designed to measure federal welfare reform outcomes and have been modified to measure new outcomes determined by recent state law changes. Ca1WORICs legislation allows for counties to accrue incentive payments for certain positive program outcomes. Specifically, counties are allowed to retain 75% of the grant payment savings derived from three measures: • Successful diversion from CalWORKs52 cash aid; • Exits due to employment; • Decreased grants due to increased earnings. . Counties can keep these incentive payments from year to year and must reinvest these payments in the Ca1WORICs program. The county also intends to gather input and measure progress through the use of surveys of staff, CalWORICs program participants and employers. In addition, local suggestions have been offered for measuring outcomes due to welfare reform implementation, including tracking the rate of homelessness and other indicators of family stability over time. Suggestions will be evaluated for priority, cost-effectiveness and feasibility given the constraints of existing data collection tools. 52 Defined as: the family avoids CalWORKs cash aid for a period of time equaling the amount of the diversion payment,divided by need standard for the family,plus six months. 38 Section X (j) PERFORMANCE OUTCOMES TO MEET LOCALLY ESTABLISHED OBJECTIVES48 The county has adopted the Social Service IM/GAIN Redesign outcomes49,with,some modification as appropriate, as the CaIWORKs outcomes. These outcomes and suggested measures are as follows: .. . Outcome.": Data/Measure Data Collection;; .. Tools Increased exits due to employment Number of cases discontinued for excess CDS50 MFE income/earnings, Successful diversion from CaIWORKs Number of diversion cases CDS MFE Increased number of cases with decreased Number of cases with grants decreased due to CDS MFE grants due to earnings earnings Increased number of job placements Number of persons placed in jobs CDS MFE GIS` Increased number of CaIWORKs Welfare- Number enrolled in WTW Services CDS MFE GIS to-Work Services participants TANF work participation rates Number employed (convert to 96); CDS MFE GIS requirements met/exceeded Number participating in allowable federal work activities; Number of hours participating Decreased recidivism Number of participants who retain employment CDS MFE GIS Increased number of child support orders/ Number of child support orders/amounts of MFE amounts of collections collections Movement toward self-sufficiency Average hourly wages of participants who CDS MFE GIS obtain employment; number of hours worked; number of hours in training and education over hours worked; number of working participants with health coverage Decreased cost per placement Cost per placement GIS 48 State DSS outline suggests: "Please indicate whether there were any local program outcome objectives identified during the CalWORKs plan development process and how the county proposes to track those outcomes. If the county develops alternative outcomes for the CaIWORKs program during future collaborative efforts,please submit information on those measures as an addendum to the CaIWORKs plan. [Reference: WIC Section 10542]" 49 See Attachment A 50 CDS,the Case Data System,is the county's automated system for cash aid services. MFE is the Social Service Department's Master File Extract Project,a process of extracting data from existing databases for the purpose of better analyzing outcomes. 51GIS,the GAIN Information System,is the county's automated system for employment services 310 Section XI (k) PUBLIC INPUTS3 TO THE COUNTY PLAN Public Input The Social Service Department, as the lead agency for development and compilation of the County CalWORICs Plan, began the public comment process by publishing Welfare Reform Bulletin 97-04 to advise the public of the County Plan requirements and the need for public participation in the planning process. This Bulletin was mailed to a community mailing list of over 400 individuals, agencies and organizations and distributed in Social Service offices countywide. The SSD Director submitted a proposal for the Plan Development process to the Family and Human Services Committee of the county Board of Supervisors on September 8, 1997; this proposal was endorsed by the full Board on September 16. Included in this proposal was the plan to hold public forums to gather input on the Plan. Three regional Forums were held on October 6, 8 and 9, with notification to the community mailing list, posting in local SSD offices and press releases. Public input ranged from short- to longer-term issues and has been evaluated for incorporation into the Plan. Here are just two of the many good suggestions received as a result of these forums: • A good use of the diversion program would be to authorize payment of an eligible applicant's car registration or insurance, to allow him/her to continue working. (This input was forwarded to county staff to be included as an example of possible uses of diversion.) • There should be specific outreach to get the input of AFDC program participants. (To solicit input directly from future CalWORI(s participants, a survey was mailed early in November asking about 0 specific needs and preferences for Ca1WORICs services. This input will be evaluated and incorporated into the ongoing planning for service delivery as it is received.) Social Service staff have met with a variety of individuals, groups and organizations to solicit input during the Plan development process, including: • Workforce Development Advisory Panel54 • City of Richmond/Contra Costa Private Industry Councils • Employment Development Department Managers • Regional County Welfare Reform Coordinators • Bay Area Social Services Consortium • Bay Area Partnership/Northern Ca. Council of Communities • Cowell and Zellerbach Family Fund Foundations • SSD County Plan Advisory Group" 53 State DSS outline suggests: "Briefly describe the means the county used to obtain broad public input in the development of the CalWORKs plan. [Reference: WIC Section 10531(k)]" 54SeeAttachment L for Roster. This group includes leaders of community and employment development organizations. 5sA group of over 50 SSD staff from all levels and functions affected by Ca1WORKs,including representatives from local bargaining units. 39 • County Welfare Directors Assn.'Technical Review Teams, State/County Workgroups and standing Committees • State and Federal Legislative staff • Contra Costa, Los Medanos, Diablo Valley and Community College Chancellor's Office • County Adult Education and ROC/P representatives. 6 AC Transit,WestCAT, BART, County Connection,Tri-Delta Transit, RIDES and Community-Based Organization transit project staff - • Child Care Task Force, Child Care Organizations and Providers meeting • East Bay Refugee Forum • Interagency meeting with County Health Services, Probation, District Attorney, Community Services, Vocational Rehabilitation • Battered Women's Alternatives • County Mental Health and Substance Abuse Services • Volunteer Services • Children's Policy Forum • Public Health Advisory Group • Community forums including North Richmond community leaders, Interfaith Alliance, League of Women Voters • Food and.Nutrition Policy Consortium TNvo examples of input received at a recent Interfaith Alliance forum are: • The county's economic development efforts should include working to raise the wages and benefits of entry-level jobs so that low-income families can leave the welfare system through entry-level employment. • The faith community could play a significant role in welfare reform efforts by "adopt-a-famil'0 programs, mentoring, providing space for employment service "job clubs" and child care, and helpin formulate the county's Community Service Plan. Representatives of local interfaith alliances and programs and non-profit agencies forwarded a set of points regarding welfare reform and met with Social Service Department staff on November 25, 1997 to give presentations about their specific concerns56. Points made at this meeting include: • Lists of training programs should be made available; • Success rate of training and job placements should be tracked; • Microenterprise efforts should be encouraged and funded; • Exemption criteria for caretakers of infants should speak to the lack of slots and expense of care, and bonding needs between caretaker and child should be a criteria; • Legislative advocacy should include expansion of the exemption for caretakers of young children; • Funding for child care should include quality of care; • i It should be explicitly stated that, in federal law, single caretakers of children under the age of 6 cannot be sanctioned for nonparticipation in work activities if child care is unavailable; • Specific estimates of funding shortages for child care for state fiscal year 98-99 should be developed; • Additional funding for retention of North Richmond 376 line, expansion of' service and other transportation activities should be obtained; 56 See At L 40 • Funding should be provided for purchase of autos and/or payment of auto registration and auto insurance from CaIWORI<s diversion or other sources; • Legislative advocacy should include exemption from auto license fees, and low-cost insurance, for CalWORKs participants; • Public agency and community group representatives should collaborate to advocate for legislative changes that benefit CalWORKs participants; • The public and elected officials need to be educated about the issues relating to welfare reform and poverty; • Housing concerns, such as high rents, lack of affordable housing, lack of shelters for the homeless and federal housing rules that conflict with Ca1WORKs requirements should be addressed; • The SSD should negotiate with utility companies to ensure that CaIWORKs participants can access payment plans; • Food issues, such as wider availability of food bank stock, more and appropriate food, need for cooking/nutrition education and confidentiality barriers that result in abuse, should be addressed; • Access to health services, mental health and substance abuse services should be increased and these services should be culturally and linguistically appropriate; • Lack of automation to determine eligibility and track participation and exemptions should be addressed; • Specific funding for programs and services provided by faith-based and non-profit organizations should be provided. Many of the participants at this meeting stated that they had been unable to access a copy of the CalWORKs Plan draft at local libraries during the comment period. Another meeting was set for December 12, 1997 to ensure that their concerns were reflected in the Plan and to provide a list Oof programs and services offered in the county by faith and non-profit organizations represented by this group. Other written public input included 17: • A response to the County CalWORKs Plan, received on December 1, 1997, prepared jointly by the Contra Costa Legal Aid Foundation and the Legal Aid Society of San Francisco's Employment Law Center; • A critique of the CalWORKs County Plan Draft from Gwen Watson for the League of Women Voters; and • Comments on the county's Ca1WORICs draft from Rob Draim of Shelter, Inc. Individual responses will be prepared for written comment. As a result of the comment, some changes, corrections and additions in Plan language were made. Much of the comment concerns operational aspects that will be considered in the months ahead as implementation strategies are more fully developed. 57SeeAttachment L 41 It is emphasized that the planning process for welfare reform will continue beyond what is set forth in the County Plan and that the many collaborators who seek ongoing involvement in the county's welfare reform efforts are welcome to participate. Public Information Social Service staff have conducted and continue to roll out a number of public information efforts, including: • Welfare Reform Bulletins and an SSD Briefing Folder • Targeted mailers to Ca1WORICs participants--the first three are planned for information about grant level changes, new welfare fraud penalties and immunization requirements. • Press releases and interviews with local media to inform about welfare reform issues and initiatives • Grand Jury, Child Welfare Subcommittee briefing • "What will Welfare Reform Mean to You and Your Family?" brochure • Contra Costa Television program on the Children's Report Card • Toll-free Welfare Reform Information and Question Line • Social Service Rapid Response Team Speaker's Bureau (trained to make community presentations) 42 Section XII (1) SOURCE AND EXPENDITURES OF FUNDS58 State and federal law provide that a variety of local, state and federal agencies are responsible for funding programs and services for families participating in the Ca1WORKs program59. The primary source of funding for the Ca1WORKs program is the Social Service Department allocation, made up of a combination of TANF block grant, state and county funds. This funding is primarily dedicated to cash aid payments; additional funding is allocated for administrative costs and Welfare-to-Work Services, including supportive services. Other county departments and county, state and federal agencies have also been allocated funding which is dedicated to programs and services for Ca1WORKs participants. These additional sources of funding include: • Community Colleges allocations for programs and supportive services (notably child care); • Adult Education and Regional Occupational Center/Program allocations; • Federal Welfare-to-Work formula grants to states, distributed to local Private Industry Councils; • Child care funds administered by the state Department of Education, some of which are allocated directly to county Social Service Departments and others of which are allocated to local Alternative Payment Providers (the county SSD, the Child Care Council and the PACE program). Many other sources of funding are dedicated to programs and supportive services that are not specifically earmarked for Ca1WORKs participants, but which may be utilized for Ca1WORKs families who meet needs-based or other criteria. These sources include, but are not limited to: • Employment Development Department job services; • Child care funding other than the Stage 1, 2 and 3 allocations; • Housing Authority housing and employment programs; • Community- and faith-based employment, training and supportive services; • Public/non-profit employment, training and/or supportive services programs; • JTPA-funded training and job-readiness programs. As the Ca1WORKs program becomes operational, it is expected that funding estimates will become more specific and that better information regarding ongoing funding needs will be developed: 58 State DSS outline suggests: 'Provide a budget specifying your county's estimated expenditures and source of funds for the CalWORKS program on the forms provided. Your budget should meet the requirement of WIC Section 15204.4 which specifies that each county shall expend an amount for these programs (administration and services) that,when combined with funds expended for the administration of food stamps, equals or exceeds the amount spent by that county for corresponding activities during the 1996/97 fiscal year. [Reference: WIC Section 10531(1)]" 59 See Attachment M for documentation of SSD,Community Colleges,Ad.Ed./ROC/P and federal Welfare- to-Work allocations. 43 Section XIII (m) ASSISTING FAMILIES TRANSITIONING OFF AID 60 Em to ent A variety of initiatives begun in the past year, and in various stages of implementation, will assist CalWORICs participants who leave aid due to employment. Transitional benefits include child care and Transitional Medi-cal. Other services in place or planned. include case management and supportive services for employment retention and the development of services in several agencies to assist the general public, including low-income CalWORICs or former Ca1WORICs participants, to increase their.education, job skills and employment potential. As part of last year's Social Service Income Maintenance/GAIN Bureau Redesign, work stations have been established in the lobbies of the 4 major AFDC benefits offices (Antioch, Martinez, Richmond and Hercules) and staffed with individuals who help participants access a variety of community and employment-related resources. The Antioch office has established a separate Resource Room with computer and phone banks for job-seekers and those needing to access employment-related resources. This Resource Room is open to the general public. The Community Resources Task Force has researched and developed a proposal to allow access to community and employment-related resource information via kiosks in SSD lobbies. Other community initiative such as the One Stop Career Centers will provide ongoing employment and training-related support, as well as access to information about supportive services and lifelong learning opportunities. .Time Limits At this time, planning for assistance to families transitioning off Ca1WORICs due to time limits is in the very initial stages. The number of persons affected and impact of time limits is not well- defined. County staff will be closely following research on programs in states which obtained federal waivers to establish time limits prior to the enactment of federal welfare reform. At this time it is anticipated that families exiting the Ca1WORKS program due to time limits will be offered: • safety net benefits for children; • continued participation in programs such as Medi-Cal and Food Stamps as determined eligible; 60 State DSS outline suggests: "Please describe how the county will work with families transitioning off aid. The description should include (1) assistance for those individuals who transition off aid due to time limits, and (2) those who leave aid due to employment. [Reference: WIC Section 10531(m)]" * . 44 • referrals to community resources; • employment-related resources such as Private Industry Council/ Adult Education, ROP, community college and other training programs; • referrals to public health and mental health services; • other referrals as appropriate. 45 Section XIV (n) JOB CREATION61 In the course of the last two years, collaborative efforts have begun to build ashy tem of workforce development and economic development in Contra Costa County. In August, 1996, the leaders of business, public and private sector organizations held a forum at which they declared their commitment to a workforce preparation and economic development collaborative. In February, 1997, those leaders formed the Workforce Development Advisory Panel, which brings together the leaders of local employment and training, economic development, social service, labor, education and the employer community. This group is engaged in developing short- and long-term strategies that benefit all Contra Costa citizens, regardless of income level,by designing programs and services that are aimed to produce an experienced, educated and trained labor force for a vibrant, growing and multi-occupation business community. Extensive analysis of the available labor market information is seen as one of many tools to achieving the goals of both welfare reform and of overall economic and workforce development in the county. Application for recently-enacted Job Creation Investment Fund is being pursued. Other possible funding sources for economic and workforce development include the Regional Workforce Preparation and Economic Development Act, EDD Job Creation funding and federal JTPA Welfare-to-Work competitive grants. Social Service staff have recently been recruited to join local Chambers of Commerce as just one of many efforts to establish SSD linkages with the employer community. The regional alliances such as the one supporting the EastBay Works project are expected to produce an expansion of capacity to link with employers and draw the attention of potential employers to our region. In addition to efforts to attract new business to the area, continued job creation efforts will focus on expansion of existing local job opportunities. One Stop Career Center planning, as well as planning for the Instructional and Job Training Plan due in March, 1998, will include efforts to provide opportunities for those already in the work force to better their skills, resulting in movement up the job ladder and the creation of vacancies in existing entry-level jobs. 61 State DSS outline suggests: "Please describe the efforts that have been undertaken,or that.the county plans to pursue, relating to the job creation plan described in Chapter 1.12 (commencing with Section 15365.50) of Part 6.7 of Division 3 of Title 2 of the Government Code." 46 Section XV (o) OTHER ELEMENTS62 AB 1542 provides a number of opportunities to apply for participation inpilot/demonstration projects. The county intends to apply to participate in the following project: • Contra Costa County Non-Custodial Parent Employment and Training Demonstration Project63--this is a project aimed at increasing self-sufficiency of CaIWORICs participants by offering employment to non-custodial parents, thereby increasing their ability to pay child support. An increase in the amount and frequency of collection of child support is expected. In addition, certain services will be offered to the family that are expected to increase the quality of the relationships among custodial parents, non-custodial parents and their children, thereby potentially decreasing costs and services connected to family stability. • Child Support Assurance Demonstration Project--the NCP E&T Demonstration has been designed to phase in parents in line with the establishment of the Child Support Assurance Demonstration in mid-1998. The two projects together represent a comprehensive program to assist families in leaving the welfare system by a combination of earnings, child support and other income that expand the potential for self-sufficiency. • Federal Department of Labor Welfare-to-Work Competitive Grants--County staff intend to compete for this funding,which should be available by mid-1998, for projects such as transit projects to build access to, and capacity of, local systems. The county will research and develop recommendations for other possible pilots or demonstrations, including microenterprise projects, .eligibility simplification demonstrations and other possible projects as opportunities arise. 62 State DSS outline suggests: "Pilot projects: Please include a description of any pilot projects that the county may wish to pursue and submit a separate proposal for,as part of its CalWORKs Program. Should the county later determine an interest in a pilot proposal,this information could be submitted as an addendum to the County Plan." 63 See Attachment M for the initial application sent to state SSD to meet the 11/1/97 application deadline. It is expected that this proposal will be modified as state and county staff work together to refine the proposal. 47 Section XVI .(p) COMPLIANCE WITH REQUIREMENTS OF CalWORICS64 Two-parent families are required by state law to participate in work activities for 35 hours per wee* in the county's Welfare-to-Work Services program. This requirement may be shared by the parents as long as one parent meets the federal minimum participation requirement of 20 hours per week. The county has the option to set the participation rate for single-parent families from 20-32 hours per week as long as state law requirements of (20 hours--1/98-6/98; 26 hours--7/98-6/99; 32 hours-- 7/99 and continuing) are met. Contra Costa County will require Ca1WORK.s participants in WTW Services to participate 26 hours per week in single-parent families, and 35 hours per week in two-parent families. This requirement begins when the Welfare-to-Work Services program begins (target date: 3/98 for new CalWORICs applicants, 4/98-12/98 for Ca1WORICs participants) and affects the individual at the time that individual enrolls in the WTW Services program. 26 hours per week was chosen for several reasons: • Minimize disruption in the start-up phase of the program. The program is scheduled to start in March and state law requires a change to at least 26 hours in July. • Ensure a quality experience in the initial job services phase. This phase, which includes "job club" job readiness services, is considered critical to a successful entry into the labor force. "Job club" as it currently exists is 28 hours/week and, if minimum participation were reduced below 26 hours, would not offer the quality of service that the current program provides. • This level of participation was determined to fit participant and administrative needs in the* initial stage of the program. Any individual wishing to participate more than 26 hours is free to do so. • State law increases the singlt-parent requirement to 32 hours per week in 7/99. By that time all existing participants will be enrolled in WTW Services and capacity to increase hours of participation will have increased as well. Some single parents will be required to participate in WTW activities 32 hours per week, specifically those in Self-Initiated Programs. Those participants, however, may count classroom, lab and internship time in the 32 hour requirement, as well as participate in work-study. 64 State DSS outline suggests: "Under Ca1WORKs counties are required to enroll single parent families in welfare-to-work activities for a minimum of 20 hours per week beginning January 1, 1998,26 hours per week beginning July 1, 1998, and 32 hours per week beginning July 1, 1999. [Reference: WIC Section 11322.8(a)] Prior to July 1, 1999, counties have the option to require adults in single-parent assistance units to participate up to 32 hours per week. Does your county intend to exercise that option? [Reference: WIC Section 11322.8(a)]" 480 Section XVII (q) INTERACTION WITH AMERICAN INDIAN TRIBES65 Not-applicable to Contra Costa County. 65 State DSS outline suggests: 'Please describe the discussions that have occurred with respect to administration for the federally recognized American Indian Tribes located within your county. This should include whether the county will administer the program,whether the tribes will administer their own approved tribal TANF program, or whether there will be joint county/tribal administration. [Reference: WIC Section =10553.2]" 49 Section XVIII CERTIFICATION THIS PLAN HAS BEEN DEVELOPED IN ACCORDANCE WITH THE APPROPRIATE FEDERAL, STATE AND COUNTY LAWS AND REGULATIONS. THE TERMS OF THIS PLAN, INCLUDING ALL CERTIFICATIONS WITHIN THIS PLAN, AND ALL APPLICABLE LAWS AND REGULATIONS WILL BE FOLLOWED DURING THE IMPLEMENTATION AND EXECUTION OF THIS PLAN. John Cullen, Director Mark De Saulnier, Chair Social Service Department Board of Supervisors 50 Section XIX .LIST OF ACRONYMS AdEd Adult Education ABE Adult Basic Education AFDC Aid to Families with Dependent Children - APP Alternative Payment Providers (Child Care) DAFS District Attorney Family Support Division EDD Employment Development Department ESL English as a Second Language FS Food Stamps GA General Assistance (County-funded cash aid/services) GAIN Greater Avenues for Independence (SSD Employment Services program) GED General Equivalency Degree HSD High School Diploma IM Income Maintenance (Social Service AFDC, FS, GA, MC programs) JTPA Job Training Partnership Act MC Medi-Cal OJT On-the-Job Training PIC Private Industry Council (JTPA Service Delivery Area) ROC/P Regional Occupational Center/Program SDA Service Delivery Area (for JTPA funds) SSD Social Service Department WIC Welfare and Institutions Code WTW Welfare-to-Work 51 Section XX LIST OF ATTACHMENTS: A "Focusing on Employment", IM/GAIN Redesign Plan (synopsis) B Community Colleges Ca1WORICs service delivery Plans and current degree/certificate programs C List of Adult Education and Regional Occupational Center/Program services D Contra Costa County Occupational Training Matrix E List of training and employment services offered through Richmond Works, a subsidiary of the City of Richmond Private Industry Council F Surveys and Analyses of Local Training and Education Levels G Labor Market Information H Social Service Department CalWORKs Service Delivery Model I Stage 2 Child Care Agreement J Transit Activities Report K Domestic Violence and Welfare Reform L Faith-Based Organizations Representatives.Welfare Reform Points and November 25, 1997 Meeting Agenda M Source and Expenditures of Funds Documentation for. Social Service Department, Community Colleges, Adult Education and Regional Occupational Center/Program and Federal Welfare-to-Work Funds to Local Private Industry Councils N Workforce Development Advisory Panel Roster O Non-Custodial Parent Employment and Training Demonstration Proposal 52 Section= Certification of Local System Partners THIS PLAN HAS BEEN COMPILED BASED ON THE INPUT AND PARTICIPATION OF, AMONG OTHERS, THE UNDERSIGNED PARTNERS FOR CONSTRUCTION OF A COMPREHENSIVE, INTEGRATED SYSTEM OF WORKFORCE PREPARATION WHICH ALSO SERVES Ca1WORICs PARTICIPANTS IN CONTRA COSTA COUNTY. THIS WORKFORCE DEVELOPMENT SYSTEM WILL BE ENHANCED BY THE WELFARE REFORM STRATEGIES OUTLINED IN THIS PLAN. Chuck Spence, Chancellor Joe Ovick, Superintendent Community College District Office of Education Katherine Ertz-Berger, Executive Director Guiliana M. Halasz, Director Child Care Council PACE Program Isiah Turner, Executive Director Art Miner, Executive Director City of Richmond PIC Contra Costa County PIC Phil Batchelor, Ron Gurney, Coastal Division Chief County Administrator Employment Development Department • �,tta�hmert A • • R FOCUSING ON EMPLOYMENT: Sffl#flSif r 119 pn W/GAINBUREAU - . REDESIGN PLAN John Cullen, Director Contra Costa Cowl Social Service Department November, 1996 F EXECUTIVE SUMMARY This report contauis a plan to redesign the Contra Costa County.Social Service Department's Income Maintenance/Greater Avenues for Independence (IM/GAIN) Bureau to provide employment-focused services.- The redesign plan seeks to restructure public assistance services in Contra Costa County to.address two central problems: (1)low-income-families and individuals are not moving rapidly to secure employment;and(2)many of the low-income families.and individuals who are working aminot-escaping poverty. The D&GAIN Bureau.Redesign Project was conducted to address these.problems and work proactively to resolve them. The plan was developed by the Policy Design Group (composed of staff representing all affected levels and functions in the Department), with input from the Resource Group (Department specialists in the areas of finance,personnel,training,information systems, public information, etc.) and others. The goals,values,vision, strategies and outcomes outlined in the plan were designed to further the Department's mission;taking into account federal w1fare reform legislation and initiatives currently underway.to coordinate the delivery of employment-related services in Contra Costa County-(in particular,the"One-Stop"vision). The goal of the redesign is,.in partnership with other departments,agencies and the community, to contribute to the reduction of poverty and the promotion of well-being in Contra Costa County by: moving families and individuals from welfare to work; increasing their earned incomes; providing supportive services (such as child care, cash aid, access.to-nutritional and health assistance) and increasing access to other services and resources during the transition to economic self-sufficiency; and increasing service efficiency and job-seeker, employer and staff satisfaction. The DNGA1N Bureau redesign plan ells for phasing in employment-focused.services-and re- configuring the Bureau into an employment and supportive-services.division that will support the establishment of regional Resource, Employment and Achievement (REACH) Centers in Contra Costa County. In addition,this document endorses eountymide systems change and commits the Social Service Department to workingwith the multiple agencies that-provide-employment- and povertyrelated services in the effort'to create a seamless;multi-agency.-employment services system in Contra Costa County: . The plan identifies four major strategies for moving toward the REACH Center model• (1) building and refining the REACH vision; -(2)- adopting the new program-;design t,'(3). strengthening organizational capacity; and,(4) collaborating with partner organizations. Under each strategy, specific action steps are listed. Redesign activities span three phases,utilizing a staff-driven design that calls for Action Teams, Task Forces, the Resource Group and'.a Redesign Coordinating Committee to create and monitor action plans designed to move the Bureau toward employment- focused service delivery. Outcome measures chart progress toward redesign goals. The plan was designed to be a flexible instrument to achieve the goal of evolving to an employment- focused service delivery systemin this time of fundamental change in public assistance programs. i i 3 I. T m NEED FOR EhVLOYhM rr-FOCUSED SEtvrcEs A. State and Federal Welfare Reform: A New Employment-Focused Era for Ac Assistance The passage of federal welfare reform legislation in August, 1996,signals a fundamental shift in the nature of public assistance in the United States. -Federalwelfare reform-establishes work as the reciprocal obligation of able-bodied recipients of public assistance,and redefines:cash assistance as a time-limited support for needy families.This ethic surely wdlbe reflected in California's soon- to-be-developed, reformed public assistance system. This new era requires the redefinition of programs and services available.at the local level,revised program goals and strategies and new roles for staff who administer these programs and for individuals who participate in.them. In anticipation of these-changes at the state and federal levels,and in response to widespread recognition at the county level that the system that serves low-income.children, families and individuals could be considerably strengthened, Contra Costa County embarked on'an.intensive effort to redesign the Department of Social Service's Income Maintenance(IM)/Greater Avenues for Independence (GAIN)'Bureau. The results of this effort are contained in this.document in the form of a plan to transform the work of the IMIGAIN Bureau to employment-focused services aimed at ensuring that individuals and families, including public assistance job-seekers, obtain•and maintain employment and.progress toward the achievement of economic self-sufficiency. B. Unemployment and Poverty in Contra Costa County The 1MIGAIN Redesign.seeks to restructure public assistance services in Contra Costa Count* address two central problems: (1)1.owincome families and individuals in C ntra Costa are not •and(2) Contra Costa who are_working are not escaping Federal welfare reform legislation makes participation in work activities mandatory for,most families receiving public assistance..By 2002, y 50%of all families and 9096 of two-parent families must be i�►orldng, or engaged in a qualified work activity, 30 and 35.hours a week respectively. As of August 1996,=on1Y,-lZA% of allAFDC families.in Contra Costa County reported any earned income.-1n,order t . effectively.reduce poverty in the context of time-limited public assistance,low-income families and individuals need to be able to get jobs, to keep jobs and to move up the employment ladder to higher-paying jobs. In addition,low-income families and individuals need supportive services necessary to support their self-sufficiency goals-including accessible and affordable child care,transportation and health care. C. Need.for DNGAIN Bureau Redesign An examination of the IM and GAIN functions indicates the following barriers to operating efficiently and effectively.to increase employment•and reduce poverty: :(1) ,A.range of regulatory and statutory barriers inhibit the Department's effectiveness at increasing the employment and self- sufficiency,of-job-seekers;.(2).The.IM.and GAIN functions currently do-riot share a common goal of helping job-seekers-to..obtain.and maintain economic self-sufficiency;•(3).The IM'and GAIN functions currently are not sufficiently suited to meeting the needs of both employers and j* Focusing on Enplayincnt: Synopsis 1 seekers in a"jobs-fust"environment;-arid14).The IM and GAIN functions,lack strong connections with other departments and agencies that.also provide employment and supportive services. AFDC and GAIN were designed to meet-the requirements of state and federal law under the policy premises that governed these two.programs. - These programs were not designed to meet the employment outcomes under TANF. In order to effectively address the issues of unemployment and poverty in a welfare refoan environment,the RWGAIN Bureau needs.to provide employment- focused mploymentfocused services,to be.driven.by the needs of job-seekers and employers,to expand efforts to partner with the larger employment service delivery community and to tackle the regulatory and statutory barriers inhibiting effective and efficient service delivery. D. IM/GAIN Bureau Redesign Project The RNGAIN Bureau Redesign Project was established to address the barriers outlined above and work proactively toward resolving these issues. The MVGAIN redesign process was spearheaded by the Policy Design Group-(PDG); comprised of a wide range of line staff, selected by their respective bargaining units,and other representatives from the IM and GAIN programs. This group researched welfare reform models and other innovations being planned and implemented across the country,brainstormed new program design and activities ideas and actively.sought and gathered input from staff in local offices. Members of the group also visited seven California counties and conducted extensive outreach to gather input both within the Department and in the larger community,by attending-employment and training meetings,holding large community forums and interviewing current recipients of IM and GAIN services. The best ideas,models and processes were evaluated and customized to meet the needs of Contra Costa staff and job-seekers. The planning process also included consultation with a Resource Group, which includes Social ServiceDepartment technical experts on areas such as finance, personnel, training, facilities, information technology,public relations and program policy. The Planning Team, comprised of the Redesign Project Director,Associate Planner and Researcher, coordinated the redesign process. The redesign process resulted in two major recommendations: (1) that the IM/GAIN Bureau be redesigned to provide employment-focused services; and (2) that the Social Service Department concurrently endorse.a countywide systems change effort.and commit to . worldng with the County's numerous employment-related stakeholders to form a seamless, -multi-agency employment services system. E. IM/GAIN Bureau Redesign Plan The IM/GAIN Bureau redesign is aimed at phasing in employment-focused services and re- configuring the IM/GAIN Bureau-into an employment and supportive services division that will support the establishment of regional Resource,Employment and ACHievement (REACH) Centers in Contra Costa County. As REACH Centers are-established,employment and supportive services division employees will staff these'centers, in partnership with staff from other ageneses and community-based organizations that also provide employment and supportive services. Fomsing on Employm at: Synopsis 2 This plan establishes goals and,values for the redesign,lays out a broad vision; describes strategies for implementing the needed changes and providesoutcomes and benchmarks for meas g progress toward achieving the vision. Implementation of the redesign-is seen as a fle , evolutionary process. The redesign plan is considered to be a framework for change. It is vital that the redesign process continue to build upon the valuable insights and input of departmental staff at all levels, employers, job-seekers,'other agencies and community-based organizations. F. Commitment to County-Wide Systems Change In developing the DNGAIN redesign plan,,the-Policy Design Group recognized that reducing poverty and promoting well-being in Contra Costa County cannot be achieved by any one bureau, department or agency. The success of the IWGAIN redesign is strongly connected to changes taking place concurrently.in the larger county-wide employment services arena,including efforts to link with existing and continuing plans being brought forth by other agencies. This document endorses the establishment of a coordinated, seamless,multi-agency employment services system, aimed at providing families and individuals,including public assistance job=seekers; with the tools necessary to obtain and maintain employment, achieve 'economic self- sufficiency and continually move forward toward achieving their career goals. The redesign plan calls for the key stakeholders in the Contra Costa employment services community to come together within the fust phase of redesign implementation to share initial ideas on developing a comprehensive, coordinated, multi-agency strategy for addressing the issue of employment in Contra Costa County. Over the next few months,these groups could devise a work plan that connects current and planned initiatives,resulting in a more effective and efficient m for achieving our common goals. These steps would result in the articulation of a common vis i and,ultimately,the establishment of a comprehensive,employment services system in Contra Costa County. II. GOALS AND VALUES of THB REDESIGN Redesign Goals• In partnmhip with other departments,agencies and the community, to cvntrIbute to dw reduction of poverty and the promotion of well-being in Contra Costa County by. 0 movingfamihes and indipiduals frvm welfare to world 0 inarasing earned incomes; 0, providing.supportive services,(such as child card cash,aid,.axes to nutritional and health assistance)and inaeasing oars-to other sere=and resources to those in need as they work toward economic se f su„ icieng, increasing service S ffwkncy and job-seeker, employer and staff satisfaction. Focusing on Employmene Synopsis 3 Redesi Values• 46 We mwgnize that all individuals possass strengths,shUs and abilides.that provide the foundations for self-sufficiency and that §eW,,services must be tailored to the individual needs of a diverse participant population. 4* We r"gnize that employment.is the critical means of.inaming sdf-esteem, health, economic independence and sef=Jwku:,y. 4- We rewplee the importance of eduaaton and training, in tandem with employment and related activities,as a means ofIncreasingsdfsgfxkxg. C• .We mmgniw that mutual obligations and.d=epedat=between participants and the agency are the best means to promote self -Banti 4- We mwpize our commitment to working to.strramftne program rules and regulations to improve the dkie cry and oedimess of semw ddivay. e We rrwolze that the dkdq of our&ta is conMVent upon.our ea pacity to work in partnerships with each other,'other divisions, other departnmts,other agendas and with the amcmunity. `• We rrevgnizi that dtildrrn are our County's most vAwbk resource and that,ly suPPorting families in their self-su„ cieng efarts, we help to build the net generation of healthy and economically independent adults. M. 1"FM RESOURCE,EMPLOYMMr AND ACHIEVEMENT(REACH)CEMMR VISION Regional REACH(Resource,Employment and ACHievement)Centers will be established in Contra Costa County during implementation of the redesign. Within the Soczaal'Service Department, the DNGAIN Bureau will be re-configured into-an employment and supportive services division. As the Department evolves toward an employment-focused service delivery system, these employees will staff the REACH Centers in partnership with staff from other county agencies and community- based organizations that provide employment and supportive services. y The key elements of the REACH model program-design are: emphasis on employment anal-self sufficiency,participant options; flexibility; case management and assessment: The-building blocks-of theREAGH Center model are=based on elements drawn fromsome of the most successful programs'c u=tly in place and the wisdom-and experience of our staff. These building blocks.indude: corejoh-seeker activities"(acthities-directily related to employment); celebration and aclaiowledgment(four the job-seeker,for obtaining and maintaining'ernployment and for staff who assist in these efforts);job retention/employment enhancement(outreach and follow-up for working participants,-as well as access'to concurrent activities such as education, training and life long.:leaining workshops); linkages *ith -employers (employer panels,Job development, etc.);'access to and•utilization -of=supporiive"'servioes (including child care, transportation and.health -care);.'collaborative partnerships (work ng`with other agencies to maximize resources and expand service capacity);and mutual support opportunities'(encouraging job-seekers and working participants to network for jobs,facilitating'rnentor opportunities between working parti'dpants and job-seekers, etc.). Focusing on Employmmtr Synopsis 4 W. RECOMMENDATIONS FOR BUREAU REDESIGN: MOVING-TOWARD THE REACH CENTER MODEL A. Implementation Roles and Responsibilities: The implementation process is designed to be staff-driven,relying heavily on broad-based input-and participation from staff.at all levels, Groups with lead responsibility for redesign implementation are listed as follows: District Action Teams: Each district.of*fiice will form an Action Team, coordinated by.the IM Division Manager and comprised of a representative.group of volunteer or appointed staff from the current IM and GAIN prog=ns and including clerical and other staff who support these programs (such as reception staff)as well.as staff from other bureaus.Each Action Team will be charged with the responsibility of devising work plans aimed at moving towards the REACH Center model. Upon approval by the Director, the Action Team will.then take the lead in implementing the approved d=ies- Task Forces: Five Task Forces will be established to design and implement strategies that address cross-cutting, bureau-wide issues: Staff Development Task Force; Public Relations Task Force;. Program Design Task.Force,Community Resources Task Force;and Zero-Based Forms Task Force. Each Task Force will be comprised of volunteer or appointed staff from across the Bureau, as well as volunteers from other bureaus, and will be coordinated by a Planning Team member or by a Resource Group member with expertise in the given area. Each Task Force will be responsible for devising and implementing work plans related to its designated area. Planning Temn: The role of. Planning Team comprised of the Redesign Planning Mana er e � 8 . g � gn 8 g Associate Planner and Researcher,.will shift from oversight of the planning process to oversight and coordination of the implementation process,including welfare reform activities. Resource Group:The roles of the:Resource Group include: offering assistance to theAotion Teams as needed during the development,and implementation of their action-plans; chairing and/or participating on Task Forces;assisting in devising work plans and strategies for implementing the redesign; participating in RedesignCoordinating Committee meetings to review progress of the implementation process and recommend course corrections;assisting:in coordinating the activities of.program committees'with redesign.activities; worldng with the Planning Team to facilitate redesign implementation. , Redesign Coordinating'Committee: The Planning Team,.the Resource.Group,-the Social Service Assistant Director.for.WGAIN,.:the.GAIN Division Manager, the General Assistance.Policy Division Manager sand representatives from each of the Action Teams and Task Forces (including participants from other bureaus)will come together periodically as the Redesign Coordinating Committee to ensure consistent-and timely implementation of the redesign. Focusing on Employm nt: Synopsis B. Implementation Time Frames The redesign will be implemented in three phases: ' Phase I (Early Implementation) spans the first four months of implementation. The expected P time line is November, 1996, through February, 1997. Phase 1 is the,preparation stage, during which time the plan is communicated to all staff, organizational culture.change training gets underway, the implementation groups are .established and some of the more:straightforward activities aimed at moving towards an employment-focused system take place. Phase 2 (Transitioning to REACH) runs through the fourteenth month of implementation. The expected time line is March, 1997,`through December, 1997. During thisstage,'the Department begins the shift from the traditional.DNGAIN model toward the REACH Center model by overlaying the importance of employment on 9 activities. Each district office'implements strategies for adopting and experimenting with the key components of the REACH Center model during Phase 2, as well as conducting at least one of four}pilot projects aimed at examining alternative. methods;for re-configuring duties. Thisphase includes: modification of the vision.based on welfare reform (which play be.announced as early as January 1997) and:implementation experiences;, adoption and experimentation with' the various components of.the BCH Center model;, exploration of new functions,-roles and responsibilities of staff and on-going training. -Different activities will be evaluated during Phase 2 to determine which are most effective at achieving redesign outcomes. Phase 3 (Full Implementation) runs from the end of Phase 2 through the life of the redesign plan. The expected time line is January, 1998, through September,2003,the last year of the "Personal Responsibility and Work Opportunity Act of 1996,"the federal welfare reform law. During Phase 3,it is expected that separate IM and GAIN progmms*l no longer eadst._­ It is expected that newly designed state programs will be implemented and these programs wM be integrated into the REACH Center model. A consistent program design will be implemented,based on the lessons learned from the experimentation with the program components in Phase 2. It is in Phase 3 that the REACH Center Model will be fully implemented C. Implementation Strategies and Action Steps . There are a range of action steps to be taken as part of the implementation of the redesign. They are grouped into four major strategy areas,for each of the three phases of implementation,:to move Contra Costa towards the REACH,Center model• • Building.and Refining the REACH Vision . . • Adopting the New Program Design • Strengthening Organizational Capacity • Collaborating with Partner Organizations Under each strategy area, the plan describes and recommends action steps, to be initiated and carried out by local office Action Teams,Task Forces, the Redesign Coordinating Committee and -Focusing on Employment Synopsis 6 various support staff, for moving to an employment-focased system. The plan lays out broad parameters and necessary components of the redesign,to provide organizational guidance 05&W the redesign process can occur in an inclusive, staff-driven and efficient manner and can a •e the expected outcomes. Organizational Culture Change: Awell-organized organizational culture change process is a crucial element of facilitating.the shift from the current system to the new employment-focused service system. The Policy Design Group deterrnmed that facilitating and promoting organizational culture change was a priority'thiroughout the redesign implementation process: The redesign calls for a shifting of organizational goals,expectations, attitudes, activities and, most importantly,for results. .This must be done using a multifaceted approach that acknowledges that the pace of change is different for different individuals,and that the stages'of change also differ. Phase 1 activities include: Embarking on the Redesign:-Implementation will be initiated-with "kick-off" meetings with all departmental staff. Bringing- staff-together is important for establishing that the redesign implementation will be a united effort;every staff member's contribution will be crucial to success. The purpose of the kick-off will be to present the plan, communicate and build support for the vision, goals, values and expected outcomes of the redesign; and pave the way for the upcoming changes. Organization of the lick-off will be the responsibility of the Planning Team and will occur within the first two months of Phase 1. After the kick-off events,Action Teams and Task Forces will be formed; Redesign Coordina Committee members identified and training provided for Action Teams and Task Forces. During $ Phase 1, each Action Team and Task Force will begin drafting action plans for activities that will take place in Phase 2 and beyond. t.: Organizational Culture Change: Organizational culture change will be achieved by initiating an array of activities that include,but are not limited to,formal training. During Phase 1, the initial organizational culture change training efforts will focus on communicating the vision to all levels of staff.• Organizing this .initial training will be the responsibility of the Planning Team in partnership with Staff Development. Self-Sufj�'and Employment Focused,Lobbies and Work Spaces: Planning will commence for a redesign of lobbies and work spaces to better communicate the employment message. Each Action Team will be asked to include in its action plan a description of its strategy-for redesigning lobbies and work spaces to send strong,positive messages about employment and self-sufficiency to staff and job-seekers. Final plans will be reviewed and approved,subject to budget constraints, by the end of Phase 1. Identf&ing Potential Local Collaborative Partners: The Community Resou roes Task Force will begin the process of planning for linking job-seekers with the supportive services they need and. Focusing on Employment. Synopsis 7 expanding efforts to build.partnerships at the local level by 4den"fo"4alTartners for collaboration Phase 2 activities'include: Integrationof Welfare,Reform Program Design: During Phase 2,itis txpocxed that the California Health and Welfare Agency will unveil lts welfare reform program design and that legislation will be introduced and passed to implement welfare'reform.in California. As the state program plans unfold,the Program Design Task Force will work to coordinate the integration of California's new public assistance system and the REACH Center vision Internal and External Publicity: The.Public Relations Task Force will create a plan to carry out activities designed to educate,engage,inform and advise a variety of internal and external audiences about the shift to employment-focused services. Examples include: development of a marketing plan for the redesign;a logo and slogans for the redesign;posters that feature staff and job-seekers, both in our offices and in places in the community,like hospitals.,libraries.and.community centers; and communications to staff.(newsletters,one-pagers,etc.)that inform and educate;therri about the success of their efforts in assisting jobseekers to escape poverty-through employment Integration of State.Welfare Reform, County-Wide Systems Change Initiatives and the REACH Vision:As state program plans unfold,the Planning Team will provide oversight for the integration of California's new public assistance system and the REACH Center vision, based on the recommendations of the Program Design Task Force. In addition,during this phase, progress made toward coordinating the activities of,employment service agencies county-wide also will be integrated into the vision. Em toyment Focused Actavitres/Pilot Protects: Based on local action plans, Action 'Teams will implement activities such as: encouraging all participants to work,whether or not participating in GAIN; offering resume and application writing assistance to .all job-seekers; holding "Self- Sufficiency"workshops for all job-seekers aimed at fkmiliariung job-seekers with the benefits of and avenues to work,dressing for work, interview skills and basic employer expectations, etc.; showing the"Work Pays"video at all AFDC Intake and RV group meetings-or at joint DNGAIN meetings, as selected by the local office; developing job-seeker informational items-such-as a one-page, eye- catching flyer on the benefits,of reporting income timely;creating mailingWinaterials that educate job-seekers about the local job market, ways to obtain help:seeking-employment, including testimonials from participants who work and receive public assistance: One major recommendation of the PDG is to establish full-scope GAIN,services in Richmond as soon as possible since Richmond is the only 1M district office in which there are-no GAIN staff. In addition,the PDG identified'the following four pilot projects which would test`different ways of re-configuring staff to support the REACH program design Phase 2 of implementation will be dedicated to identifying the optimal configuration of duties for achieving desired job-seeker outcomes. Pilot projects include: (1) integration of AFDGGAIN intake process, including joint AFDGGAIN applicant orientations; (2) co-location of AFDC and GAIN staff in field units; (3) Focusing on Employment Synopsis 8 identification of one AFDC field-unit in an office to be-responsible for all.GAIN-active uses; and (4) development of a job dub/job search model ("One-Stop"like) that serve's all eligible,AFDC, Food Stamp and GA job-seekers. 0 Other activities include: celebration and acknowledgment of job-seeker and staff successes; developing a-job retention component; expanding linkages with employers; and exploring the feasibility of mutual support opportunities for job-seekers. . Organizational culture change and employment-slylls biuilding curriculum will be.ongoing for staff. Ways to streamline papetvvoik and processes will be identified and initiated. 'The Planning Team will advocate for legislative changes,waivers and.alternative funding to.car y.out the goals of the redesign. Efforts to expand collaboration with other organizations-will be expanded.. Phase 3 activities include: Assessing the REACH vision in light of welfare reform mandates and the experience of Phase 1 and Phase 2 activities and creating a revised REACH vision; identifying newroles, responsibilities and functions for staff and`an'organizational structure that-supports the REACH model; reaching full collaboration with the employment and supportive services division partners; establishing and staffing REACH Centers. V. Ov'rcOMEs AND MEASURES: The following outcomes and measures will be tracked: • Measure: caseload size Outcome: decreased AFDC(TTANF caseload • Measure: numbers of job placements Outcome: increased number of GAIN/TANF placements • Measure: numbers of recipients Outcome: hureased number of receiving employment services GAW63e ployment services participants • Measure: number employed Outcome: TANF work participation rates (convert to%of participants working) requirements me lexoeeded • Measure: number of.cases with Outcome: increased number of earnings AFDO TANF cases with.earnings . • Measure: recidivism Outcome: decreased recidivism • Measure: number of hours worked ;: Outcome: -TANF work participation rates requirements met/exceeded Focusing on Emplaymcnt: synopsis • Measure: number of cases with Outcome: increased number of grant reductions due to earnings AFDCtrANF cases with grant reductions - • Measure: number of cases terminated Outcome: increased number of AFDC,/1'ANF due to earned income Cases terminated due to camed income • Measure: number of child support Outcome: increased number of child support orders/amounts of collections orderdamounts'of collections • Measure: number of participants . Outcome: increased job retention who retain employment (GAIWrANF) • _ Measure: average hourly wages of Outcome: increased hourly wages participants who obtain employment (GAWrANF) • Measure: access tolutilization of Outcome: increased access to/utilization transitional benefits of transitional benefits • Measure: access to/utilization of Outcome: increased access to employment necessary employment support services support services • Measure: numberof working Outcome: increased number of working participants with health coverage AFD=ANF recipients with health coverage (other than, or in addition to, Medi-Cal) • Measure: Cost per placement Outcome: decreased cost per placement (GAWrANF) • Measure:job-Seeker Satisfaction Outcome:increased satisfaction with the • effec&eness of the delivery of employment and supportive services • Measure: Employer satisfaction Outcome: increased employer satisfaction • Measure : Staff satisfaction Outcome: increased staff satisfaction Focusing on Employment: Synopsis 10 � m * -n Mfg ;00 C)"�. ;—om to CL " f7 a 0a n sa a ce o tv m m �.m �. m a 2 co' 0 a..�ct 5CL .Z ° mob � ojA s' ' „� acCooSr ```'to -00 . 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Students completing a major with a grade point average of 2.0 (C)or better in a minimum of eighteen (18) units in an occupational-vocational curricula may be awarded Certificates of Achievement. A student is eligible for graduation with the Associate in Arts or Associate in Science degree after the satisfactory completion of sixty (60) units of work with a grade point average of 2.0 (C) or better. * Diablo Valley College offers an Associate of Liberal Arts Degree ** Range of units due to testing options for proficiencies ***Peace officer Standards and Training Certificate(not CCCCD award) DEGREE PROGRAMS CERTIFICATE DEGREE UNITS REQUIRED UNITS REQUIRED CCG DVC LMC CCC *DVC **LMC Administration of Justice 58-60 Correction 27 60 Law Enforcement 27 20 60 rican American Studies 62 lcohol and Drug Studies 38 Anthropology 60 60 Appliance Service Technology 30.5 74-85 Architecture Technology 53-54 60 Art 22 60 Fine Arts 60-71 Desktop Publishing 20-30 Graphic Communication 30-40 60-70 Automotive Services Auto Collision Repair 34 72 Auto Technology/Mechanics 36 24-34 74 60-69 Biological Sciences 60 60-64 iotechnology 30-32 T- J1 69 Winess Related Fields 1 DEGREE PROGRAMS CERTIFICATE DEGREE UNITS REQUIRED UNITS REQUIRED 1" CCC DVC LMC CCC *DVC **L Accounting 21-25 27 25-35 60-7 Banking 26 64 Business Administration 28 60 Business Management 22.5-26 41-43 60 General Business Management Studies 30 30 24-34 60-69 Marketing/Merchandising 37 Office Administration 24-34 60-69 Retailing 27 Small Business Management 27 29-39 60-74 Chemistry 71 71-87 Commercial Music 36.5-46.5 Communication Arts 60 Radio, Motion Picture & TV Media Computer Related Fields AS/400 Programming& Operators Computer Information Science 24.5-26 69.5 Computer and Information Science 41 Computer Hardware Support 33.5-36 Data Entry Operator v, 22 60 Microcomputer Systems Specialist 29.5 28-34 60 Microcomputer Software Support 26.3-26.8 Programmer 37 75 Construction Construction Management 37 Construction& Building Inspection 32 2 DEGREE PROGRAMS CERTIFICATE DEGREE UNITS REQUIRED UNITS REQUIRED CCC DVC LMC CCC 1 . *DVC **LMC Construction Supervision& 28 Superintendency Cosmetology 38 32-42 Hotel and Restaurant Management Culinary Arts 51-54 Classical Food Preparation 35 73 Hotel Administration 34 Pastry/Baking 43 41 Restaurant Management 49 Dental Assisting 45-50 40.5 83-88 Dental Hygiene 87-90 Dental Laboratory Technology 22 Dental Office Assistant 24 62 gineering Drafting Technology 30 45-46 68 Early Childhood Education 31 69 American Montessori Education 29 67 Child Development 27-37 60-72 Children's Center Instructor/Instruction 45 45 Early Childhood Assistant 26 26 Family Day Care 15 Foster Care Education 6-9 Foster Care/Family Day Care Provider 16-18 Violence Intervention/Counseling 15 Economics 67 Electrical/Electronic Technology 36 33.5-34.5 74 Advanced Electronic Technology 28-30 lectronics Service Technology 18 3 DEGREE PROGRAMS CERTIFICATE DEGREE UNITS REQUIRED UNITS REQUIRED CCC DVC LMC CCC *DVC , **LMINI Engine Technology (Marine Industrial) 18-28 60-71.5 EngineeringTechnology--Materials 47-48 Testing Engineering Technology--Surveying 45 English 64. Environmental Technology(Haz.Materials) 39 Facilities (Maintenance Technology) 14-16 Fire Technology 22-32 60-67 French 65 Geography 60 History 60 Horticulture 27-28 Landscape Construction 31 Landscape Design 33-34 Landscape Maintenance 39-40 Industrial Electronics 33.5-39.5 60-71.5 Industrial Technology , 37-43 75-81 Inspection Technology 33-36 71-74 Journalism 67 60-63 La Raza Studies 60 Liberal Studies 74 Library & Information Technology 20-22 Machine Technology 40.5 Musiclndustry Studies 16 60 Non-Destructive Testing(Level 1) 29.3 67' Non-Destructive Testing(Level 2) 31.3 67 Nursing- Certified Nursing Assistant 12 4 DEGREE PROGRAMS CERTIFICATE DEGREE UNITS REQUIRED UNITS REQUIRED CCC DVC I LMC CCC *DVC **LMC 111 ursine-Registered Nursing 70.5-83 86.8-89.3 Nursing-Vocational 57 48.8-54.8 Office Information Systems Administrative Assistant 35 22.5 60 General Office 18 22 60 Legal Office 31 Medical Office 27 Medical Assistant& Office Technician 44 82 Medical Transcription 44 Office Administration 43 Word Information Processing 32 31 60 Paramedic (Allied Health) 55 73-83 Physical Education 64 ysics 60 Political Science 60 Psychology 60 Radiological Technology 81 103.5-116 Real Estate 25 24 27-37 63 60-72 Broker's License 24 Salesperson's License 9 Recording Arts 40 60-72 Respiratory Therapy 81.5 Sociology 60-69 Spanish 67 Surveying Television Arts 29.6 avel Marketing 21-31 60-70 5 I\ DEGREE PROGRAMS CERTIIFICATE DEGREE UNITS REQUIRED UNITS REQUIRED CCC DVC LMC CCC I *DVC **LMQJ Welding Technology 27 24-34 60 Welding Tech: Gas Welding & Cutting 24 Welding Tech: Shielding Metallic Arc 11 Welding Tech: Gas Shielded Arc 11 Women's Programs & Services 30.5 30.5 edprog/96-97/certdeg.fm 6/18/97 revised 7/30/97 6 f Appendix F: Part 1 Certification -- Revised 11/4/97 District: Contra Costa Community College District ..College: Diablo Valley College COLLEGE DISTRICT CERTIFICATION I certify that the information contained in the application is correct and that my college and the county social services department have jointly discussed and agreed upon the delivery of educational services for Ca1WORKs participants, including instruction and support services. As a condition of receiving these funds, the college agrees to complete and submit the appropriate forms and expenditure reports to the Chancellor's Office. Signature, District Chancellor Date Signature, sident/Superin endent Date Contact Person: Name: Francisco M. Arce Title: Dean of Instruction Phone Number: 685 1230 ext. 203 ACADEMIC SENATE CERTIFICATION I certify that local district and/or college planning and curriculum development processes were followed with regard to academic and professional matters requiring collegial consultation pursuant to Section 53200-204 of Title 5 of the California Code of Regulations. X7 Signature. Academic Se to President at COUNTY WELFARE DEPARTMENT CERTIFICATION I certify to the county's need for the services covered by the Community College Ca1WORKs Funding and that my department and the community college jointly discussed and agreed upon the delivery of educational services for Ca1WORKs participants, including instruction and support services. I also certify the number of additional Ca1WORKs recipients that will be referred to the college to receive additional funding for instruction. (For multiple county offices,please include an additional page with appropriate signatures.) Contact Person: Signature, County Welfare Director Name: Contra Costa County Title: County Office: Dept. of Social Services Phone Number. Address: 40 Douglas Drive City/Zip: Martinez, CA .94553 Date: District must submit completed and certified application to: Connie Anderson, CaIWORKs . Unit Coordinator, Chancellor's Office, California Community Colleges, 1107 Ninth Street, 2nd Floor, Sacramento, CA 95814-3607. For information or assistance, please call Connie Anderson (916) 324-2353. i Al: Curriculum Development & Redesign (continued) Appendix F, Part 2: Plan for CalWORKs Program Please complete the narrative and the budget chart for each of the program areas: Al: Curriculum Development and Redesign Describe the curriculum that you plan on developing and redesigning with the CaIWORKs funding. Please answer the following questions for each program ;you are going to develop or redesign. Attach additional sheets as needed. Also, complete the attached chart (A2) that .describes how you are going to utilize the funding to achieve these objectives. If you are not using 8% of your allocation for this purpose, you must still describe the curricula/programs that colleges have developed or redesigned utilizing other funding sources: 1. Name of curriculum or program that is going to be developed or redesigned. Four curricular areas are targeted for current curriculum development and redesign: Business Education, Family Life Education, Hotel/Restaurant Management, and Computer Information Systems. Additionally, Counseling will be involved in curriculum development as it relates to counseling services for the CaIWORKs Program. The Welfare Reform Committee will ask the English and math Departments to investigate ways of redesigning and/or developing curriculum in ESL and basic skills to meet the needs of CalWORKs students. 2. Offered in the credit or non-credit mode? Most courses will be offered for credit. However, non-credit labs will be developed to assist CalWORKs participants improve basic_skills and computer literacy. 3. Prepares recipients for what jobs at what pay level? Initial programs targeted for curriculum redesign/development: PROGRAM PAY* Business Accounting 8 9.27 Office Administration - Administrative Assistant $13.00 Office Administration - General Office Support S 8.00 Office Administration- Executive Secretary $15.00 Office Administration - Medical Secretary $ 9.00 Real Estate - Agent $12.00 Small Business Management $14.00 Computer Information Systems Computer & Information Science $13.00 Computer Hardware Support $10.00 Family Life Early Childhood Assistant $ 6.50 Preschool Teacher $10.00 1 Al: Curriculum Development & Redesign (continued) 3. -Prepares recipients for what jobs at what pay level? (Continued) Hotel/Restaurant Management Bakers Bread & Pastry $ 8.00 ` Food Preparation Worker $ 6.60 Other Vocational Certificate Programs which lead to employment: Alcohol & Drug Studies $ 8.00 Construction Construction & Building Inspection $14.00 Dental Laboratory Technology $10.00 Electrical/Electronic Technician (wide range of salaries) $8 - $15 Facilities Maintenance Technology $11.00 Horticulture Horticulture Workers $ 8.00 Landscape Consturction $10.00 Library Information Technology $11415 Music Industry Studies $12.00 Women's Programs & Services $12.00 *—All hourly wages are based on entry level positions for. a person with no prior experience. Source: Occupational Outlook for Contra Costa County and Eureka. 4.. Are the programs open entry/open exit, yes or no? No. However, a few program areas are researching models for developing open entry/open exit courses. 5. Provide evidence that the program will prepare students for a job that is in demand in the labor market or is in an emerging population. Labor market data was collected from Occupational Outlook 1996: Contra Costa County, a product of the California Cooperative Occupational Information System. This project was sponsored by the Contra Costa Private Industry Council, State of California Employment Development Department, and the California Occupational Information Coordinating Committee. 2 Al: Curriculum Development & Redesign (continued) 6. Provide evidence of collaboration with local partners including the county welfare department. Collaboration with local partners has occurred through many points. Initially, DVC's Re-entry Coordinator began meeting with Christina Moore-Linville and Paul Ward from the Contra Costa County Department of Social Services when the federal welfare reform legislation was passed in 1996. Linville and Ward are leading the work for the county's welfare reform redesign plan. More recently other members of the college community have become involved. Francisco Arce, the Dean of Instruction has met with John Cullen, Director of the Department of Social Services, and Delores McCrary, EOPS Director; Bernice Dandridge, Business Division Chair; Paul Nilsen, Career and Employment Development Manager; Lupe Dannels, Counselor; and Dona DeRusso, Re-entry Coordinator have attended various collaborative meetings with the county and other partners. College administrators are meeting with representatives from EDD and PIC, and have joined in the collaboration for the central county One Stop Center. In addition, Joan Symonds, Faculty/Director of DVC's Developmental Children's Center, is a member of the Board of Directors of the Contra Costa Child Care Council. . Dean of Economic Development, Terry Shoaff, is a member of the Economic Development Council and the Business Consortium which links business training needs with educational programs. And finally, Mark Edelstein, College President, is a member of the Contra Costa Workforce Development Advisory Council which includes leaders from the community colleges and the district office, the Contra Costa Council, the West County Council of Industries, the Central Labor Council, Contra Costa Building and trades, the county's Chambers of Commerce, the United Way, the Private Industry Council, and the County Administrative Officer. 7. Describe how the program will articulate with more advanced educational programs. The educational approach which drives DVC's CaIWORKs Program is fourfold. 1.) Initial short term 0 - 2 semesters) training will lead to paid internships, work/study, work experience or,unsubsidized part time employment. 2.1 Continuing education will to advance the student up his or her chosen career ladder, working toward the completion of a vocational Certificate of Achievement (3 - 4 semesters) leading to full time unsubsidized employment. 3.) Units for vocational courses may fulfill • some of the requirements for an Associate Degree. All credits can be applied to elective units required for the AA•degree. 4.) For those students who have developed college level skills and are motivated, they can articulate into-the PACE Program which enables working adult students to earn an Associates Degree, attending class one night a week and some weekends. Pace utilizes various alternative delivery models including on line instruction, video, and local cable broadcasting. 5.) The PACE Program at the Center for Higher Education in San Ramon articulates'to the PACE Program at California State University, Hayward, St. Mary's College, and University of San Francisco, so students can complete their Bachelor's Degree. The Family Life Program, one of DVC's initial curriculum redesign programs, is a part of the East Bay Articulation Project which includes the East Bay Community Colleges and California State University at Hayward. This project maintains a web site and assures articulation between the community colleges and the four year university. 3 Al: Curriculum Development & Redesign (continued) 8. Are telecommunications going to be used in the delivery of instruction? If so, how? The PACE Program will be utilizing telecommunications in the delivery of instruction. It is not clear yet whether telecommunications or alternative delivery models will be used in the current programs working on curriculum development/redesign or those that will be developed/redesigned in the future. 9. How are job preparation skills and career education going to be integrated into the curriculum Instructors on campus have received in-service training on the SCANS competencies and some have incorporated them into their individual course curriculum. The Counseling Department is developing a .course which will incorporate college success skills, career assessment and planning, job preparation skills, and counseling for welfare students. Additionally, the college already offers several career development and career planning courses (many short term), and the Re-entry and New Horizons Programs offer regularly scheduled workshops on job preparation skills including job search, resume writing, and interviewing skills. 4 Al: Curriculum Development & Redesign (continued) 10. Is the program going to include internships or work experience activities If so, describe. Internships and work experience opportunities are a key component of DVC's CaIWORKs Plan. After one to two semesters of full-time instruction in the participant's chosen vocational field, he or she Will be placed in an internship or work experience program part time while continuing to complete his or her educational program. Our Employment Development Specialist will work from a base of employers already using DVC's Job Placement Center and then expand internship and work experience opportunities through Cooperative Education with other local businesses to develop partnerships that will benefit both the student and the employer. 11. How is the program going to link with job development/job placement to 1) find jobs when the students have completed their program and 2) track students into employment. There will be at least three avenues available for students to secure full-time employment after completion of their educational programs. 1.) DVC's Job Placement Office already has excellent connections with the local business community and currently places over 2,300 students per year into full or part time jobs. Additional staff funded through CalWORKs will develop additional job listings for CalWORKs participants. 2.) Through internships and work experience placements, it is likely that students will be offered permanent positions with the business they intern with. 3.) Students will be referred to EDD, PIC and/or One Stop Career Centers as needed. The tracking system for CalWORKs will be developed, especially links between the college, the county and other CalWORKs partners.. However, while this infrastructure is being developed, all CaIWORKs participants will be tracked through the CalWORKs Office coordinated through the Re- entry Program. Screens are being developed by the district and college research offices which will allow for easy input of information into each participant's screen. When a student is placed in a job, the Job Placement Office will enter the pertinent data which will be reviewed regularly by the Coordination staff. Coordination and Job Placement staff will follow up with placements as determined as necessary. 5 0 o CArr N O m Go U a m. C 00m 15 va o E c 0 0 •� o o c o N •ova cr) G w v vs cso o Z E > E ca co N E S 5 C o t E cc •- u E -0 , • .p ° o ovE oE •oop vm � wo. o � nri Q'N � CoCC �y. 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S. ao � d t � cc •yu .% � °Q o 'mac m y 0 lop o N� O No o GC o .p G G N > N 7j dD m N L •� p•;' �+ G O' N •b •p E 81: Coordination *Describe how the college intends to coordinate the CaIWORKs program with the county welfare department and other agencies and community organizations; and internally within the college by addressing the following questions. These questions must be answered whether or not you utilize any of the CalWORKs funding for this purpose. Attach additional sheets as needed. Also, complete the attached chart (B2) to specify how you are going to use the funding to achieve these objectives. 1. What office or program will be the initial entry point for CaIWORKs students? The Re-entry Program will be the initial entry point for CaIWORKs students. The Re-entry Program and New Horizons Grant Project have an established structure of providing and coordinating services necessary for the success of this particular population. A CaIWORKs Office will be established within Re-entry Programs and will track and monitor students from intake through their vocational programs and into employment. 2. How will the case management approach to serving CalWORKs students be organized? The case management system for serving CalWORKs students will be developed in stages. The project coordinator met with the Contra Costa County GAIN/Welfare-to-Work Coordinator, and has agreed initially on what information the college will need to collect. A database will be developed by the college research office to track Ca1WORKs students. After CalWORKs students have completed the intake and assessment process at the college, they will be referred to on campus targeted student support services. If the students have additional needs not satisfied by campus programs, they will be directed to the county for additional resources. 8 1 3. How will services to students be coordinated from the instructional program, child care, work study, job development/job placement, and other special programs and services? All services for CaIWORKs students will be coordinated through the CalWORKs Office. Instructional program advisors and counseling staff will be informed of the requirements of CalWORKs, so they can help students meet these requirements; advisors and counselors will coordinate with the CalWORKs Office staff. Some program components (Financial Aid, EOPS & CARE, New Horizons, Work/Study, Job Placement) will be monitored through updating student data screens. The college is researching the cost and feasibility of installing bar code readers or magnetic strip scanners to monitor student 'f attendance, tab hours, child care hours, etc. 4. Describe the process by which the college will coordinate with the county department of social services to: • Develop a memorandum of understanding about.the identification and tracking of students to the college, through their educational program, and on into employment; coordination of financial aid, child care, and other supportive services; and other areas where coordination and agreement are needed. Helen Spencer, Vice Chancellor of the Contra Costa Community College District, has already begun working with the county to identify and track students. She will coordinate efforts to develop a memorandum of understanding. • Develop the list of community college programs that lead to employment (Appendix Q. The attached list (Attachment 61) was compiled by matching vocational certificate programs (which can be completed in approximately one to two semesters) with jobs which have a higher than average projected growth rate according to Occupational Outlook for Contra Costa County. This list will be presented for official approval by the county through the district's Vice Chancellor, Helen Spencer who is coordinating all interagency agreements. 9 • Develop with the educational providers a county plan for the provision of educational services for CaIVVORKs recipients (Appendix E). Helen Spencer is convening a meeting including the Community Colleges, Adult Education, Regional Occupational Programs and the Department of Education. The Adult Ed/ROP guidelines and criteria for CalWORKs funding have just been released, so the group can now begin its work. The Contra Costa County CalWORKs plan will include the individual plans from the educational providers. • Develop a referral process of students from the county welfare department to the college. The CalWORKs Office will provide a comprehensive guide to programs and service available for CalWORKs students at Diablo Valley College to the county GAIN/Welfare-to-Work Coordinator who will channel this information to individual case managers who will review the material with their clients. n Students will be referred from the county from assessment or by the individual case manager. • Create an advisory committee or coordinating committee that would meet regularly to provide coordination between the college and the county. DVC's Welfare Reform Committee was established during the Spring '97 semester and includes members from all campus constituencies. This committee will continue to serve in an advisory capacity and will continue to most regularly. A sub-committee of this committee will be formed to provide coordination with the county. The County Department of Social Services has requested a single contact person from the district to coordinate agreements for all three of the district's colleges. Helen Spencer, Vice Chancellor of Educational Programs, will serve in this capacity. 10 i 5. Describe the college committee that will oversee the planning and implementation of the CaIWORKS program. Who will participate on the committee? The Welfare Reform Committee is a part of the shared governance structure at DVC. This committee reports to the college-wide Governance Committee which makes recommendations to the college president. The chair of the committee is Francisco Arce, Dean of Instruction. The committee members are: Martha Schoonover, Employment Development Specialist; Dona DeRusso, Re-entry Coordinator; Carla Chambers, Counselor; Melinda Moreno; DSPS Instructor; Linda Bameson, Physical Education Instructor; Carolyn Seefer, Business Instructor; Bernice Dandridge; Business Education Division Chair; Bob Flanagan, Physical Science & Engineering Division Chair; Delores McCrary, FOPS/CARE Manager; and Paul Nilsen, Manager of Career & Employment Development . 6. How will the college coordinate their activities with other organizations such as EDD, Private Industry Council, business and industry, adult education and ROCP, the;,Housing Authority, One Stop Career Centers, and other community organizations? The Contra Costa Workforce Development Advisory Council includes representatives from many of these partners. The Council has accepted as one of its mission issues of welfare reform. Also, Helen Spencer, Vice Chancellor, is coordinating partnerships with the public schools, adult education, ROP, and the community colleges. Additionally, the DVC Welfare Reform Committee will recommend to the county the need for a regular bulletin to be published which includes the various agencies activities for CaIWORKs. 4'F 11 { d h � n h N E c �- � CO 0 CL Z 2 � Z � FQ- ` O is h h h mM co co v 0 C m m O C m .0 cc .O = li y. �- r .. S: •. p .p mm v U Cto cc r C c O v O o w w '3 t -- Q ro OO ca iH n' co t8 n c »- ,Q Q ccc O t0 �p O w Y C .. `a 40 L C ro :. C ql U O 4! C' d H cto c CL 0 to U V} w U qi .0 .�G Co ; 4a E Q v 3 '? x � VU x ; v c c C aC o c '�+ o c 4C n� v H M to w {r = o to ,, ac c 0.- O �p 4- 0 U d O �.. `' C C •C O0 OCL t ca m V °' �' S to CC w O Uro •v QC rn GC 4) O .� ? V r N M d C? 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O• m � •O d c 4 CI: Job Development/Job Placement Describe how the college is going to provide job developmentriob placement services for CaIWORKs recipients by addressing the following questions. These questions must be answered whether or not you utilize any of the CaIWORKs funding for this purpose. Also complete the attached chart (C2) to outline how you are going to I utilize the funding to achieve these objectives. Attached additional sheets as needed. 1. How is the college going to develop placement for work/study jobs that will provide practical experience in the student's educational program? DVC will hire an Employment Development Specialist to develop work/study opportunities for CalWORKs participants. This individual will work from the extensive base of employers already established with the Job Placement Center and build new partnerships with other local.employers. Additionally, the New Job Development Specialist will develop work/study jobs on campus through the various.service and instructional areas. These jobs will enrich the student's educational training by providing practical work experience in each student's vocational field. 2. How does the college intend on providing expanded work experience, internships, and/or community service opportunities for CaIWORKs students? Attach additional sheets as needed. The newly hired Employment Development Specialist will develop work experience and internship opportunities by working with local employers already using DVC's Job Placement Center and by expanding the range of employers participating in this beneficial program. The salary for these students will be split 25-50% by the employer and DVC's CalWORKs work/study funding, thus stretching our work/study dollars and providing an incentive for employers. Coordination;between the DVC CalWORKs office and DVC's Volunteer Center will provide opportunities for students to participate in community service when other paid work is unavailable. Ip{ 15 3. How is the college going to provide career education and job preparation skills instruction to CalWORKs participants The Counseling Department is developing and educational format including career assessment and planning, and educational and job prepaation skills instruction to be held on a frequent entry basis throughout the semester. The college offers many career development and career planning classes; most classes are short term and begin at various times during the semester. The Re-entry Program and The New Horizons Program offer job preparation workshops each semester focusing on topics such as job search, resume writing and interviewing skills. The Re-entry Program is coordinating the work skills development for CalWORKs students. a 4. How is the college going to place CaIWORKs recipient into employment when they finish their educational program? How is the college going to coordinate with the county welfare department, EDD, One Stop Career Centers, and other organizations in placing students into employment The CalWORKs Employment Development Specialist and DVC's Job Placement Director will work to place students into jobs through DVC's job listings, EDD or.the local One Stop Career Center (once it's established). DVC's Job Placement Center already has an excellent reputation in the business community for providing quality employees, and with the additional relationships developed through internship and work experience agreements with local business, CalWORKs students will have excellent opportunities for employment. Formal coordination efforts with the county welfare department, EDD, etc., are currently being established through the district office and college administration and these partners. Development of interagency infrastructure will enhance the coordination of job placement services. 16 J 5. How is the college going to coordinate tracking former students into employment and compiling employment outcome information for CalWORKs students? How is the college going to coordinate obtaining this outcome data with EDD, One Stop Career Centers, the county welfare department, and other organizations. The college Is currently researching various software packages in use at other facilities which track employment. Through existing collaboration meeting, the college will coordinate outcome data with EDD, One Stop Career Centers, and'the county welfare department. The Contra Costa College District Research Office obtains the data tapes from the Department of Social Services and runs a relational match between the DSS and college student I.D. number to set up the tracking data. 6. How is the college going to coordinate the job placementrob development services with instruction, work/study, the case management team, and other programs/offices on campus? . Job placementrob development services will be coordinated through the CarWORKs Office by utilizing all available and appropriate resources on campus. These may include Counseling and Job Placement staff as well as Vocational Education Advisory Committees. —Once students have identified a vocational instruction program through assessment and advisement from a counselor, the CalWORKs Office will direct students to internship, work experience, or work study opportunities through the Job Placement staff. Monthly monitoring of students' academic and work progress and campus services will be tracked by the CalWORKs Office and reported''to the county case manager for each student. lie 17 c0 d a to N t3 w Q t cn N Y E U CL as o rn as m m r- o� mcm !. ECL 0 'o 0 0 'o .E c c .E c i- -� a a r- 0 b .a c o .° .c � aoi towIV o � xL) � N V a c o y > '� co •p C c Q > +� Eau •� 5 ev Q o U .Q U � � o .. w E � a � EU .� �, U. 0 E c o v, o o � E � � 41oCL a� c t3 CL CL o o 0 R s , C. ,0 > o •-W ui �' C ;,, o o c ��oo c �c tr o So U a) o o C � a a o v E ,� c .s- IE OL � c°a c & = to ca .E w a L) !- 0 3 = ° L) eo •v ai > co a � o w U) m m y o '� � - 0 c , 4 � Ucl oc Como cc cU a, ;�to `o CL CL " c OL o � .= c or m > a :c .c 0 0 N st �A 0 v a� 0 0 G ,r to O d d w 7 co d d .Qr '✓ V t`O i'0 p c �. �, Nay 4 w m .0- U c •° a�co "► �c`o vi �` ✓G N �'' � NL1 w tooo � � ° ° = Eco w0 dio V St G N ? o f 'C3 � 7 ` T d !4 � t� a G N ia• d .fir O Ul d ✓ Q 00 t*f G 4cp .- N � Z tS. ✓G � G m � io T G 4 EN m Co. .to in , E o w m t) o va o fib' U) ' o, m •, � aam� o ✓ m N N v m .a c� LL Z U H V 00 rn rn C c 'o E c 'a tm E F- Q o F- Cl (n U Q1 � C N O cc c, 3 3 v ~' +• a co w G c o C C t1J O c N CC V V 3 E gn cc N L O O (n O 'O •�' O0 O .> CC I V V Q r— N M Q O C W G CD m 7 m C E a, `o E T o '«'_. a 4 O co E tj H ori O D1: Work/Study Describe how the college intends to create and administer the work/study program for CalWORKs students by answering the following questions. Attach additional sheets as necessary. Colleges should be prepared to summarize on a semester basis, how many students were served in the program and the number of hours they participated. 1. How will be office responsible for administering the program coordinate with the office responsible for developing the job placement The Job Placement /Career Center will be responsible for both administration of work/study and job placement in liaison with the CalWORKs Office. 2. How will the office responsible for administering the program coordinate with the case manager who will know how many hours of work/study are needed for the student to meet their CalWORKs work requirement? The county case manager will contact the DVC CalWORKs office and advise DVC CalWORKs staff about the number of work hours required for the student. The CalWORKs staff will enter the number of hours onto the student's tracking screen for referral by the job placement specialist. 3. Estimate the number of students that will be served by the work/study program? 56 students funded 50% by CaIWORKs and 50% by employer at 20 hours/week for 42 weeks at $5.81. 21 E1: Child Care Describe how the college is going to provide child care services for the children of CalWORKs students by addressing the following questions. 1. Estimate your current unmet need for child care services for the children of CaIWORKs students at your college. The Diablo Valley College Developmental Children's Center serves children (apes 12 months to 6 years) of DVC students and is a laboratory training facility for Family Life Education students. Our center serves the needs of TANF and non-TANF student-parents between the hours of 8:00 a.m. and 2:00 p.m. Our current child care services do not provide care during the evening and late afternoon hours or for infants under 12 months or school-age children. As the campus tracks the number of CalWORKS students and their child pre needs during the first cycle, we will explore expansion of services and hours. 2. Estimate the number of CalWORKs students and number of children who will be provided child care services through these funds. The number of students to be serviced by the CalWORKs Child Care Allocation is estimated at approximately 30 - 45 children. 22 3. How will the college provide additional spaces in either existing or expanded college child care and development services programs? "First, children of Cal140RI(s students will be placed in available slots in DVC's Developmental Children's Center. We estimate that approximately 20 -25% of our existing child care slots will be filled by children of Ce1WORKs students. The college is applying for a Child Care Facility Grant to purchase a portable to expand toddler child care services for an additional 16 children. If additional child care services are needed, a voucher program will be coordinated with the contra Costa Child Care Council. 23 4. How will the college collaborate with the county departments of social services, child care local planning councils, resource and referral agencies, and other subsidized child care resources to provide child care services to CaWORKs students? The DVC Child Development Center Director is a member of the Board of Directors for the Contra a Costa Child Care Council which provides child care resources and referrals for the county. The Child Care Council has agreed to operate the parent voucher program and be paid an appropriate administration fee. The Contra Costa Child Care Council is also a member of the County Child Care Task Force; its representative, Kate Ertzberger, reports to the Council Board. Other subsidized child care resources available on campus include the CARE Program and New Horizons Grant Project. The county will make available child care resources for students who are unable to fund child care needs through college resources. Coordination of child care services and funding will be handled through the C*lWORKs Office. " 5. Describe the innovative uses of the funds to expand the breadth of child care and development services by age, non-traditional time periods, wrap around services, etc Students will be referred to the Contra Costa Child Care Council for referrals to non-traditional child care placements and wrap-around services. The Family Ufe Education Department is exploring possibilities for increasing services for infants and toddlers, after school services for school age children, and expansion of hours. Additional spaces for toddlers could be provided with the acquisition of a portable. 24 6. How will the college coordinate the provision of child care services through the on-campus centers or parental vouchers? The CWWORKs Office will coordinate child care services through DVC's child care services, vouchers, other subsidized.programs, and the county. Child care services will be part of the tracking and monitoring of services for each CaIWORKs student. 7. Describe the quality standards used for child care and development services at your college and for off-campus referrals. The DVC Developmental Children's Center is accredited by the National Academy for Early Childhood Programs. The Contra Costa Child Care Council will provide vouchers for off-campus child care only in licensed centers or family child care homes. As much as possible, vouchers will be provided to centers that are in good standing with the Child Development Division funded agencies, National Academy for Early Childhood Program accredited agencies, and mentor approved agencies. S. What steps will be taken to reduce the costs to come within the maximum CDE reimbursement rate the second year of implementation if your costs exceed the CDE reimbursement rate (no more than 15%) for the first year of implementation? It is anticipated that we would need expenditures up to 15% for initial startup costs for equipment, supplies, and possibly a program not operating at full capacity if we are awarded a Child Care Facilities Grant for a portable. The initial costs would be a one-time expenditure. If we were not at full capacity, we would increase our advertising and collaborative efforts with the Department of Social Services to bring the program to full capacity. 25 California Community Colleges CaIWORKs Unit 1107 Ninth Sweet $cramento, CA 95814 Appendix F:.Part 3A [Budget for CaIWORKs Funding byProgram Category Community College: DIABLO VALLEY COLLEGE FProgram Category Amount Budgeted rriculum Development and Redesign S 34 .40n Coordination $ J4, Job Development/Job Placement $ Work Study $ 142,771 Child Care $ 105,936 Instruction $ TOTAL $ 346,290 Appendix F: Part 3B Budget for CaIWORKs Funding by Budget Category 1Category Budget 1000 Certificated Services Instructional Services S 26,000 Student Support Services S --- Program Coordination S 11,040 2000 Classified Salaries Instructional Services S 8,000 Non-instructional $ 39 180 3000 Employee Benefits $ 15.483 4000 Supplies &Materials i 4,000 5000 Other Operating Expenses A Services S GOOD Capital OuUay $ 7000 Other Outgo Child Care/Work Study 242,584 TOTAL BUDGET $3461,290 This Is to certify that the above Information has been prepared in accordance with applicable Federal and State regulations. To the best of my knowledge,the Information Is correct. District Business Officer's Signature Date College: DIABLO VALLEY COLLEGE Appendix. F. Part 4 Ca1WORKs Program Contact List Throughout the year, the Chancellors Office will providing updates regarding welfare reform and the CalWORKs Program in the community colleges through workshops, newsletters, and e-mail updates. To facilitate communication about the program between the Chancellor's Office and your college,.please identify the following contact persons. We understand that in some cases, the same person may be the contact person for more than one area. Primary CaIWORKs Contact Person: has overall program or adminstrative responsibility for the CalWORKs Program and Is the contact person for questions about the application for funding: Name: Francisco M. Arce Title Dean of Instruction Address: Ulablo a ey o ege, JZ1 Goltu oa Address: Pleasant Hill , CA 94523 Phone number. 685 1230, ext. 203 E.mail address: Fiscal CalWORKs Contact Person: has fiscal responsibility for the program including the development of the budget and the expenditure reports: Name: Chris Lei vas Title: Director of Business Services Address: Diablo Valley College, 321 Golf Club Road Address: Pleasant Hill , CA 94523 Phone number. 685 1230, ext. 533 E-mail address: Work/Study Program Contact Person: has primary program responsibility for implementing the work/study program for CaIWORKs recipients. Name: -Paul Nilsen Title' Career Development Manager Address:- Diablo Valley College, 321 Golf Club Road Address: Pleasant Hill , CA 94523 Phone number 685 1230, ext. 238 E-mail address: • Child Care Contact Person: has primary program responsibility for providing child care for CalWORKs recipients. Name: Joan S onds Title: Faculty Zb-ild Development Center Address: Diablo Valley College, 321 Golf Club Road Address:_ Pleasant Hi l l , CA 94523 Phone number 685 1230, ext. 316 E-mail address: Job Development/Job Placement Person: has primary responsibility for developing paid and unpaid work experience for CaIWORKs recipients-while they are enrolled in college and after they complete their education program. Name: Paul Nilsen Title:_ Career Development Manager Address:_ Diablo Valley College, 321 Golf Club Road Address:_ Pleasant Hill , CA 94523 Phone number 685 1230, ext. 238 E-mail address: Curriculum Development and Redesign Contact Person: has primary responsibility for overseeing curriculum development and redesign for the college. Name: Francisco M. Arce Title: Dean of Instruction Address: _ Diablo Valley College, 321 Golf Clud Road Address: Pleasant Hill , CA 94523 Phone number 685 1230, ext. 203 E-mail address: Coordination with County Welfare Department: has primary responsibility for coordinating the colleges programs for welfare recipients with the county welfare department. Name: Oona DeRusso Title: Re EntryCoordinator Address: Diablo Valley College, 321 Golf Club Road. Plesant Hill , CA 94523 Phone number. 685 1230.' e t, 274 _ E-mail address: Program Accountability Contact Person: has primary responsibility for tracking student progress and providing accountability reporting information to the Chancellor's Office. Name: Dona DeRusso Title: Re Entry Coordinator Address: Diablo Valley College, 321 Golf Club Road Address: P1 esant Pill . CV94523 _94523 Phone number. 685 1230, ext. 274 E-mail address:_ Chancellor's Office of the California Community Colleges Welfare Reform Curriculum Inventory Survey College: DIABLO .VALLEY COLLEGE College Contact: FRANCISCO ARCE DEAN OF INSTRUCTION (Name) (Title) Phone #: ( 510 685-1230 Ext . 203 Fax #: ( 510 687-2527 Please return this survey by: May 15, 1997 To: Dr. Marilyn Jorgensen. California Community Colleges 1107 Ninth Street, Ninth Floor Sacramento, CA 95814-3607. If you have any questions as you are filling out the survey, please call Dr. Marilyn Jorgensen, at (916) 327-5492. Diablo Valley College 1. Short-term intensive vocational programs and/or courses (i.e. one year or less) under development for CalWorks. SHORT TERM CERTIFICATE AREAS Business Communications Basic Office Skills Business Computer Skills Bookkeeping/Record Keeping Customer Service DEVELOPMENT IDEAS FOR CERTIFICATE AREAS Business Communications Leadership/Teamwork Skills BUS 101 Business English MANGT151B Dealing With Difficult People BUS250 Business Communications MANGT151L Teamwork &Team-Building MANGT128 Effective Communication in Business Skills and Industry MANGTI52C Managing Conflict MANGT151R Making Successful Bus. Pres. MANGT152D Negotiation Skills MANGT226 Group Dynamics and Leadership Business Computer Skills BUS75W Getting Started W/Windows 95 Basic Office Skills BU199 Intro to MS Word BUS 110 Keyboarding I - BUS99 Intro to MS Excel BUS111 WordPerfect/Keyboarding II BUS75P Intro to MS PowerPoint BUS 140 Records Management/Filing.Systems BUS99 Internet BUS211 Office Procedures &Telecomitlugications Basic Business Concepts Bookkeeping/Record Keeping BUS109 Intro to Business BUS181 Applied Accounting BUS191 Small Business Management BUS185 Microcomputer Acctg. Apps. BUS294 Business Law BUS75Q Intro to Quicken for Windows ECON220 Principles of Macroeconomics BUS103 Applied Business Mathematics ECON221 Principles of Microeconomics Accounting International Business BUS186 Principles of Accounting I BUS209 International Business BUS187 Principles of Accounting 11 MANGT152B Managing Cultural BUS284 Cost Accounting Diversity BUS282 Intermediate Accounting Language for Business (210- Spanish, Chinese, German, Italian, Japanese) Small Business Management BUS 191 Small Business Management Ouantitative Business Skills BUS192 Entrepreneurship and Venture Mgt. BUS103 Applied Business Mathematics MANGT121 Practices & Concepts of Supervision BUS240 Business Statistics BUS181 Applied Accounting BUS261 Investments BUS285 Federal Income Taxes Business Career Skills MANGTI51A Strategic Career Growth MANGT151L Teamwork &Team Building Skills CARDV 150 Exploring Careers (Careers in Business/Tech.) CARDV 150 Exploring Careers/Jobs on the Internet Personal Business Skills MANGT151E Self-Esteem and Self-Management MANGTI51F Time Management MANGT151J Managing Stress MANGTI51M Improving Meatal Effectiveness on the Job MANGTI51N Emotional Intelligence in Workplace MANGT151P Assertiveness &Handling Criticism Diablo Valley College 2. The basic skills, English and Math, courses are offered on a semester basis for credit. N LISH ENGL 67 - ESL: Introduction to College and English Skills 1 unit, Cr ENGL 72 - ESL Pronunciation/Ustening Skills 2 units,Cr ENGL 76 - ESL: Intermediate Reading Comprehension and Study Skills 3 units, SC ENGL 78 - ESL: Intermediate Writing Skills 3 units, SC ENGL 83 -ESL Language Lab 1 unit, Cr ENGL 86 - ESL: High Intermediate Reading Comprehension 3 units, SC ENGL 88 - ESL: High Intermediate Writing Skills 3 units, SC ENGL 90 - English Skills Workshop .5-3 units, Cr MATH MATH 65 - Arithmetic and Problem Solving 2 units, Cr MATH 70 - Refresher Arithmetic 1 unit, Cr MATH 71 - Pre-Algebra 1 unit, Cr ` Diablo Valley College 3. Life skills, work preparation skills, and other employment preparation classes or programs. COUNSELIrIG COUNS 100- Group Counseling 34 units, Cr COUNS 105 - Orientation to College .5 unit, Cr COUNS 110 - Career Planning 1 unit, Cr COUNS 120- Student Success 3 units, SC COUNS 150-Topics in Counseling .5-3 units, SC COOPERATIVE EDUCATION COOP 160 - General Work Experience Education 1-3 units, LR COOP 170- Occupational Work Experience Education 1-4 units, LR COOP 170A-Internship in Occupational Work Experience Education 14 units, LR Diablo Valley College 4. Longer term programs that articulate with or build upon the shorter term training programs and have as their goal preparation and training for high-wage, high-skill occupations. Diablo Valley College ' Certificates of Achievement Unit Requirements &Time for Completion Certificates Units Time* Business Real Estate Salesperson's License 9 1 semester Facilities Maintenance Technology 14-16 1 semester Music Industry Studies 16 1 semester Early Childhood Assistant-Family Day Care Provider/Foster Care 16-18 1+semesters Provider Electronics Electronic Service Technology 18 1+semesters Business Accounting 27 2 semesters Office Administration-General Office Support 27 2 semesters Office Administration-Administrative Assistant/Executive Secretary 22.5 2 semesters Office Administration-Medical Office 27 2 semesters 7 Real Estate 24 2 semesters Real Estate Broker's License 24 2 semesters Retailing 27 2 semesters Small Business Management 27 2 semesters Construction Supervision & Superintendency 28 2 semesters Dental Laboratory Technology 22 2 semesters Early Childhood Assistant 26 2 semesters Horticulture 27-28 2 semesters Library Information Technology 20-22 2 semesters Business Office Administration-Word/Information Processing 31 2+semesters Office Administration-Legal Office 31 2+9emesters Computer and Information Science 24-26 2+semesters Computer Science Computer Hardware Support 33-36 2+semesters Computer Science Microcomputer Software Support 27 2+semesters Construction and Building Inspection 32 2+9emesters Electronics Advanced Electronic Technology 28-30 2+semesters Horticulture Landscape Construction 31 . 2+semesters Management Studies - 30 2+semesters Television Arts 29.6 2+semesters Women's Programs & Services 30.5 2+9emesters Alcohol & Drug Studies 38 3 semesters Construction Management 37 3 semesters Dental Assisting 40.5 3 semesters Horticulture Landscape Design 33-34 3 semesters Landscape Maintenance 39-40 3 semesters Hotel & Restaurant Management Baking&Pastry 41 3 semesters Hotel Administration 34 3 semesters Machine Technology 40.5 3+semesters Early Childhood Assistant-Children's Center Instruction 45 4 semesters Engineering Technology Drafting 45-46 4 semesters Materials Testing 47-48 4 semesters Surveying 45 4 semesters Hotel & Restaurant Management Restaurant Management 49 4 semesters Architecture Technology 53-54 4+semesters Hotel & Restaurant Management Culinary Arts 51-54 4+semesters Administration of Justice 5"0 5 semesters Respiratory Therapy (joint program with Ohlone College) 81.5 6+semesters Dental Hygiene 87-90 7+semesters ime for Comp etion is estimated based on full time(12 units per semester) enrollment, sates Famaory progress,-and competencies in basic skills(math, reading, and writing). Diablo Valley College CERTIFICATES OF ACHIEVEMENT PROGRA14 DESCRIPTIONS Our certificates of achievement prepare students with the vocational skills needed for success in a specific occupation. To keep abreast of new developments the curriculum is regularly reviewed and revised by our faculty and an advisory board of employers and experts in the field. To qualify for a certificate of achievement, students must complete at least 25 percent of the certificate's required courses at Diablo Valley College. At a minimum, students must also maintain a grade point average of C (2.0) or better in the certificates required courses. However, some certificates require a higher grade point average or a C grade in each required course. Administration of Justice Students wishing to pursue a career in the field of law enforcement, probation, parole, corrections, or the like should consider this two-year program. Graduates planning to seek employment with a government agency should speak with a faculty member of the department in order to review the special requirements of the various agencies. To earn a certificate of achievement, students must complete the requirements for the Associate of Arts degree and maintain a 2.5 grade point average or better in the Administration of Justice classes. Course requirements can be completed by attending in the day or the evening or both. See the A.A. requirements listed in the Requirements section of this catalog. ,The Administration of Justice certificate requires 58-60 units and takes four to six semesters to complete. Alcohol and Drug Studies This program focuses on the training and academic requirements of the California .Association of Alcohol and Drug Abuse Counselors (CAADAC) , the California Alcohol and Drug Educators Statewide Certification Task Force (CAADE) , and the National Birch-Davis Standards. The courses prepare students for entry-level employment in the addictions field and updates the skills of nurses, counselors, and other professionals. To earn a certificate of achievement, students must complete the required courses with a C, grade or better. Required courses are primarily available in the evening. Although students may start during any semester and progress at their own pace, completion of the certificate will take a minimum of three semesters. The ADS certificate requires 38 units. Some of the above courses have specific prerequisites. Architecture Technology This program prepares students for employment as architectural technicians, who work with and are supervised by an architect. They may prepare technical and presentation drawings, draft copies of specifications and cost estimates, revise plans, trace details from various sources, operate printing machines, and assemble prints and other documents for projects. Landscape architects, industrial designers, interior designers, and engineers also employ architectural technicians. To earn a certificate of achievement, students must complete each of the required courses with a C grade or better. Required courses are available in the day. Some are also offered in the evening. This certificate requires 53-54 units and takes four to six semesters to complete. To earn a certificate of achievement, students must complete each of the required courses with a C grade or better. Required courses are available in the day. Some are also offered in the evening. This certificate requires 53-54 units and takes four to six semesters to complete. Business - Accounting Students will develop the knowledge and skills required of an accountant: compiling and analyzing business records and preparing financial reports such as income statements, balance sheets, cost studies, and tax reports. To earn a certificate of achievement, students must complete each of the required courses with a grade of C or better. Course requirements are available in the evening and on weekends. Some are also available in the day. At least 25 percent of the units must have been completed at DVC. Requests for a course substitution and/or waiver are made to the Accounting and Information Management Department Chairperson. .The Business - Accounting certificate requires 27 units of course work and take three to four semesters to complete. Business - Office Administration -General Office Support The general office support program is. our basic certificate in office administration. Students desiring further specialization may choose from one of the four office administration certificates which follow. The general office support program prepares students for work as file or mail clerks, receptionists or other entry-level positions in the field. It equips students to meet today's requirements for increased technical expertise, creativity, and initiative in the office. Tomorrow's office workers will be information-processing specialists focusing primarily on administrative support and secondarily on keyboarding. With advanced computer systems, office support staff may perform functions such as accounting, inventory control, order.entry, sales and financial analysis. 41 To earn a certificate of achievement, students must complete each of the required ;courses with a "C" grade or better. . Course requirements can be completed by I attending in the day or the evening or both. Please contact the Accounting and Information Management Department for current certificate information. This certificate requires 22 units of course work and takes two to three semesters to complete. Keyboarding Speed: 45 wpm Business - Office Administration - Administrative Assistant/Executives Secretary This certificate builds on our basic general office support program and adds shorthand skills. It prepares students for secretarial, and administrative assistant positions. To earn a certificate of achievement, students must complete each of the . required courses with a C grade or better. Course requirements can be completed by attending in the day or the evening or both. Please contact the Accounting and Information Management Department for current certificate information. This certificate requires 22.5 units of course work and takes two to three semesters to complete. Keyboarding speed: 60 wpm Business - Office Administration-Word/Information Processing This certificate is our basic general office support program with an emphasis on computer applications. It prepares students to work in offices with a variety :>of computer functions. To earn a certificate of achievement, students must complete each of the required courses with a C grade or better. Course requirements can be completed by attending in the day or the evening or both. Please contact the Accounting and Information Management Department for current certificate information. This certificate requires 31 units of course work and takes two to three semesters to complete. Keyboarding Speed: 60 wpm . Business - Office Administration -Legal Office This is our basic general office support program with an emphasis on legal terminology. It prepares students for entry level employment in offices where knowledge of legal vocabulary is needed. To earn a certificate of achievement, students must complete each of the required courses with a C grade or better. Course requirements can be completed by attending in the day or the evening or both. This certificate requires 31 units of course work and take two to three semesters to complete. Keyboarding Speed: 60 wpm Business - Office Administration -Medical Office This is our basic general office support program with an emphasis on medical :,terminology. It prepares students for entry level medical office support 'positions in hospitals, medical offices, and health insurance companies. To earn a certificate of achievement, students must complete each of the required courses with a C grade or better. Course requirements can be completed by attending in the day or the evening or both. Please contact the Accounting and Information 'Management Department for current certificate information. This certificate requires 27 units of course work and takes two to three semesters to complete. Keyboarding Speed: 60 wpm Business - Real Estate We offer evening classes for those interested in studying real estate in order to become a better-informed consumer, an investor, or a professional in the field. To earn a certificate of achievement, students must complete each of the required courses with a C grade or better. All required courses are available in the evening. This certificate requires 24 units of course work and takes two semesters to complete. Business - Real Estate Salesperson's License In order to take the required examination for the real estate salesperson's license, applicants must complete Real Estate 160 - Principles of Real Estate. Also, either before obtaining their original license or within IS months after they have obtained it, salespeople must complete two additional basic real estate courses. Course requirements can be completed by attending in the evening. This certificate requires nine units of course work and takes one semester to complete. Business - Real Estate Broker's License In order to take the required examination for the real estate broker's license, applicants must complete the required courses in addition to other experience/education requirements. All required courses are available in the evening. one is also available in the day. This certificate requires 34 units of course work and takes two to three semesters to complete. Business - Retailing ` In this program, students build a solid foundation in all phases of retailing, merchandising, and management, and are then prepared to enter middle-management _.,training positions in large organizations or to assume broad responsibilities in ., small firms. <; To 'earn a certificate of achievement, students must complete each of the required courses with a C grade or better. Course requirements can be completed by attending in the day or the evening or both. For more information contact the Business Administration Department. This certificate requires 27 units of course work and takes two to three semesters to complete. Business-Small Business Management This program is designed to prepare students for planning, organizing; and operating a business in manufacturing, wholesaling, retailing, or service trade. The main thrust of the program is on managerial decision making under conditions of uncertainty and fierce competition. Courses involve studying case histories of decision-making issues and using business and management games to simulate the complicated interrelationships of various businesses. To earn a certificate of achievement, students must complete each of the required courses with a C grade or better. Course requirements can be completed by .attending in the day or the evening or both. This certificate requires 27 units of course work and takes two to three semesters to complete. Computer and Information Science Especially suitable for students who have four-year degrees, this program prepares students for a variety of programming or operations positions. F. To earn a certificate of achievement, students must complete each of the required courses with a C grade or better. Required courses are available in the evening. However, some are also offered in the day. This certificate requires 24.5 to 26 4 units of course work and take two to three semesters to complete. Computer Science - Computer Hardware Support A program for people entering the computer field in areas where a knowledge of both software (computer programming, operating systems, and applications) and hardware (computer electronic components) is essential. Such areas include the installation, support, and repair of microcomputers, especially those attached to local area networks (LANs) . Students seeking to complete this certificate will take courses in both Computer Science and Electronics. To earn a certificate of achievement, students must complete each of the required courses with a C grade or better. Required courses are available in the evening or on weekends. However, some are also offered in the day. This certificate requires 33.5 to 36' units of course work and takes two to three semesters to complete. Computer Science - Microcomputer Software Support This certificate gives students the skills in computer programming, personal " productivity applications, and data communications that they will need to succeed as a Software Support Specialist in a typical office environment where administrative and financial management is supported by personal computers. To be successful as a Software Support Specialist the individual must have an ` understanding of' the capabilities and limitations of microcomputers, be able to recommend personal productivity solutions to management, purchase and install stand alone and networked microcomputers and software, write instructions for using applications, and provide training on new systems. Students seeking this certificate take courses in both Computer Science and CIS. To earn a certificate of achievement, students must complete each of the required courses with a C grade or better. Required courses are available in the evening. However, some are also offered in the day. This certificate requires 26.3 to 26.8 units of course work and takes two to three semesters to complete. Construction and Building Inspection This program is designed to prepare students for a career in building inspection or construction inspection, and it is also valuable for those are already employed in the field but who wish to upgrade their skills. To earn a certificate of achievement, students must complete each of the required courses with a C grade or better and maintain a 2.5 grade point average. At least 50 percent of the courses must be taken within the Contra Costa Community College District, and 25 percent of the courses must be taken at DVC. Course requirements can be completed by attending in the day or the evening or both. This certificate requires 32 units of course work and takes two to three semesters to complete. ' Construction Supervision and Superintendency This program is designed for those preparing for supervision responsibilities in the construction industry. To earn a certificate of achievement, students must complete each of the required courses with a C grade or better and maintain a 2.5 grade point average. j►t least 50 percent of the courses must be taken within the Contra Costa. Community College District, and 25 percent of the courses must be taken at DVC. - Course requirements can be completed by attending in the day or the evening or both. This certificate requires 28 units and take two to three semesters to complete. Construction Management This two-year program is designed to prepare students for positions in middle management or as technicians in the construction industry, working with a contractor, architect, engineer, or supplier and including such duties as material takeoff, estimating costs, purchasing, and timekeeping. To earn a certificate of achievement, students must complete each of the required courses with a C'grade or better and maintain a 2.5 grade point average. Course requirements can be completed by attending in the day or the evening or both. At least 50 percent of the courses must be taken within the Contra Costa Community College District, and 25 percent of the courses must be taken at DVC. This certificate requires 37 units and takes four semesters to complete. Dental Assisting This program prepares students for administrative support and chair side assisting in dental offices, hospitals and clinics, insurance agencies, dental x-ray laboratories and supply houses. The program of classroom instruction and clinical experience leads to the Certificate of Achievement in dental assisting. To earn a certificate, students must complete each of the required courses with a C grade or better and maintain a 2.0 grade point average. Requirements for dental assisting courses are only available in the day. However, required general education courses are available in the day or evening. The dental assisting program is accredited by the Commission on Dental Accreditation of the American Dental Association, and by the United States Department of Education. Students completing the certificate are prepared to take California's Registered Dental Assistant examination, and the national Certified Dental Assistant Examination. Selected classes may meet lower division requirements for the Bachelor of Vocational Education at selected campuses of CSU or the Bachelor of Arts in Health Administration in private universities. Consult with college counselors for more information. Students in the program must complete a cardiopulmonary resuscitation course and have a valid copy of the certification card on file in the Dental Assisting Office by January of their second semester. For an information sheet describing admission requirements and a special application (to be . submitted by May 1), contact the Admissions Office. This certificate requires.40.5 units and takes. three semesters to complete. Dental Hygiene This two-year program of classroom instruction and clinical experience prepares students to perform the educational, clinical (teeth cleaning) , and laboratory responsibilities of a dental hygienist. The program is accredited by the Commission on Dental Accreditation of the American Dental Association and by the United States Department of Education and approved by the California State Board of Dental Examiners. To earn a certificate of achievement, students must complete the A.A. degree requirements (unless they already hold this or a higher degree) and achieve a grade of "C" or better in each of the required courses. Requirements for dental hygiene courses are only available in the day. However, required. general education courses are available in the day or evening. Students who have the greatest success of being admitted into the Program have completed the required .science courses prior to application (but within the last five years) . After completing our program, students are eligible to take the National Board Examination, California RDH Examination, as well as many other state board examinations. Students in the dental hygiene program must complete a cardio-pulmonary resuscitation course and have a valid copy of the certification card on file in the Dental Hygiene Office by the beginning of their second semester. For an information sheet describing admission requirements and a special application (to be submitted by March 31), contact the Admissions Office. The Allied Health Professions Admission Test is required for application to the Program. This certificate" requires 87 to 90 units of course work and takes two years to complete. Dental Laboratory Technology This program prepares students to construct removable and fixed prosthetic appliances; construct and cast inlays, crowns, and bridges; and prepare ceramic jackets. ,To earn a certificate of completion, students must complete each of the required courses with a C grade or better. Required courses are only available in the ,day. ,However, recommended courses are available in the day or evening. Please contact the Dental Technology Department for current certificate information. =For an information sheet describing admission requirements and a special application (to be' submitted by May 1) , contact the Admissions Office. A tooth -carving test is required for admission to the program. This certificate requires 22 units of course work and takes two semesters to complete. Early Childhood Assistant This is the basic certificate program in early childhood education. Our program prepares students to meet the new and stringent demands of today's child care centers, preschool programs, and nursery schools. The certificate meets the California State Department of Social Services, Community Care Licensing, Title 22, Division 6 requirements for a fully qualified teacher. To earn a certificate of achievement, students must complete each of the required courses with a grade of C or better. Course requirements can be completed by attending in the day or the evening or both. This certificate requires 26 units of course work and takes two to three semesters to complete. Early Childhood Assistant - Children's Center Instruction This certificate meets California State Department of Education requirements for a Children's Center Instruction Permit and enables graduates to work in federally funded and state-funded centers. To earn a certificate of achievement, students must complete each of the required ,courses with a grade of C or better. Course requirements can be completed by attending in the day or the evening or both. This certificate requires 45 units of course work and takes three to four semesters to complete. Early Childhood Assistant - Family Day Care Provider/Foster Care Provider This program prepares students to become family day care providers and/or foster care providers. It anticipates a legislative mandate of such training fqr . licensure. .To earn a certificate of achievement, students must complete each of the required courses with a grade of C or better. Course requirements can be completed by attending in the day or the evening or both. This certificate requires 16 to 18 units of course work and takes two semesters to complete. Electronics - Electronic Service Technology This program prepares students for jobs installing, repairing, maintaining and servicing electronic equipment. Selected courses may meet some of the lower division requirements for Bachelor of Science programs in Engineering Technology and Industrial Technology at certain California State University campuses and private technical colleges. To earn a certificate of achievement, students must complete the required courses with a grade point average of at least 2.5. Course requirements can be completed by attending in the day or the evening or both. Consult with electronics department faculty and college counselors for more information. This certificate requires 18 units of course work and takes one to two semesters to complete. Electronics - Advanced Electronic Technology This is an advanced program that includes courses on troubleshooting, computer `.:circuits, and programming. It is designed for those who complete the Electronic -Service Technology certificate and wish to upgrade their skills. Selected `courses may meet some of the lower division requirements for Bachelor of Science programs in Engineering Technology and Industrial Technology at certain California State University campuses and private technical colleges. Aro earn a certificate of achievement, students must complete the required courses with a grade point average of at least 2.5. Consult with electronics department faculty and college counselors for more information. Course requirements can be completed by attending in the day or the evening or both. This certificate requires 38 to 30 units of course work and takes two to three semesters to complete. Engineering Technology - Drafting This program qualifies students to work with engineers in jobs requiring them to prepare, interpret and revise technical engineering drawings using both manual and Computer-Aided-Drafting (CAD) methods. The engineering technologist works as support staff to engineers in both field and laboratory environments. Selected courses may meet some of the lower division requirements for Bachelor of Science programs in Engineering or Industrial Technology at certain California State University campuses. To earn a certificate of achievement, students must complete each of the required courses with a grade point average of 2.5 or better. Consult with engineering department faculty and college counselors for more information. Required courses can only be completed by attending a combination of day and evening classes. This certificate requires 45 to 46 units of course work and takes' three to four semesters to complete. Engineering Technology - Materials Testing This program prepares students to work with engineers in jobs requiring them to evaluate, test, inspect, and categorize different materials such as soils, concrete, and plastics. Selected courses may meet some of the lower division requirements for Bachelor of Science programs in Engineering or Industrial ,,.Technology at certain California State University campuses. .To earn a certificate of achievement, students must complete each of the required courses with a grade point average of at least 2.5. Required courses can only be completed by attending a combination of day and evening classes. Consult with _ engineering department faculty and college counselors for more information. This certificate requires 47 to 48 units and takes four semesters to complete. Engineering Technology - Surveying This program prepares students to work with engineers, architects, and contractors in jobs requiring them to do land surveying, evaluation, and recording. Selected courses may meet some of the lower division requirements for Bachelor of Science programs in Engineering or Industrial Technology at certain California State University campuses. To earn a certificate of achievement, students must complete each of the required courses with a grade point average of at least 2.5. Required courses can only be completed by attending a combination of day and evening classes. Consult with engineering department.faculty and college counselors for more information. This certificate requires 45 units and takes three to four semesters to complete. Environmental Hazardous Materials Technology In this program, students will learn the necessary skills and knowledge to handle hazardous materials in a way that is in compliance with governmental regulations, ,while simultaneously protecting human health and the environment. The program ,,,is designed for .students wishing to enter the field and for technicians who are already employed but who wish to upgrade their skills. To earn a certificate of achievement, students must complete the required courses with a C grade or better. Most required courses are available in the evening. However, a few are only available in the day. This certificate requires 39 units and takes three to four semesters to complete. Facilities Maintenance Technology This program prepares students for employment in the field of facilities maintenance, building maintenance, and plant maintenance. Students will learn how to install, maintain, and repair building and plant equipment using machine tools, electronic test equipment, and precision measuring devices. Instruction will include theory and operation of machine tools and electrical equipment, as well as blueprint reading, materials of construction, and environmental hazardous materials. Advanced training and certificate programs in Construction, Electronic Technology, Environmental Technology, Environmental Hazardous Materials Technology, and Machine Technology are also available through Diablo Valley 'College. .To earn a certificate of completion, students must complete each of the required courses with a grade of C or better. This certificate requires 14 to 16 units of course work and takes one semester to complete. Horticulture This broad program prepares students for employment in plant production, pest management and retail nurseries. It will assist students preparing to take the California Association of Nurseryperson I a exam and the Aboriculture certification -exam. To earn a certificate of achievement, students must complete the required courses with a grade point average of at least 2.0. Course requirements are available in the evening and on weekends. This certificate requires 27 to 28. units of :course work and takes two to three semesters to complete. Horticulture - Landscape Construction This program prepares students to enter the landscape construction industry. Students are prepared to take the California C-27 Landscape Contracting examination. Elements of the program will assist students to prepare for the California Landscape Contractors Association's CLT examination. To earn a certificate of achievement, students must complete the required courses with a grade point average of at least 2.0. Course requirements are available in the evening and on weekends. This certificate requires 31 units of course work and takes two to three semesters to complete. Horticulture - Landscape Design This program prepares students for entry level positions in landscape architecture offices. Elements of the program will assist students to prepare for the California Nurseryperson's certification examination. Students will develop portfolios which may be necessary for entrance into landscape design baccalaureate degree programs at University of California, Davis, California Polytechnical University at San Luis Obispo, and Pomona. *To earn a certificate of achievement, students must complete the required courses ' i�with a grade point average of at least 2.0. Course requirements are available in the evening and on weekends. This certificate requires 33 to 34 units of course work and takes two to three semesters to complete. sa No.rticulture-Landscape Maintenance Students are prepared for positions in the landscape maintenance field and to the California Landscape Contractors Association's (CLTM) examination. . Elements of the program will also assist students preparing for the California . Nurseryperson's certification examination. To earn a certificate of achievement, students must complete the required courses with a grade point average of at least 2.0. . Course requirements are available in the evening and on weekends.. This:'certificate requires 39 to 40 units and takes three to four semesters to complete. Notel and Restaurant Managesent - Baking and Pastry This in-depth training program prepares students for many entry-level positions in small and large bakeries, specialty pastry shops, dessert catering and dessert preparation in restaurants. Graduates enter the baking and pastry field, and many have started their own businesses. To earn a certificate of achievement, students must complete the required courses with a C grade or better. Course requirements may only be completed by attending a combination of day and evening classes. This certificate requires 41 units and takes three to four semesters to complete. Hotel and Restaurant Management -Culinary Arts This in-depth, hands-on training program prepares students for a professional ,culinary career. The certificate program is accredited by the American Culinary Federation Educational Institute, a national organization of professional chefs. Graduates enter the culinary field, and many have. progressed to the position of Executive Chef. To earn a certificate of achievement, students must complete the required courses with a C grade or better. Course requirements may be completed by attending a combination of day and evening classes. This certificate requires 51 to 54 units of course work and takes four semesters to complete. Hotel and Restaurant Management -Restaurant Management This in-depth, hands-on training program prepares students to begin their careers in restaurant management. Our graduates enter the hospitality industry, and many progress to management positions. To earn a certificate of achievement, students must complete the required courses with a "C" grade or better. Course requirements may only be completed by attending a combination of day and evening classes. This certificate requires 49 units of course work and takes four semesters to complete. Rotel and. Restaurant Management - Hotel Administration This program prepares students for numerous entry level and supervisory positions in the hotel industry. Classes are offered in the afternoon and evening. They are designed to serve both working professionals who wish to upgrade their skills and students who wish to enter the field. Many graduates advance to supervisory positions in the hotel industry. To earn a.certificate of achievement, students must complete the required courses with a C grade or better. Course requirements are available in the evening. This certificate requires. 34 units of course work and takes two to three semesters to complete. Library and Information Technology The Library and Information Services field offers many opportunities for employment. Information is the lifeblood of business, education and government. Information, its organization and retrieval, is the world of library and information services. This program prepares students for employment in this growing and dynamic field. The skills learned in this program may be used in public, school, and academic libraries, as well as in hospitals; banks; publishing; manufacturing and utility companies; consulting work; churches or synagogues; database business. The possibilities are as vast as the sea of information. If you like working with people, .books and information, consider a career in Library and Information Technology. To earn a certificate of achievement, students must complete the required courses with a grade point average of at least 2.5. Required courses are available in the evening. However, some are also offered in the day. This certificate requires 20 to 22 units of course work and takes two semesters to complete. Uachine Technology This program is designed for three categories of students: those wishing to enter the metal machining industry, those wishing to become an apprentice machinist or mechanical technician in research and development, and those wishing to transfer to four-year institutions and obtain a degree in mechanical engineering, tool design engineering, manufacturing engineering, metallurgy, or manufacturing processes. To earn a certificate of achievement, students must complete each of the required courses with a grade point average 2.5 or better. Required courses are available in the day. Some are also offered in the evening. This certificate requires 40.5 units of course work and takes three to four semesters to complete. Management Studies This program benefits students preparing to become managers and supervisors, and it is also valuable for persons already holding these positions. To earn a certificate of achievement, students must complete the required courses with a C grade or better. Required courses are available in the evening and some are also offered in the day. This certificate requires 30 units of course work and takes two to three semesters to complete. Music Industry Studies This program prepares students for a career in the music and recording industries. Classes are designed to serve both working professionals who wish to upgrade their skills and students who wish to enter the field. To earn a certificate of completion, students must complete the required courses with a C grade or better. Course requirements may only be completed by attending a combination of day and evening classes. This certificate requires 16 units of course work and takes one semester to complete. Respiratory Therapy This program prepares students to be respiratory therapists in one of the -;fastest-growing allied health professions in the nation. Therapists are involved , in the diagnosis, treatment, management and care of patients with deficiencies and abnormalities associated with the cardiorespiratory system, in both hospital and home environments. Completion of this Commission on Accreditation of Allied Health Education Program makes graduates eligible for the California State License Examination for Respiratory Care Practitioner (RCP) and the Registered Respiratory Therapist (RRT) credentialing examination of the National :- Board for Respiratory Care (NERC). This is a joint program with Ohlone College and is a model for .other colleges to follow. Students take their general education courses at DVC, laboratory and clinical courses at Ohlone College, and have supervised clinical practice at local hospitals. To earn a certificate of achievement, students must complete the requirements for an A.A. 'degree (unless they hold a higher degree). and maintain a 2.0 grade point average or better. See the Associate of Arts degree requirements listed in the "Requirements" section of this catalog. Upon completion, students will receive a certificate from Ohlone College and an A.A. .degree from DVC. For applications and information, contact the Career Development Office located in the Student Services Building. PROGRAM PREREQUISITES: one year each of high school algebra and chemistry or their college equivalents and completion of English 122. This certificate requires 81.5 units of course work and takes six to seven semesters to complete. Television Arts This program prepares students for entry-level positions in the television industry such as associate producer, assistant director, on-camera talent, camera operator, sound technician, video switcher, floor director, videotape editor, and " production assistant. Selected courses in the program may meet some lower division requirements for the Bachelor of Arts program at certain California State University campuses. Consult with 'a department faculty or .a college rcounselor for more information. To earn a certificate of achievement, students must complete the required courses with a C grade or better. Required courses can only be completed by attending a combination of day and evening classes. This certificate program requires 29.6 units of course work and takes two to three semesters to complete. Women's Programs and Services This program prepares students to volunteer or find paraprofessional employment with groups, agencies, and programs that focus on the needs of women. Some of the courses may transfer to four-year institutions or may be applied toward general education requirements. This certificate prepares students to pursue degrees in social welfare, social services, sociology, psychology, or social science. To earn a certificate of achievement, students must complete the required courses. Students must take the required courses for a letter grade and earn a C grade or better. Course requirements can be completed by attending in the day or the evening or both. Students may petition to use the CR/NC option by consulting a faculty advisor. This certificate program requires 30.5 units of course work and takes two to three semesters to complete. Diablo Valley College Vocational Program Career options sod Career Paths Administration of Justice Career Options:law Enforcement(e.g..Police Officer,inspector-Agriculture/Air Pollution, Investigator,Facaminer)Corrections(e.g., Corrections OM oer Jails/Prisons,Probation Officer,Parole Officer),Court System(e.g.. Clerical,Steaograpber,Bailif Lawyer.Judge), Private Security Officers Law Enforcement Career Ladder. Police Aid, Police Cadet/Intern, Traffic Control,Patrol Officer,Police Officer,Detcctive/Criminal Investigator/inspectors Alcohol and Drug Studies Career Options: Mental Health Assistant,Alcohol v and Drug Abuse Counselor,Correctional Addiction Counselor,Alcohol and Drug Educator, Community Services Worker,Crisis Prevention/Intervention Worker,Prevention Specialist Alcohol and Drug Studies Career Ladder. Intake Aide,Substance Abuse Technician, Paraprofessional Alcohol and Drug Abuse Counselor,Counselor,Psychologist,Program - Director,Social Worker,Nurse Business Career Options: Accounting Clerk(e.g.,Accounts Accounting PayableJReceivable,Billing,Payroll),Bookkeeper, Accountant(e g.,Certified Public Accountant, Tax,Management),Auditor,Controller,Bank Officer,Actuary,Financial Planner Accounting Career Ladder. General Accounting Cleric,Accounts Payable and Receivable Clerk, Payroll Clerk,Bookkeeper,Accountant,Auditor Office Administration • General Office Support• • Administrative Assistant* Cancer Options: Office Assistant,Administrative • Executive Secretary• Assistant,Administration Specialist(e.g.,Legal • Word/Information ProCaSing* Office,Medical Office.Public Sector,Private Legal pgce« Sector)Word/Information Processing Specialist, • Medical Office' Administration Supervisor/Manager $(These areas of emphasis will not be included in the 1998.99 Catalog) Office Administration Career Ladder.File Clerk, Receptionist,Office Assistant.Administrative Assistant.Executive Secretary Real Estate Career Options: Residential Realtor.Commercial - • Real Estate-Salesperson's Realtor,Appraiser,Real Estate Broker, Real License(license only) Estate Instructor,tor,Property Manager.Mortgage • Real Estate Broker's License Firm Loan Officer,Mortgage Loan Processor, Mortgage Loan Underwriter Mortgage Firm 1 Diablo Valley College Vocational Program Carew Options and Career Paths Brokerage Owner Real Estate Career Ladder•• Realtor,Real Estate Broker,Real Estate Firm Owner,Real Estate Broicerage Owner Retailing Carper Options: Buying and Merchandising, Sales and Marketing,Concept and Design,Store Operations,Finance(Control), Security, Personnel(human Resources),and Adminiatratian Buying and Merchandising Career Ladder. Assistant Buyer,Buyer, Merchandiser,Divisional Merchandise Manager Sales and Marketing Carter Ladder. Personal Shopper,Sales Associate,Sales Manager, Department Manager,Special Events Director Concept and Design Career Ladder. Visual Merchandiser,Display Director,Store Planner, Technical Designer,Product Developer Small Business Management Career Options: Small Business Manager,Small Business Owner,Entrepreneatr,Consulting, Import/Export(International)Business Manager/Owner Small Business Management Career Udder: Small Business Employee, Supervisor,Manager, ' Small Business Owner Consultant Computer Science Career Options: Computer Programmer,Software • Computer and Information Science Product Developer,Hardware Product Developer, • Computer Hardware Support Systems Developer,Systems Administrator. • Microcomputer Software Support Computer Applications Engineer,Technical Customer Support,Microcomputer Engineer, Computer Hardware Technician,Systems Analyst, Electronic Data Processing Manager,Electronic Data Processing Systems Analyst,Consultant Computer Science Career Ladder.Programming Aid,Computer Information Technician/Computer Service Tochnicaan,Programmer,Systems Analyst, Systems Developer,and Programming/Analyst Supervisor,Manager,and Executive Construction Career Options: Building Inspector,Estimator, • Co astrution and Building Inspection Superintendent,Contractor,General Comm= Construction Supervision and Superintendency • Construction Management Constriction Career Iadder: Laborer,Carpenter, Construction Supervisor,Estimator,Construction 2 Diablo Valley College Vocational Program Career Options and Career Paths Manager,Supetintendeot,Owner-Contractor Dental Career Options: Dental Assisting,Dental • Dental Assisting Hygiene,Dental Technician,Dentist,Small • Dental Hygiene Business Owner-Dental Lab or Dental Practice, • Dental Laboratory Technology Mfg Agent for Commercial Laboratories, Sales Rep for Dental Suppliers,Jewelry Making Dental Laboratory Career Ladder: Dental Technician„Dental Laboratory Supervisor, Manager,Owner Dentist Career Ladder.Dental Technology, Dentist,Dental Specialties(e.g.,Periodontist, Prostnodantist, Oral S Endodontist Early Childhood Career Options: Early Childhood Teacher, • Early Childhood Basic Certificate Preschool Teacher,Eleauatary Teacher,Early • Early Childhood Assistant-Children's Childhood Education Specialist,Family Day Care Center Instruction Provider • Early Childhood Assistant-Family Day Early Child Career Teacher Career Ladder. Early Cane Provider/Foster Care Provider Childhood Teacher Assistants,Early Childhood Associate Teachers,Early Childhood Teachers, Early Childhood Specialists(e.g.,Infant/Toddler Cate,Bilingual and Bicultural Development, Children with Exceptional Needs,Preschool Programming,Child Health,Parent/Teacher Relations),Master Teacher,Site Supervisor, Program Director, Early Childhood Teacher Educator . Engineering Technology Career Options: C.A.D.D.Operator,Piping • Drafting Designer,Engineering Aide,Structural Designer, • Materials Testing Architectural Drafter,Land Surveyor,Field • SurM ing Engineering Assistant,Planning Technician, Technical Salesperson,Engineer Engineering Technology Career Ladder. Skilled Craftsworker,Technician,Technologist, Engineer Assistant,Engineer/Scientist(e.g., Mechanical/RoboRics,Civil,Structural, Engineering Technology),Engineering Manager Electronics Career Options: Electronics Testers,Electronics • Electronic Service Technology Engineering Technician,Electronics Sales and • Advanced Electronic Technology Service Technician,Appliance Service • Computer Network Technology Technician,Electronics Technician Specialist (e.g.. Medical,Industrial,Radio and TV Broadest,Automotive,Communications, Electronic Consumer Product),Network Technician,?eleoommunication Technician, - Manufacxtuiag and Production Technicians, Electronics Products and Development Techni ' and Office Machine 3 Diablo Valley College Vocational Program Carer Options and Career Path Service Tccboidm E1au►cal and Electronics Rngi Electronic Technology Career Ladder. Electronics Technician,Electronics Technician Supervisor, Engjmeer Technician,Prodi ction Test Supervisor, Quality control Supervisor,Electrical and Electronics Engineer Environmental Hazardous Materials Technology Career Option: Environmental Hazardous Materials Technician Environmental Manager, Hazardous Waste Managemem Specialist,Soil Conservationist and Technician,Chemical Technician Hazardous Waste Contractor, Hazardous Waste Management Firm Owner, Hazardous Waste Consulting Firm Owner Hazardous Waste Management Career Ladder. Hazardous Waste Management Technicians, Hazardous waste Management specialist, Hazardous wase Manager,Incident Commander Horticulture: Career Options: Nursery Technidan,Propagator, • Basic Certificate Plant Breeder, Nursery Manager,Greenhouse • Landscape Construction Grower,Greenhouse Manager,Garden Center • Landscape Design Aga,Aftrist,I and Architect, • Landscape Maintenance Landscape Designer,Grounds Manager, Landscape Contractors, Landscape Maintenance, Golf course Manager,Lawn Service Speaalist, Interior Landscaper,Floriculture,Flower:.. Production,Wholesale Florists,Retail Florists, , Horticulture Therapy,Viticulturist,Olericulturist, Herbalist,Pomologist,Pest Controller Landscape Career Ladder. Landscaper, Landscape Designer,Landscape Contractor, Landscape Architect Hotel and Restaurant Management Career Options: General Hotel/Restaivant • Baking and Pastry Manager,Pastry Chet Executive Chep~Business • (unary Arts Owner,Purchasing Agent,Maitre C Hotel,Food • Restaurant Management and Beverage Director,Instructor,Food • Hotel Administration Stylist/Writer Pastry Chef Carver Ladder:Pastry Appnmtioe, Assistant Baker,Cake Decorator/Finisher,Pastry Cook Pastry Curet' Culinary Arts Career Ladder: Co*Sons Chet, Executive Chef Library and Information Technology Career Options: Library and Formation Assistant,Lubnary and Information Technician, - Technical Specialists(Lt.,Acquisitions, Circulation, Cataloging),Information Brokers, A Information Science Assistant,Media Center Assistant/Mana Librarian(e.&Public, Diablo Valley College Vocational Program Career Options and Career Paths Academic,and Special such as Media, Multimedia,Corporate,Medical,Law),Library Director Library and Idbrmation Technology Career Ladder: Un uy and Ieftoemstion Assistant, Library and Information Technician,Library and Information Systems Operations, Unary and Information System Automation,Librarian, Researcher and Teacher,Library Director Machine Technology Career Options: Machinist, Setup.Machinist, Maintenance Machinist,Tool and Die Maker, Insawntat Maker,Computer Numerical Machinist,Computer Numerical Programmer Inspector Machinist Career Ladder. Manual Machine Operator,Computer Numerical Control Machine Operator,Machine Specialist,Apprentice Machinist,Journeyman Machinist(Specialties include Maintenance Machinist,Tool&Die Maker,Computer Numerical Machinist) Management Studies Career Options: Business Administrator,Human Resource Manager,International Business Manager,Labor/Industrial Relations Manager, Marketing Manager,Corporate Manager, Operations Manager,Small Business Manager Corporate Management Career Ladder. First Level Supervisor/Manager/Foreman,Middle Manager,Top Level Manager,Executive Multimedia Caner Options: Content Expert,Writer,Editor, and Researcher,Graphic Professional, Sound Professional,Animator,Video Professional, Information Designer,Interface Designer,Video Game Designer,Programmer,Project Manager, Marketing and Sales Manager,Business and Legal Professional Multimedia Production Career Ladder. Project Team Member(e.g.,Writer,Graphic Professional, Sound Professional,Animator,Video Professional),Project Coordinator,Creative Director,Projax Manager,Executive Producer Music Industry Studies Career Options: Song Writer,Performer,Sound Designer,Sideman,Disk Jockey,.Entertainer, Music Manager/Agent,Recording Studio Manager,Recording Session Producer,Live Sound Crew,Recording Engineer,Sound Reinforcement Engineer,Equipment/Hardware Salesperson,Software Salesperson • 1 Diablo Valley College Vocational Program Career Option and Career Paths Music Industry Production Career Ladder: Song Writer,Performer,Sideman,Recording Engineer, Studio Coordinator,Associate Producer,Producer Respiratory Therapy Career Options: Respiratory Therapy Respiratory Therapy Carter Ladder. Respiratory Assistant,Respiratory Technician,Respiratory Therapist,Assistant Chief Therapist,Chief Therapist,Respiratory Therapist Educator Television Arts Career Options: Station Manager,Producer, Production Manager,Executive Producer,News Producer Director,News Writer,Reporter, Anchorperson,Actor,Chief Engineer,Videotape Engineer,Master Control Engineer,Engineering Technician,Technical Director,Camera Operator, Airtime Sales Representative Television Production Carter Ladder: Scriptwriter,Graphic Artist,Videotape Editor, Lighting Director,Cinematographer or Videographer,Cartoonist,Floor Manager,Unit Manager,Associate Producer, Producer, Production Manager,Executive Producer„ Assistant Director,Director,Executive Director Women's Programs and Services Career Options Human.Services: Telephone Counselors,Prevention Educator,Community Specialist,Mental Health Aides/Worker, Residential Counselor, Can Worker/Manager, Social Worker Aide,Eligibility Worker, Social Work Assistant,Community Outreach Worker, Community Services Worker,Program Coordinator,Program Administrator/Director, Social Worker,Counselor,Psychologist,Women Studies or Human Services Faculty Member Human Services Car=Ladder. Mental Health Assistant,Paraprofessional Counselor, Community Services Worker)Program Coordinator,Counselor 6 Diablo Valley College Vocational Program Career Options and Career Paths Music Industry Production Career Ladder. Song Writer,Performa,Sideman,Recording Engineer, Studio Coordinator,Associate Producer,Producer Respiratory Therapy Cancer Options: Respiratory Therapy Respiratory Therapy Career Ladder: Respiratory Assistant,Respiratory Technician,Respiratory Therapist,Assistant Chief Therapist,Chief Therapist,RPiratory Therapist Educator Television Arts Career Options: Station Manager,Producer; Production Manager,Executive Producer,News Producer Director,News Writer,Reporter, Aachorpaaan,Actor,Chief Engineer,Videotape Engineer,Master Control Engineer,Engineering Technician,Technical Director,Carrera Operator, Airtime Sales Representative Television Production Career L,adder. Scriptwriter,Graphic Artist,Videotape Editor, Lighting Director,Cinematographer or Videographer,Cartoonist,Floor Manager,Unit Manager,Associate Producer, Producer, Production Manager,Executive Producer, Assistant Director,Director,Executive Director Women's Programs and Services Career Options Human Services: Telephone. Counselors,Prevention Educator,Community Specialist,Mental Health Aides(Worker, Residential Counselor,Case Worker/Manager, Social Worker Aide,Eligibility Worker,Social Work Assistant,Community Outreach Worker, Community Services Worker,Program Coordinator,Program Administrator/Director, Social Worker,Counselor,Psychologist,Women Studies or Human Services Faculty Member Human Services Career Ladder: Meatal Health Assistant,Paraprofessional Counselor, j Community Services Worker/Program Coordinator,Counselor Appendix F: Part 1 Certification -- Revised 11/4/97 District: Contra Costa CCD College: Contra Costa College COLLEGE DISTRICT CERTIFICATION I certify that the information contained in the application is correct and that my college and the county ,social services department have jointly discussed and agreed upon the delivery of educational services for Ca1WORKs participants, including instruction and support services. As a condition of receiving these funds, the college agrees to complete and submit the appropriate forms and expenditure reports to the Chancellor's Office. Signature, District Chancellor Date Signature, Preside /Superintendent Date Contact Person: Name: Title: Phone Number: ACADEMIC SENATE CERTIFICATION I certify that local district and/or college planning and curriculum development processes were followed th regard to academic and professional matters requiring collegial consultation pur,u to Section 53 r4 of Title 5 of theCaliforniaCalifornia Code of Regulations. l74 D Signature. Academic Senate President Date COUNTY WELFARE DEPARTMENT CERTIFICATION I certify to the county's need for the services covered by the Community College CalWORKs Funding and that my department and the community college jointly discussed and agreed upon the delivery of educational services for CalWORKs participants, including instruction and support services. I also certify the number of additional CalWORKs recipients that will be referred to the college to receive additional funding for instruction. (For multiple county offices,please include an additional page with appropriate signatures.) Contact Person: Signature, County Welfare Director Name: Title: County Office: Phone Number: Address: City/Zip: Date: District must submit completed and certified application to: Connie Anderson, Ca1WORKs Unit Coordinator, Chancellor's Office, California Community Colleges, 1107 Ninth Street, 2nd Floor, Sacramento, CA 95814-3607. For information or assistance, please call Connie Anderson (916) 324-2353. -40- Appendix F,Part 2: r Plan for Ca1WORKs Program Please complete the narrative and the budget chart for each of the program areas: Al: Curriculum Development and Redesign Describe the curriculum that you plan on developing and redesigning with the CaIWORKs funding. Please answer the following questions for each program you are going to develop or redesign. Attach additional sheets as needed. Also, complete the attached chart (A2)that describes how you are going to utilize the funding to achieve these objectives. If you are not using 8% of your allocation for this purpose, you must still describe the curricula/programs that colleges have developed or redesigned utilizing other funding sources: 1. Name of curriculum moor program that is going to be developed or redesigned. Certified Nursing Assistant -Home Health Aide 2. Offered in the credit or non-credit mode? Credit 3. Prepares recipients for what jobs at what pay level. $8 - $12/hr 4. Are the programs open entry/open exit,yes or no? Not at this time, due to the nature of this course and the necessity of student/teacher interaction and sequence. Potential for open entry, open exit can be discussed and planned. This is a short term program. A complete cycle is every semester. 5. Provide evidence that the program will prepare students for a job that is in demand in the labor market or is in an emerging population. According to Labor Market Reports, there will be an increase of 500/6 in hiring Certified Nursing Assistants and Home Health Aides. CNA-HHA Certifications are currently in demand by Health-Care agencies and Skilled Nursing Facilities. i r Al: Curriculum.Development& Redesign (continued) 6. Provide evidence of collaboration with localartners including the county P g welfare department. The CNA-HHA program is supported by local PIC agencies, as well as EDD and the C.A.M.P. Program. The students receive clinical experience at Doctor's Medical Center(Pinole and San Pablo campus), and at Creekside Care Center. Social Services will be made a partner in the Program's Advisory Board. 7. Describe how the program will articulate with more advanced educational • programs. This program is an ideal opportunity for students to learn about the Health-Care profession and acquire a strong foundation in basic care. Graduates may decide to continue to Licensed Vocational Nurse or Registered Nursing Program. 8. Are telecommunications going to be used in the delivery of instruction? If so, how? There is a great deal of potential for telecommunications. The development of appropriate modules as telecourses or internet courses is a viable possibility. 9. How are job preparation skills and career education going to be integrated into the curriculum? This program will be assisted by a team consisting of the core Instructor, Job Developer, a Professional Advisor, and a Cooperative Education Instructor. When a student is declared job ready by this team, the student will be given 8 hours of work skills training: We will provide career education workshops that will inform students of current career opportunities and match these with student interest and labor market needs. We will require all Ca1WORKs participants to complete a Job Preparation Skills(soft skills)workshop (8-10 hours)which will be scheduled bi-weekly, students will be referred directly after assessment or after acquiring necessary skills from vocational training classes. Workshops will be taught by career counselors and employment specialists and will include video-taped practice interviews, motivational topics, and self-directed job search training. Career education and Counseling will be a part of the assessment. Al: Curriculum Development& Redesign (continued) 10. Is the program going to include internships or work experience activities?. If so, describe. Students are required to spend 16 hours per week/18 weeks practicing clinical skills. 12 hours per week are spent in skilled nursing facilities. Students have the opportunity to become confident and competent in the required skills for CNA-HRA. Specific skills are identified and students must achieve a satisfactory grade in order to be successful. 'Students will be offered work study internships as part of the program. Individual referrals may be offered to the Private Sector employers if they meet the 25 / 75 annerstup agreement of CalWORKs requirements. 11. How is the program going to link with job development/job placement to 1) find jobs when the students have completed their program and 2)track students into employment? A. After or nearing the completion of their educational program,participants will be assessed by a placement team to determine readiness for employment; the process will consist of the students continuing their vocational training while attending job seeking skills classes and receiving assistance from the placement staff. B. We will tap existing employer contacts and partnerships; we will establish new partnerships through city Chamber of Commerce meetings, employer conferences, and cold calling(developing new partnerships with previously unsolicited employers). C. We will offer incentives to employers, i.e.WOTC tax credit. D. The college is already a networking partner with RichmondWORKS, a.consortium of West Contra Costa County community based agencies and employment and training providers including but not limited to: EDD, Contra Costa College, Contra Costa County Department of Social Services, Contra Costa County Private Industry Council,Rubicon Programs,Inc., Richmond Neighborhood House, and the Iron Triangle Community Collaborative. Contra Costa College is also a partner with the Contra Costa County Employer Connection, a similar consortium coordinated county-wide by the Contra Costa County Private Industry Council. E. Workstations connecting the college with East Bay Works, a consortium of 16 One Stop Centers,will be electronically linked with Contra Costa College's Job Placement Office, providing expanded job placement services for CalWORKs graduates. EDD, Contra Costa College, Contra Costa County Department of Social Services and Richmond PIC are collaborative partners of the Hilltop One Stop Center;this will allow maximum coordination with these key organizations. Al: Curriculum Development& Redesign (continued) F. Contra Costa College job development staff will initiate a follow-up system to contact participants who have been placed into employment that will comply with Ca1WORKs guidelines. G. The job development staff will coordinate with Cooperative Work Experience instructors who will make employer site visits to assist with compiling placement data. H. The job development staff will network with EDD representatives working at the college site to access employment follow-up information. I. Our own tracking system will be enhanced by the tracking system used by East Bay Works. Our active participation in the East Bay Works Consortium will allow us access to their tracking database. Contra Costa College Certified Nursing Assistant Home Health Program Requirements for the program. COST > College Assessment Test > Complete College Application > Register for Orientation to CNA-HSA $13.00 Register for Nursing 202- 12 units $156.00 Register for English 103 .5 units $6.50 > Malpractice Insurance $7.50 > Materials Fee $10.00 > Photo ID $2.00 > Complete.Physical Exam and Blood Tests before $100.00 approx. entering the program CPR before entering program 20-40 Purchase in Bookstore > Textbooks: Sorrento, Nursing Assistant > Birchenall Homemaker/Home Health Aide $40.00 and workbooks $40.00 > Syllabus CNA-HHA approx. $10.00 Uniforms $50.00 Shoes $50:00 Stethoscope $25.00 State Exam $85.00 $600.00 per student Purchase Courseware: $1,000 Appendix F, Part 2: Plan for Ca1WORKs Program Please complete the narrative and the budget chart for each of the program areas: z_ Al: Curriculum Development and Redesign Describe the curriculum that you plan on developing and redesigning with the Ca1WORKs funding. Please answer the following questions for each program you are going to develop or redesign. Attach additional sheets as needed. Also, complete the attached chart (A2) that describes how you are going to utilize the funding to achieve these objectives. If you are not using 8% of your allocation for this purpose, you must still describe the curricula/programs that colleges have developed or redesigned utilizing other funding sources: 1. Name of curriculum or program that is going to be developed or redesigned. Customer Service/Retail Applied skills. 2. Offered in the credit or non-credit mode? This course will be offered for Credit. 3. Prepares recipients for what jobs at what pay level? Customer Service/Retail positions in the East Bay range from $8 to $12 per hour. 4. Are the programs open entry/open exit,yes or no? Yes, this course will be an open entry/open exit program. 5. Provide evidence that the program will prepare students for a job that is in demand in the labor market or is in an emerging population. According to Department of Labor and California Employment Development Department of Economic indicators for Alameda and Contra Costa County, positions in retail and customer service are one of the fastest growing areas of employment opportunities. Retail has expanded in the East Bay. Locally, the largest retail employers in West Contra Costa County are: Hilltop Shopping Center, Wards, Safeway Stores, and Lucky Stores. These companies have participated in the design of this program and meet their requirements for employment. Al: Curriculum Development& Redesign (continued). 6. Provide evidence of collaboration with local partners including the county welfare department. The course will develop an Advisory Committee which will include Social Services Case Managers, hilltop Mall Managers, small Business Managers, and the Richmond Chamber of Commerce. It will also be in collaboration with the East Bay Works, (16 One Stop Centers)Richmond and County PIC's. 7. Describe how the program will articulate with more advanced educational .programs. This program will be designed as elective credit towards an AA degree in Business. 8. Are telecommunications going to be used in the delivery of instruction? If so, how? This is a great potential for telecommunications. Workbooks that coincide with telecommunications delivered curriculum will be employed. 9. How are'job preparation skills and career education going to be integrated into Y the curriculum? This program will be assisted by a team consisting of the core Instructor, Job Developer, a Professional Advisor, and a Cooperative Education Instructor. When a student is declared job ready by this team, the student will be given 8 hours of work skills training: We will provide career education workshops that will inform students of current career opportunities and match these with student interest and labor market needs. We will require all CalWORKs participants to complete a Job Preparation Skills(soft skills)workshop(8-10 hours)which will be scheduled bi-weekly; students will be referred directly after assessment or after acquiring necessary skills from vocational training classes. Workshops will be taught by career counselors and employment specialists and will include video-taped practice interviews, motivational topics, and self-directed job search training. Career education and Counseling will be a part of the assessment. Al: Curriculum Development & Redesign (continued) 10. Is the program going to include internships or work experience activities? If so, describe. Students will be offered work study internships as part of the program. Individual referrals may be offered to the Private Sector employers if they meet the 25 /75 partnership agreement of Ca1WORKs requirements. 11. How is the program going to link with job development/job placement to 1) find jobs when the students have completed their program and 2) track students into employment? A. After or nearing the completion of their educational program, participants will be assessed by a placement team to determine readiness for employment; the process will consist of the student continuing their vocational training while attending job seeking skills classes and receiving assistance from the placement staff. B. We will tap existing employer contacts and partnerships; we will establish new partnerships through city Chamber of Commerce meetings, employer conferences, and cold calling (developing new partnerships with previously unsolicited employers). C. We will offer incentives to employers, i.e. WOTC tax credit. D. The college is already a networking partner with RichmondWORKS a consortium of West Contra Costa County community based agencies and employment and training providers including but not limited to: EDD, Contra Costa College, Contra Costa County Department of Social Services, Contra Costa County Private Industry Council, Rubicon Programs, Inc., Richmond Neighborhood House, and the Iron Triangle Community Collaborative. Contra Costa College is also a partner with the Contra Costa County Employer Connection, a similar consortium coordinated county-wide by the Contra Costa County Private Industry Council. E. Workstations connecting the college with East Bay Works, a consortium of 16 One Stop Centers, will be electronically linked with Contra Costa College's Job Placement Office, providing expanded job placement services for CalWORKs graduates. EDD, Contra Costa College, Contra Costa County Department of Social Services and Richmond PIC are collaborative partners of the Hilltop One Stop Center; this will allow maximum coordination with these key organizations. F. Contra Costa College job development staff will initiate a follow-up system to contact participants who have been placed into employment that will comply with CMWORKs guidelines. Al: Curriculum Development & Redesign (continued) G. The job development staff will coordinate with Cooperative Work Experience instructors who will make employer site visits to assist with compiling placement data. H. The job development staff will network with EDD representatives working at the college site to access employment follow-up information. I. Our own tracking system will be enhanced by the tracking system used by East Bay Works. Our active participation in the East Bay Works Consortium will allow us access to their tracking database. o o r. o a,- tv 'A 4 0 goo 0 Cg- s t rp Cl. En "a ap Ivo Put 14 Appendix F, Part 2: Plan for CaIWORKs Program Please complete the narrative and the budget chart for each of the program areas: Al: Curriculum Development and Redesign Describe the curriculum that you plan on developing and redesigning with the CaIWORKs funding. Please answer the following questions for each program you are going to develop or redesign. Attach additional sheets as needed. Also, complete the attached chart(A2)that describes how you are going to utilize the funding to achieve these objectives. If you are not using 8% of your allocation for this purpose, you must still describe the curricula/programs that colleges have developed or redesigned.utilizing other funding sources: 1. Name of curriculum or program that is going to be developed or redesigned. Public Safety Dispatcher Course 2. Offered in the credit or non-credit mode? This course will be offered for credit. 3. Prepares recipients for what jobs at what pay level? Graduating students will enter employment ranging in salary from$15,000 to $30,000: Police Dispatcher $30,000 Tani Dispatcher$15,000 to $18,000 per year, Security Dispatcher $15,000 per year. 4. Are the programs open entry/open exit,yes or no? This new curriculum,will be a part of the Administration of Justice program. The course will be modularized to meet criteria of an open entry/exit program. 5. Provide evidence that the program will prepare students for a job that is in demand in the labor market or is in an emerging population. This is a State Certified Program that is required of Public Safety Dispatcher. Employment potential is growing and there area projected 20 openings for dispatchers in Contra Costa County each year. EDD reports the increase in job openings to be 5.6% in Contra Costa County and 13% in Alameda County. • Al: Curriculum Development & Redesign (continued) 6. Provide evidence of collaboration with local partners including the county welfare department. The Administration of Justice Program and the Dispatchers model is supported by the Police and Sheriffs Departments in Contra Costa County. This program is also in partnership with West Contra Costa Unified School District(Richmond High School) Health and Safety Academy. Social Services will be an integral part of the referrals progress, completion, and placement. 7. Describe how the program will articulate with more advanced educational programs. This course will count as an Elective credit towards the A.S. Degree in Administration of Justice. The program's curriculum is also interfaced with the Office Information Program at Contra Costa College, 8. Are telecommunications going to be used in the delivery of instruction? If so, how? Radio, Telephone, and Computer Keyboarding are taught in this course. In addition, the program will interface with the local One Stop Center for placement and program service. 9. How are job preparation skills and career education going to be integrated into the curriculum? This program will be assisted by a team consisting of the core Instructor, Job Developer, a Professional Advisor, and a Cooperative Education Instructor. When a student is declared job ready by this team, the student will be given 8 hours of work skills training: We will provide career education workshops that will inform students of current career opportunities and match these with student interest and labor market needs. We will require all Ca1WORKs participants to complete a Job Preparation Skills (soft skills) workshop (8-10 hours)which will be scheduled bi-weekly; students will be referred directly after assessment or after acquiring necessary skills from vocational training classes. Workshops will be taught by career counselors and employment specialists and will include video-taped practice interviews, motivational topics, and self-directed job search training. Career education and Counseling will be a part of the assessment. Al: Curriculum Development& Redesign (continued) 10. Is the program going to include internships or work experience activities? If so, describe. Students will be offered work study internships at Police Dispatcher Centers as part of the program. Individual referrals may be offered to the Private Sector employers if they meet the 25 /75 partnership agreement of CalWORKs requirements. 11. How is the program,going to link with job development/job placement to 1) find jobs when the students have completed their program and 2) track students into employment? A. After or nearing the completion of their educational program, participants will be assessed by a placement team to determine readiness for employment; the process will consist of the student continuing their vocational training while attending job seeking skills classes and receiving assistance from the placement staff. B. We will tap existing employer contacts and partnerships;.we will establish new partnerships through city Chamber of Commerce meetings, employer conferences, and cold calling(developing new partnerships with previously unsolicited employers). C. We will offer incentives to employers, i.e. WOTC tax credit. D. The college is already a networking partner with RichmondWORKS, a consortium of West Contra Costa County community based agencies and employment and training providers including but not limited to: EDD, Contra Costa College, Contra Costa County Department of Social Services, Contra Costa County Private Industry Council, Rubicon Programs, Inc., Richmond Neighborhood House, and the Iron Triangle Community Collaborative. Contra Costa College is also a partner with the Contra Costa County Employer Connection, a similar consortium coordinated county-wide by the Contra Costa County Private Industry Council. E. Workstations connecting the college with East Bay Works, a consortium of 16 One Stop Centers, will be electronically linked with Contra Costa College's Job Placement Office, providing expanded job placement services for CalWORKs graduates. EDD, Contra Costa College, Contra Costa County Department of Social.Services and Richmond PIC are collaborative partners of the Hilltop One Stop Center; this will allow maximum coordination with these key organizations. F. Contra Costa College job development staff will initiate a follow-up system to contact participants who have been placed into employment that will comply with CalWORKs guidelines. Al: Curriculum Development & Redesign (continued) G. The job development staff will coordinate with Cooperative Work Experience • instructors who will make employer site visits to assist with compiling placement data. H. The job development staff will network with EDD representatives working at the college site to access employment follow-up information. I. Our own tracking system will be enhanced by the tracking system used by East Bay Works. Our active participation in the East Bay Works Consortium will allow us access to their tracking database. � � "730 �• � � v G c� �" r pp �' �+fig'► � �; � �• a �y � 0 WTI coGo O �i-� O G• ��,• p� f � ✓ ZDCID `cno ✓ w � N M � 4 OIn+ cs• '� 11 r � � �I1 Appendix F,Part 2: Plan for CalWORKs Program Please complete the narrative and the budget chart for each of the program areas: Al: Curriculum Development and Redesign Describe the curriculum that you plan on developing and redesigning with the Ca1WORKs funding. Please answer the following questions for each program you are going to develop or redesign. Attach additional sheets as needed. Also, complete the attached chart(A2)that describes how you are going to utilize the funding to achieve these objectives. If you are not using 8% of your allocation for this purpose, you must still describe the curricula/programs that colleges have developed or redesigned utilizing other funding sources: 1. Name of curriculum or program that is going to be developed or redesigned. Automotive: Tune up Specialist, Oil/Lube Specialist 2. Offered in the credit or non-credit mode? Non-Credit 3. Prepares recipients for what jobs at what pay level? This course will prepare students to various automotive tune up and lubricant systems. It will introduce safety, hand tools, breaks, cooling and lubricant systems and terminology in the field that will prepare students for employment. Pay range from $7- $12 per hour. 4. Are the programs open entry/open exit,yes or no? Yes. 5. Provide evidence that the program will prepare students for a job that is in demand in the labor market or is in an emerging population. Employment Development Department Labor Market Division and the Contra Costa Employment by industry projections.through 2001 indicate continual growth in areas served by the program. Al: Curriculum Development& Redesign (continued) M 6. Provide evidence of collaboration with local partners including the county ti welfare department. This course as part of the Automotive Services Program will be serviced by an Advisory Committee that is composed of local businesses and service partners: ]East Bay Works, Richmond and County PIC's,Richmond Chamber of Commerce(100+ companies), and IDD. The Social Service department will also be asked to serve as an advisor. 7. Describe how the program will articulate with more advanced educational programs. This module will articulate with the certificated Automotive Program. 8. Are telecommunications going to be used in the delivery of instruction? If so, how? No. 9. How are job preparation skills and career education going to be integrated into the curriculum? This program will be assisted by a team consisting of the core Instructor, Job Developer, a.Professional Advisor, and a Cooperative Education Instructor. When a student is declared job ready by this team, the student will be given 8 hours of work skills training: We will provide career education workshops that will inform students of current career opportunities and match these with student interest and labor market needs. We will require all CalWORKs participants to complete a Job Preparation Skills (soft skills)workshop (8-10 hours)which will be scheduled bi-weekly; students will be referred directly after assessment or after acquiring necessary skills from vocational training classes. Workshops will be taught by career counselors and employment specialists and will include video-taped practice interviews, motivational topics, and self-directed job search training. Career education and Counseling will be a part of the assessment. Al: Curriculum Development & Redesign (continued) 10. Is the program going to include internships or work experience activities? If so, describe. Students will be offered Work Study internships as part of the program. Individual referrals may be offered to the Private Sector employers if they meet the 25 /75 partnership agreement of Ca1WORKs requirements. 11. How is the program going to link with job development/job placement to 1) find jobs when the students have completed their program and 2)track students into employment? A. After or nearing the completion of their educational program, participants will be assessed by a placement team to determine readiness for employment; the process will consist of the student continuing their vocational training while attending job seeking skills classes and receiving assistance from the placement staff. B. We will tap existing employer contacts and partnerships;we will establish new partnerships through city Chamber of Commerce meetings, employer conferences, and cold calling (developing new partnerships with previously unsolicited employers). C. We will offer incentives to employers, i.e. WOTC tax credit. D. The college is already a networking partner with RichmondWORKS, a consortium of West Contra Costa County community based agencies and employment and training providers including but not limited to: EDD, Contra Costa College, Contra Costa County Department of Social Services, Contra Costa County Private Industry Council, Rubicon Programs, Inc., Richmond Neighborhood House, and the Iron Triangle Community Collaborative. Contra Costa College is also a partner with the Contra Costa County Employer Connection, a similar consortium coordinated county-wide by the Contra Costa County Private Industry Council. E. Workstations connecting the college with East Bay Works, a consortium of 16 One Stop Centers, will be electronically linked with Contra Costa College's Job Placement Office, providing expanded job placement services for Ca1WORKs graduates. EDD, Contra Costa College, Contra Costa County Department of Social Services and Richmond PIC are collaborative partners of the Hilltop One Stop Center;this will allow maximum coordination with these key organizations. F. Contra Costa College job development staff will initiate a follow-up system to contact participants who have been placed into employment that will comply with Ca1WORKs guidelines. Al: Curriculum Development& Redesign (continued) G. The job development staff will coordinate with Cooperative Work Experience instructors who will make employer site visits to assist with compiling placement data. H. The job development staff will network with EDD representatives working at the college site to access employment follow-up information. I. . Our own tracking system will be enhanced by the tracking system used by East Bay Works. Our active participation in the East Bay Works Consortium will allow us access to their tracking database. s• � Sao (ern �} 5•b 0 r� t/� • p 54. ar �. 0 'F,�. H N1 (gyp• �3 oQ � 5 co I o0 0 oho ea c� c o c � � �. F . ti Vi W y !1 O� *y opo O tJs W Ci. A pip W Ci. Appendix F,Part 2: Plan for Ca1WORKs Program Please complete the narrative and the budget chart for each of the program areas: Al: Curriculum Development and Redesign Describe the curriculum that you plan on developing and redesigning with the Ca1WORKs funding. Please answer the following questions for each program you are going to develop or redesign. Attach additional sheets as needed. Also, complete the attached chart (A2)that describes how you are going to utilize the funding to achieve these objectives. If you are not using 8%of your allocation for this purpose,you must still describe the curricula/programs that colleges have developed or redesigned utilizing other funding sources: 1. Name of curriculum or program that is going to be developed or redesigned. Instructional Aid 2. Offered in the credit or non-credit mode? Non credit 3. Prepares recipients for what jobs at what pay level? This program will prepare students to seek employment in public and private educational institutions. The Instructional Aid will specialize in bi-lingual instructional development. These positions range from$7412 per hour. 4. Are the programs open entry/open exit,yes or no? Yes. 5. Provide evidence that the program will prepare students for a job that is in demand in the labor market or is in an emerging population. Employment Development Department Labor Market Division and the Contra Costa Employment by industry projections through 2001 indicate continual growth in areas served by the program and in both Alameda and Contra Costa County. Al: Curriculum Development& Redesign (continued) 6. Provide evidence of collaboration with local partners including the county welfare department. This program will be coordinated through our Work Study/Coop-ed program with West Contra Costa Unified School District, Richmond and County PIC's One Stop Centers, and Alameda and Contra Costa County School to Work consortiums. including various community organizations(Familias Unidas, Lao Family etc.) 7. Describe how the program will articulate with more advanced educational programs. This program will be coordinated through the College EIS and Social Service Programs. Curriculum will be designed that is aligned with these two programs through our Coop-ed work experience program. 8. Are telecommunications going to be used in the delivery of instruction? If so, how? No. 9. How are job preparation skills and career education going to be integrated into the curriculum? This program will be assisted by a team consisting of the core Instructor, Job Developer, a Professional Advisor, and a Cooperative Education Instructor. When a student is declared job ready by this team,the student will be given 8 hours of work skills training: We will provide career education workshops that will inform students of current career opportunities and match these with student interest and labor market needs. We will require all CalWORKs participants to complete a Job Preparation Skills (soft skills)workshop (8-10 hours)which will be scheduled bi-weekly; students will be referred directly after assessment or after acquiring necessary skills from vocational training classes. Workshops will be taught by career counselors and employment specialists and will include video-taped practice interviews, motivational topics, and self-directed job search training. Career education and Counseling will be a part of the assessment. Al: Curriculum Development& Redesign (continued) 10. Is the program going to include internships or work experience activities? If so, describe. Students will be offered work study internships as part of the program. Individual ' referrals may be offered to the Private Sector employers if they meet the 25 /75 partnership agreement of CalWORKs requirements. 11. How is the program going to link with job development/job placement to 1) find jobs when the students have completed their program and 2) track students into employment? A After or nearing the completion of their educational program, participants will be assessed by a placement team to determine readiness for employment;the process will consist of the students continuing their vocational training while attending job seeking skills classes and receiving assistance from the placement staff. B. We will tap existing employer contacts and partnerships;we will establish new partnerships through city Chamber of Commerce meetings, employer conferences, and cold calling (developing new partnerships with previously unsolicited employers). C. We will offer incentives to employers, i.e. WOTC tax credit. D. The college is already a networking partner with RichmondWORKS, a consortium of West Contra Costa County community based agencies and employment and training providers including but not limited to: EDD, Contra Costa College, Contra Costa County Department of Social Services, Contra Costa County Private Industry Council, Rubicon Programs, Inc., Richmond Neighborhood House, and the Iron Triangle Community Collaborative. Contra Costa College is also a partner with the Contra Costa County Employer Connection, a similar consortium coordinated county-wide by the Contra Costa County Private Industry Council. E. Workstations connecting the college with East Bay Works, a consortium of 16 One Stop Centers, will be electronically linked with Contra Costa College's Job Placement Office, providing expanded job placement services for CalWORKs graduates. EDD, Contra Costa College, Contra Costa County Department of Social Services and Richmond PIC are collaborative partners of the Hilltop One Stop Center;this will allow maximum coordination with these key organizations. Al: Curriculum Development& Redesign (continued) F. Contra Costa College job development staff will initiate a follow-up system to contact participants who have been placed into employment that will comply with CaIWORKs guidelines. G. The job development staff will coordinate with Cooperative Work Experience instructors who will make employer site visits to assist with compiling placement data. H. The job development staff will network with EDD representatives working at the college site to access employment follow-up information. I. Our own tracking system will be enhanced by the tracking system used by East Bay Works. Our active participation in the East Bay Works Consortium will allow us access to their tracking database. s coi tz. 0 �i ro E A v v� �''ii •G �? � N C 604 00 O 00 O� O00 N •„�^. on N v To co a S o w a FE U .�. � :� A o U o � •� o W 3 ° ro ►5 OV06 Appendix F, Part 2: Plan for CaIWORKs Program Please complete the narrative and the budget chart for each of the program areas: Al: Curriculum Development and Redesign Describe the curriculum that you plan on developing and redesigning with the CaIWORKs funding. Please answer the following questions for each program you are going to develop or redesign. Attach additional sheets as needed. Also, complete the attached chart (A2)that describes how you are going to utilize the funding to achieve these objectives. If you are not using 8%of your allocation for this purpose, you must still describe the curricula/programs that colleges have developed or redesigned utilizing other funding sources: 1. Name of curriculum or program that is going to be developed or redesigned General office clerk 2. Offered in the credit or non-credit mode? Non-credit mode 3. Prepares recipients for what jobs at what pay level? General office clerk at a pay level of$8.00 to $10.00 to start 4. Are the programs open entry/open exit,yes or no? Open entry\open exit S. Provide evidence that the program will prepare students for a job that is in demand in the labor market or is in an emerging population. The EDD report indicates that there will be an increase in employment opportunities for general office clerks over the next five years. Al: Curriculum Development& Redesign (continued) 6. Provide evidence of collaboration with local partners including the county welfare department. The department has an active advisory committee and will include social services case manager. It will also collaborate with East Bay Work, Richmond and county PIC's, and the Richmond Chamber of Commerce. This program will also interface with other open entry\exit programs of Contra Costa College: Administration of Justice and Retail/Customer Service. 7. Describe how the program will articulate with more advanced educational programs. This program may serve as a basic introduction to some of the office information systems majors. It will also support and articulate with Administration of Justice and Retail Customer Service. 8. Are telecommunications going to be used in the delivery of instruction? If so, how? No 9. How are job preparation skills and career education going to be integrated into the curriculum? This program will be assisted by a team consisting of the Core Instructor, Job Developer, a Professional Advisor, and a Cooperative Education Instructor. When a student is declared job ready by this team,the student will be given 8 hours of Work Skills Training: We will provide career education workshops that will inform students of current career opportunities and match these with student interest and labor market needs. We will require all CalWORKs participants to complete a Job Preparation Skills (soft skills)workshop(8-10 hours)which will be scheduled bi-weekly; students will be referred directly after assessment or after acquiring necessary skills from vocational training classes. Workshops will be taught by career counselors and employment specialists;these workshops will include video-taped practice interviews, motivational topics, and self-directed job search training. Career education and Counseling will be f;. a part of the assessment. A Al: Curriculum Development&Redesign (continued) 10. Is the program going to include internships or work experience activities? If so, describe. The office department and the job placement/developer on campus will cooperatively work on finding work experience and internships for the participants in this program. Students will be offered work study internships as part of the program. Individual referrals may be offered to the private Sector if they meet the 25 /75 partnership agreement of CalWORKs requirements. 11. How is the program going to link job development/job placement to 1) find jobs .when the students have completed their program and 2) track students into employment? A. .After or nearing the completion of their educational program, participants will be assessed by a placement team to determine readiness for employment; the process will consist of the students continuing their vocational training while attending job seeking skills classes and receiving assistance from the placement staff. B. We will tap existing employer contacts and partnerships;we will establish new partnerships through city Chamber of Commerce meetings, employer conferences, and cold calling(developing new partnerships with previously unsolicited employers). C. We will offer incentives to employers, i.e. WOTC tax credit. D. The college is already a networking partner with RichmondWORKS, a consortium of West Contra Costa County community based agencies and employment and training providers including but not limited to: EDD, Contra Costa College, Contra Costa County Department of Social Services, Contra Costa County Private Industry Council, Rubicon Programs, Inc., Richmond Neighborhood House, and the Iron Triangle Community Collaborative. Contra Costa College is also a partner with the Contra Costa County Employer Connection, a similar consortium coordinated county-wide by the Contra Costa County Private Industry Council. E. Workstations connecting the college with East Bay Works, a consortium of 16 One Stop Centers will be electronically linked with Contra Costa College's Job Placement Office, providing expanded job placement services for CalWORKs graduates. EDD, Contra Costa College, Contra Costa County Department of Social Services and Richmond PIC are collaborative partners of the Hilltop One Stop Center;this will allow maximum coordination with these key organizations. F. Contra Costa College job development staff will initiate a follow-up system to contact participants who have been placed into employment that will comply with CalWORKs guidelines. - Al: Curriculum Development& Redesign (continued) G. The job development staff will coordinate with Cooperative Work Experience instructors who will make employer site visits to assist with compiling placement data. H. The job development staff will network with EDD representatives working at the college site to access employment follow-up information. I. Our own tracking system,will be enhanced by the tracking system used by East Bay Works. Our active participation in the East Bay Works Consortium will allow us access to their tracking database. SL o 00 Jo- 0 0o ba ®R W 0 000 oil co too 46 Or,- 6 10 Sol. Appendix F,Part 2• Plan for Ca1WORKs Program Please complete the narrative and the budget chart for each of the program areas: Al: Curriculum Development and Redesign Describe the curriculum that you plan on developing and redesigning with the Ca1WORKs funding. Please answer the following questions for each program you are going to develop or redesign. Attach additional sheets as needed. Also, complete the attached chart (A2)that describes how you are going to utilize the funding to achieve these objectives. If you are not using 8% of your allocation for this purpose, you must still describe the curricula/programs that colleges have developed or redesigned utilizing other funding sources: 1. Name of curriculum or program that is going to be developed or redesigned. Culinary Arts Program 2. Offered in the credit or non-credit mode? This course will be offered for non credit, but possibly continuing education units. 3. Prepares recipients for what jobs at what pay level? Food server, pantry cook, or line cook, in the bay area ranging from $7 to $10 per hr. 4. Are the programs open entry/open exit,yes or no? Yes. The course will be of modular design consisting of 6 individual units, each 1 month in duration: Dining room waiter/waitress service,Meat and Fish preparation, Vegetable and Starch preparation, Sauce Soup and Stock preparation, Garde Manger (cold food preparation)and Pastry and Baking. It will be open entry/open exit. Students may start at the beginning of any module. An applied basic skills module consisting of food related math and reading will be included as well. 5. Provide evidence that the program will prepare students for a job that is in demand in the labor market or is in an emerging population. The food service industry is one of the major employers in the Bay Area. The r Culinary Arts department receives at least two to three calls per week from local restaurants looking for cooks and servers. According to the labor department, there has been and will continue to be tremendous growth in this area. Al: Curriculum Development & Redesign (continued) 6. Provide evidence of collaboration with local partners including the county welfare department. The department has an existing advisory committee which will be expanded to include new members. 7. Describe how the program will articulate with more advanced educational programs. This course, if fully and successfully completed,will be accepted as required course work for the Culinary Arts certificate. 8. Are telecommunications going to be used in the delivery of instruction? If so, how? At this time there are no plans to use this mode of instruction. 9. How are job preparation skills and career education going to be integrated into the curriculum? This program will be assisted by a team consisting of the core Instructor, Job Developer, a Professional Advisor, and a Cooperative Education Instructor. When a student is declared job ready by this team, the student will be given 8 hours of work skills training: We will provide career education workshops that will inform students of current career opportunities and match these with student interest and labor market needs. We will require all Ca1WORKs participants to complete a Job Preparation Skills (soft skills)workshop (8-10 hours)which will be scheduled bi-weekly; students will be referred directly after assessment or after acquiring necessary skills from vocational training classes. Workshops will be taught by career counselors and employment specialists; these workshops will include video-taped practice interviews, motivational topics, and self-directed job search training. 10. Is the program going to include internships or work experience activities? If so, describe. Yes, the students will be offered internships in local restaurants and catering businesses with members of the advisory committee and other interested businesses, if the student has acquired the necessary skills to function satisfactorily on the job. Students will be offered work study internships as part of the program. Individual referrals may be offered to Private Sector employers if they meet the 25 /75 partnership agreement of CalWORKs requirements. Al: Curriculum Development & Redesign (continued) 11. How is the program going to link with job development/job placement to 1) find jobs when the students.have completed their program and 2) track students into employment? A. After or nearing the completion of their educational program, participants will be assessed by a placement team to determine readiness for employment;the process will consist of the continuing their vocational training while job seeking skills and receiving assistance from the placement staff. B. We will tap existing employer contacts and partnerships;we will establish new partnerships through city Chamber of Commerce meetings, employer conferences, and cold calling(developing new partnerships with previously unsolicited employers). C. We will offer incentives to employers, i.e. WOTC tax credit. D. The college is already a networking partner with RichmondWORKS, a consortium of West Contra Costa County community based agencies and employment and training providers including but not limited to: EDD, Contra Costa College, Contra Costa County Department of Social Services, Contra Costa County Private Industry Council, Rubicon Programs, Inc., Richmond Neighborhood House, and the Iron Triangle Community Collaborative. Contra Costa College is also a partner with the Contra Costa County Employer Connection, a similar consortium coordinated county-wide by the Contra Costa County Private Industry Council. E. Workstations connecting the college with East Bay Works, a consortium of 16 One Stop Centers will be electronically linked with Contra Costa College's Job Placement Office, providing expanded job placement services for CalWORKs graduates. EDD, Contra Costa College, Contra Costa County Department of Social Services and Richmond PIC are collaborative partners of the Hilltop One Stop Center,this will allow maximum coordination with these key organizations. F. Contra Costa College job development staff will initiate a follow-up system to contact participants who have been placed into employment that will comply with CalWORKs guidelines. G. The job development staff will coordinate with Cooperative Work Experience instructors who will make employer site visits to assist with compiling placement data. H. The job development staff will network with EDD representatives working at the college site to access employment follow-up information. I. Our own tracking system will be enhanced by the tracking system used by.East Bay Works. Our active participation in the East Bay Works Consortium will allow us access to their tracking database. 0 co $,on cr, ilia CP ON d 11 to 01 Bl: Coordination Describe how the college intends to coordinate the CalWORKsP rogram with the county welfare department and other agencies and community organizations; and internally within the college by addressing the following questions. These questions must be answered whether or not you utilize any of the CalWORKs funding for this purpose. Attach additional sheets as needed. Also, complete the attached chart(B2)to specify how you are going to use the funding to achieve these objectives. 1. What office or program will be the initial entry point for CalWORKs students? The Division of Student Programs and Services/EOPS/CARE. 2. How will the case management approach to serving CaIWORKs students be organized? Contra Costa College and Contra Costa Social Services will develop a bi-weekly intake process referring students into the college. The initial intake process includes Orientation, Assessment, and Referral. Students then will be referred directly into Placement or Career Assessment and Training. (See Document#1) A Letter of Understanding will be developed outlining the Case Management Plan and will be managed by the Director of Student Programs and Services. The plan will monitor student training, progress, attendance and placement. Personal counseling and tutoring will be provided when requested by the Instructional Team which consists of the Core Instructor,Placement Specialist, and Counselor. Bi-weekly meetings by the Instructional Team will measure progress and will refer students through Case Management to other services related to training. i.e. Child care, Transportation, Basic Skills, ESL, Employment Skills Training, Coop-Ed/Placement and other external services that may be required. 3. How will services to students be coordinated from the instructional program, child care,work study,job development/job placement,and other special programs and services? The Director of Student Programs and Services will supervise the intake, referral and student progress. A Case Management System will be developed by Contra Costa College& County Social Services and will determine the services necessary to place each student into unsubsidized employment. Child Care services available to the student will be determined during the orientation and assessment phase of the program. Job Placement/Job Development, Work Study, Instruction, and other support services will be integrated into Contra Costa College's - Management System. The instructional Departments and Divisions will be responsible for supervision of the Instructional Team. Bl: Coordination (continued) 4. Describe the process by which the college will coordinate with the county department of social services to: • Develop a Memorandum of Understanding about the identification and tracking of students to the college,through their educational program, and on into employment; coordination of financial aid, child care, and other supportive services; and other areas where coordination and agreements are needed. CCC and CCSS will negotiate and agree to a process that will outline Joint Client Services and responsibilities of the two institutions. The agreement will be formalized in a Memorandum of Understanding. This document will specify each institutional responsibility in the case management system: recruitment, intake, assessment, referral, trainee placement, and tracking of CalWORKS students. The operation chart(Document#1)outlines CCC's flow plan from Intake to the Placement of students into unsubsidized employment. Management of this process will be a cooperative effort between the two institutions. CCC's Division of Student Programs and Services will be the official office of Case Management records and will coordinate the process through CCC's management system. The instructional team will have the responsibility to refer student's needs to various internal and external services. • Develop the list of community college programs that lead to employment (Appendix Q. * Short Term Programs (Bi-weekly) Input ** Certificate Program Semester or Annual Input Security Guard Licensed Communication Dispatcher Administration of Justice Auto Tune-up Specialist Automotive Technician - Oil/Lube Specialist Business Administration Auto Detailer Computer Information Systems General Office Clerk Early Childhood Teacher Development -Receptionist(Infotmation Clerk) Electronic\Industrial Maintenance - Secretary(Computer Applications) Health Occupations Retail Sales/Customer Services -Emergency Medical Tech(EMT -Cashier -Home Care Home Health Aid Food Service -Medical Assistant& Office Technician -Waiter/Waitress -Dental Office Technician -Dishwasher/Bus Person Office Information Systems -Food Preparation Worker) Computer Programuning -Cook Bio Technology Technician Child Care provider Refrigeration&Appliance Repair Instructional Aide(Bilingual) Desktop Publisher - Graphics Computer Aided Drafting Cosmetology B1: Coordination (continued) • Develop with the educational providers a county plan for the provision of educational services for CaIWORKs recipients (Appendix E). CCC will participate in a Planning Board as specified in Appendix E of the R.F.P. that will assist in determining: 1. An estimate of the number of CaIWORKs recipients in that county that are expected to require education and job training services and a description of the types of services necessary to meet their needs. 2. An estimate of the number of spaces available in short-term classes that are offered as part of the regular courses scheduled at educational institutions that may be used by CaIWORKs recipients in that county. 3. An estimate of the number of full-time equivalent students and average daily attendance rates that will be generated by CaIWORKs recipients at each institution in excess of the number of recipients attending these institutions in the 1996-97 fiscal year. 4. Proposals for the expansion of services and course offerings that are particularly suited for the needs of CaIWORKs recipients. 5. An analysis of job demand and employment opportunities within that county using currently available, up-to-date information, and an analysis of how the course and job training programs will assist CaIWORKs recipients in securing employment. 6. A description of outreach efforts that will be undertaken to identify job opportunities for CaIWORKs recipients who participate in instruction and job training courses. A single plan will be developed by 3/1/98 • Develop a referral process of students from the county welfare department to the college. A referral process will be developed that coincides with the letter of Understanding Agreement. (See Document#1.) A case management package will be maintained on each referred student. Referrals, student's health information, educational level of reading and math, child care, DMV printout, background check, and program needs will be the responsibility of Social Services and will be made part of the Case management package. Bi: Coordination (continued) • Create an advisory committee or coordinating committee that would meet regularly to provide coordination between the college and the county. A Steering Committee Composed of Policy makers will be organized. The first task of the Committee will be to develop a Letter of Understanding. They will meet semiannually. The Steering Committee will communicate with the Director of Student Programs and Services at Contra Costa College and the Director's counterpart at-Social Services. The Director will implement policies through the Contra Costa College Operational Committee and management structure. 5. Describe the college committee that will oversee the planning and implementation of the Ca1WORKs program. Who will participate on the committee? Under the supervision of the Director of Student Programs and Services, an Operation Committee will be responsible for coordination, planning and implementing the CalWORKs program at Contra Costa College. The Director will select members who hold positions within Contra Costa College's organizational structure. The Director of Student Programs and Services/EOPS/CARTE will chair this cross- functional team. The team will consist of selected managers and staff from the internal units working to.implement the CalWORKs program. Representatives from Placement/Job Development, Instruction,Coop-Ed, Counseling, Child Care, Financial Aid, Matriculation, Admissions and Records, DSPS,Re-Entry, and Student Representatives will join to form this team. Participants will be knowledgeable about their area and how it interfaces with the CalWORKs program implementation. 6. How will the college coordinate their activities with other organizations such as EDD, Private Industry Council, business and industry, adult education and ROP,the Housing Authority,One Stop Career Centers, and other community organizations? The College has in place a broad base of collaboratives within the Bay Area employment community made up of private sector companies, government, and community based organizations. Listed below are several of the main collaboratives. A. East Bay Works- Collaboration Committee of 16 One-Stop Centers, EDD, four Private Industry Councils, County Social Services, and County Office of Education. B. RichmondWORKS Collaborative/West County Chambers: 100+ companies. C. EDD - California Employment Development Department Bl: Coordination (continued D. CountyPIC Collaborative-includes Social Services EDD, Adult Education , Department, and West County Economic Development Departments. E. Richmond PIC - City of Richmond and West County Chambers of Commerce,, Community based organizations and West Contra Costa Adult School District. F. WestCo Small Business Development Center-includes Greater Richmond Local Development Corp., Financial institutions. G. College Vocational Advisory Committees for 17 college vocational programs-with . membership in excess of 300 employers who serve as technical advisors to the vocational program. These groups fisted above will work with the college staff to assist students who need work experience and employment during and at the completion of training. They constitute a wide array of employers throughout the Bay Area. Most of the members of these collaboratives have been active in finding employment for Contra Costa College students for many years. The Director of Student Programs and Services or his/her designee will be the liaison to these various groups., '2 O ct� a -a 0 • .,�, 75' b oma, c� U � � ° � � •o o ts. �t i? � � ' ° 3 a �" v a ID o ora U W a;"jog �c cd n. t � a � •.� � ,� � � Ado � `' d '� � o p6 o � 3y U. -0 � •`' Via #'3 d CI: Job Development/Job Placement Describe how the college is going to provide job developmentrob placement services for CaIWORKs recipients by addressing the following questions. These questions must be answered whether or not you utilize any of the CaIWORKs funding for this purpose. Also, complete the attached chart(C2)to outline how you.are going to utilize the funding to achieve these objectives. Attach additional sheets as needed. 1. How is the college going to develop placements for work/study jobs that will provide practical experience in the student's educational program? Initially, we will identify students already enrolled at the college who are receiving AFDC or Welfare and their educational major plus the number of hours of instruction per week. We will establish a figure to meet the legally specified weekly hourly educational experience. For new students, there will be an initial plan developed at enrollment which will include on-campus classes and work experience training either on-campus or off-site that will meet the weekly CaIWORKs schedule. We will identify appropriate work sites on-campus that are related to the students' educational/vocational training program. For off-campus work study sites, we will tap existing partnerships which have already been established between the college and local entities such as RichmondWORKS,West Contra Costa County Chambers of Commerce, East Bay Works(a two-county employment service consortium of 16 One Stop Centers), EDD, Coop-ed employers, and Vocational Program Advisory Committee members. 2. How does the college intend on providing expanded work experience, internships, and/or community service opportunities for CaIWORKs students? Attach additional sheets as needed. The college's Cooperative Work Experience Program presently maintains an enrollment of more than 400 students per term. Cooperative Work Experience sites are developed and maintained primarily by the Coop-ed instructors. We currently have 17 instructors teaching in 13 different areas, including a general work experience area. We will expand Coop-ed activities to include the short-term intensive training areas designed specifically for the CaIWORKs students. Cooperative Work Experience has recently been expanded to include school-to- career programs with high school and out-of-school youth. This has opened up additional employment resources that will be shared with CaIWORKs students. Cl: Job Development/Job Placement(continued) 3. How is the college going to provide career education and job preparation skills instruction to CaIWORKs participants? We will provide career education workshops that will inform students of current career opportunities and match these with student interest and labor market needs. We will require all CalWORKs participants to complete a Job Preparation Skills(soft skills)workshop (8-10 hours)which will be scheduled bi-weekly; students will be referred directly after assessment or after acquiring necessary skills from vocational training classes. Workshops will be taught by career counselors and employment specialists and will include video-taped practice interviews, motivational topics, and self-directed job search training. 4. How is the college going to place CaIWORKs recipients into employment when they finish their educational program? How is the college going to coordinate with the county welfare department,EDD,One Stop Career Centers, and other organizations in placing students into employment? After or nearing the completion of their educational program, participants will be assessed by a placement team to determine readiness for employment. The process will consist of the students continuing their vocational training while attending job seeking skills classes and receiving assistance from the placement staff. We will tap existing employer contacts and partnerships;we will establish new partnerships through city Chamber of Commerce meetings, employer conferences, and cold calling(developing new partnerships with previously unsolicited employers) and other activities noted in lb. We will offer incentives to employers, i.e. WOTC tax credit. The college is already a networking partner with RchmondWORKS, a consortium of West Contra Costa County community based agencies and employment and training providers including but not limited to: EDD, Contra Costa College, Contra Costa County Department of Social Services, Contra Costa County Private Industry Council, Rubicon Programs, Inc., Richmond Neighborhood House, and the Iron Triangle Community Collaborative. Contra Costa College is also a partner with the Contra Costa County Employer Connection, a similar consortium coordinated county-wide by the Contra Costa County Private Industry Council. Workstations connecting the college with East Bay Works, a consortium of 16 One Stop Centers will be electronically linked with Contra Costa College's Job Placement Office, providing expanded job placement services for CalWORKs graduates. EDD, Contra Costa College, Contra Costa County Department of Social Services and Cl: Job Development/Job Placement(continued) Richmond PIC are collaborative partners of the MUtop One Stop Center; this will allow maximum coordination with these key organizations. 5. How is the college going to coordinate tracking former students into employment and compiling employment information for CalWORKs students? How is the college going to coordinate obtaining this outcome data with EDD, One Stop Career Centers,the county welfare department,and other organizations? Contra Costa College job development staff will initiate a follow-up system to contact participants who have been placed into employment that will comply with Ca1WORKs guidelines. The job development staff will coordinate with Cooperative Work Experience instructors who will make employer site visits to assist with compiling placement data. The job development staff will network with EDD representatives working at the college site to access employment follow-up information. (See 4e.) Our own tracking system will be enhanced by the tracking system used by East Bay Works. As noted in 4e, our active participation in the East Bay Works Consortium will allow.us access to their tracking database. 6. How is the college going to coordinate the job placement/job development services with instruction,work/study,the case management team, and other programs/offices on campus? Regularly scheduled team meetings will be held to continually assess the students to - determine job readiness status. The instructional management team will be made up of Vocational Faculty, Counseling and Job Placement. There will be an instructional management team for each occupational training area. In addition to determining job readiness, their responsibilities are also to determine work experiencetwork study assignments. Part D: Work/Study Describe how the college intends to create and administer the work/study program for CaIWORKs students by answering the following questions. Attach additional sheets as necessary. Colleges should be prepared to summarize on a semester basis, how many students were served in the program and the number of hours they participated. 1. How will the office responsible for administering the program coordinate with the office responsible for developing the job placements? The Financial Aid office is responsible for the Federal State College Work Study program. It will develop a Work Study award package that meets the instructional program need and work/education requirements established by CaIWORKs for each student. The Director of Student Programs and Services/EOPS/CARE will be responsible for administrating and coordinating the Work Study package with the job development/placement component of the CaIWORKs program. 2. How will the office responsible for administering the program coordinate with the case manager who will know how many hours of work/study are needed for the student to meet their CaIWORKs work requirement? The Financial Aid office will establish a reporting system that will notify the Director of Student Programs and Services, who coordinates the case manager functions, and job development/placement components of the required work study service. The system will provide case management information concerning the number of work hours and total amount of money each student may earn or the number of hours of unpaid Work Study the students will have to achieve to meet total hours per week required by CaIWORKs. The Financial Aid office will inform the Director of Student Programs and Services and case manager of all CaIWORKs students who are in good academic standing and maintaining satisfactory progress in their educational programs. Through the Director's office,the Financial Aid Office will develop an external work study process and auditing procedures that will monitor services provided through an individual referral program. This program will accommodate CaIWORKs requirements for both the public and private sector work study opportunities. Part D: Work/Study 3. Estimate the number of students that wiU be served by the work/study program. Community Colleges Welfare Reform Funding for Ca1WORKs recipients indicates that in 1995-96 Contra Costa College had a head count of 1,419 AFDC students enrolled. A sample printout of 300 EOPS students receiving benefits indicates that they averaged 15 clock hours per week of instruction. Based upon this sample, it is realistic to project that every student currently enrolled will have to receive some form of Work Study to meet the mandated 32 hr. per f week requirement. Part E: Child Care Describe how the college is going to provide child care services for CaIWORKs students by addressing the following questions. 1. Estimate your current unmet need for child care services for the children of CalWORI':s students at your college. There are currently 1,400+self initiated TANF students at our College. We anticipate several hundred more Cal Works students on campus over the next year. It is assumed that each family represented by a student has 2.5 children. If so, more than 3000 children are represented by current and predicted CalWorks participants/students at Contra Contra College. If,conservatively, 101/6 of the children are preschool age or need after school care while the caretaker/parent is attending college,then our unmet need is 300. Whils some TANF participants use the College's child care services now,the unmet need is estimated to far outstrip our ability to provide care.We currently have a waiting list for students who need child care. 2. Estimate the number of CaIWORKs students and number of children who will be provided child care services through these funds. The number of expanded child care slots will be 24 per hour on campus. These will be pre school children ages 3.5. These expanded slots will be for Cal Works student parents only. A gross estimate of CalWorks student/parents to be served on campus is 240.Additionaly,the College will refer to community child care providers a number of CalWorks student/parents and will subsidize as many of those placements as dollars provide. The number of CalWorks students served overall will be minimally about400. 3. How will the college provide additional spaces in either existing or expanded college child care and development services programs? Since the College's existing child care facilities are operating at maximum capacity,the only way to provide additional spaces is to expand child care facilities. The College intends to add space by acquiring a portable building. Other spaces for child care will need to be located in the community by working through County Social Services and the Contra Costa County Child Care Council. —55 Part E: Child Care (continued) 4. How will the college collaborate with the county departments of social services, child care local planning councils, resource and referral agencies, and other subsidized child care resources to provide child care services to CalWORKs students? The College child care professionals currently participate in several collaborative efforts that include representatives from all child care providers locally and through the County, including the Department of Social Services, County Head Start,the Contra Costa County Child Care Council,Success by 6, ROP plus many indivdual local providers. Contra Costa College President, Dr. Candy Rose, recently called a meeting of the leaders of child care in the County to ask how we could pool our resources to meet the anticipated needs of.CalWorks participants. That group will have an ongoing task force to address the issues. Describe the innovative uses of the funds to expand the breadth of child care and development services by age, non-traditional time periods, wrap around services, etc. The College will expand the evening child care available through the new child care program to be added as well as with the existing child care program. The evening program will take school-age children. Through the use of the College's CalWorks dollars, on-campus child care will be supplemented by subsidized child care paid by the College in cooperation with Social Services to meet the needs of CalWorks student/participants.The College will work with the Contra Costa County Child Care Council to create a centralized clearinghouse for child care availability and placement. Weare working with other child care leaders in the County to develop a shared data base of information. With the acquisition of a portable facility,the College will develop a model child care program, based on the Montessori concept. This program will provide short term internships for existing child care paraprofessionals in the inner city community whose education and training are insufficient to provide a healthy care atmosphere for pre school schildren. By rotating those existing workers through the College's model center,the College will not only be able to train new child care providers but help to improve the skills of existing providers in the inner city areas of Richmond and San Pablo, particularly. C. Part E: Child Care (continued) 6. How will the college coordinate the provision of child care services through the on-campus centers or parental vouchers? The College will hire a coordinator who will be responsible for placing CalWorks children in existing child care slots and work with Social Services and the Child Care Council to coordinate the provision of child care as needed on campus and off campus, using parental vouchers. The agreement among child care leaders in these organizations to work collaboratively has already been secured. 7. Describethe quality standards used for child care and development services at your college and for off-campus referrals. All chtdcare facilities must meet Title XXII State licensing requirements for teacher to child ratios. The ratio of infants to caregivers will be 4:1,toddlers to caregivers 6:1,preschoolers 12:1 and school age 14:1. Caregivers will meet requirements for the California State Children's Center permit. Standards for program organization and curriculum) will be congruent with the National Association for the Education of Young Children's Developmentaly Appropriate Practice in Early Childhood Progams. Because off-campus refferals wilt occur through the Child Care Council and Social Services,which also require appropriate licensing and standards,the College will be assured that quality standards will be used. 8. What steps will be taken to reduce the costs to come within the maximum CDE reimbursement rate the second year of implementation if your costs exceed the CDE reimbursement rate (no more than 15°x6) for the first year.of implementation? Contra Costa College does not expect to exceed the CDE reimbursement rate after the initial expansion costs. The excess expenditures would be for initial startup costs and would be a one-time only expenditure. On an on-going basis,the College uses in-kind funds and activities to keep costs at or below the CDE reimbursement rate. -57- California Community Colleges Cal W ORKs Unit ,.. 1107 Ninth Street Sacramento, CA 95814 Appendix F: Part 3A Budget for Ca1WORKs Funding byProgram Category Community College: Program Category Amount Budgeted Curriculum Development and Redesign $ 45,753 Coordination . $ 45,500 Job Development/Job Placement $ 66,960 Work Study $ 266,582 Child Care $ 234,426 Instruction $ TOTAL $659,221 Appendix F: Part 3B Budget for CaIWORKs Funding by Budget Category Category Budget 11000 Certificated Services Instructional Services $ 0 Student Support Services $ 0 Program Coordination $ 2000 Classified Salaries Instructional Services $ Non-instructional $ 185,800 3000 Employee Benefits $ 55,800 4000 Supplies & Materials $ 22.481 5000 Other Operating Expenses &Services $ 395,140 6000 Capital Outlay $ TOTAL BUDGET $ 659,221 This is to certify that the above information has been prepared in accordance with applicable Federal and State regulations. To the best of my knowledge,the information Is correct. Di ct Business Officer's Signature Date —63- • College: Contra..osta.Cpl.lege . _. . Appendix F Part 4 CatWORKs Program Contact List Throughout the year, the Chancellor's Office will providing updates regarding welfare reform and the CalWORKs Program in the community colleges through workshops,newsletters, and e-mail updates. To facilitate communication about the program between the Chancellor's Office and your college, please identify the following,contact.persons. We understand that in some cases, the same person may be the contact person for more than one area. Primary CaIWORKs Contact Person: has overall program or adminstrative responsibility for the CalWORKs Program and is the contact person for questions about the application for funding: Name: McKinley Williams Title: Dean of the College Address: 2600 Mission Bell Drive Address:7San Pablo, CA 94806 Phone number: (510) 235-7800 Ext(s) 216-217-340 E-mail address: Fiscal CaIWORKs Contact Person: has fiscal responsibility for the program including the development of the budget and the expenditure reports: Name: Robert Irons " Title: Business Director Address: 2600 Mission Bell Drive Address: San Pablo, CA 94806 Phone number: (510) 235-7800 Ext. 209 E-mail address: Work/Study Program Contact Person: has primary program responsibility for implementing the work/study program for CalWORKs recipients. Name: Mickey Mathews Title: Interim Fin. Aid Officer & Information Tech. Manager Address: 2600 Mission Bell Drive Address: San Pablo, CA 94806 Phone number. (510) 235-7800 Ext. 300 E-mail address: -647- Child Care Contact Person: has primary program responsibility for providing child care for . CalWORKs recipients. Name: Inti.sar Shareef Title: -Department Chair of Early Childhood Education Address: 2600 Mission Bell Drive ,` Address: San Pablo, CA 94806 Phone number: (510) 235-7800 Ext. 351 E-mail address: Job Development/Job Placement Person: has primary responsibility for developing paid and unpaid work experience for CalWORKs recipients while they are enrolled in college and after they complete their education program. Name: Bob Dabney Title: Assist. Dean of Telecom & Economic D v Address: 2600 Mission Bell Drive Address: San Pablo, CA 94806 Phone number: (510) 235-7800 Ext(s) 2-34-4:36 E-mail address: Curriculum Development and Redesign Contact Person: has primary responsibility for overseeing curriculum development and redesign for the college. Name: McKinley Williams Title: Dean of the College Address: 2600 Mission Bell Drive Address: San Pablo, CA 94806 Phone number: (510) 235-7800 Ext(s).-216-217-340 E-mail address: Coordination with County Welfare Department: has primary responsibility for coordinating the colleges programs for welfare recipients with the county welfare department. Name: Sadoni a Wi 1 son Title: Director of Special Programs and Services Address: 2600 Mission Bell Drive Phone number: (510) 235-7800 Ext 456 E-mail address: Program Accountability Contact Person: has primary responsibility for tracking student progress and providing accountability reporting information to the Chancellor's Office. Name: Sa(Tbni a Wi 1 son Title: Director of.Special Programs and Services Address: 2600 Mission Bell Drive Address: San Pablo, CA 94806 Phone number. (510) 235-7800 Ext 456 E-mail address: -65- Appendix F: Part 1 Certification — Revised 11/4/97 District: Contra Costa Community College District College: Los Medanos College COLLEGE DISTRICT CERTIFICATIOV I certify that the information contained in the application is correct and that my college and the county social services department have jointly discussed and agreed upon the delivery of educational services for CaIWORKs participants, including instruction and support services. As a condition of receiving these funds, the college agrees to complete and submit the appropriate forms and expenditure reports to the Chan %Office. i Signature, District Chancellor Date Signature, President/Superin ent Date Contact Person: Name: Dr. Raul Rndri{quP-y Title: . President - Los Medanos College Phone Number: 439-2181 ACADEMIC SENATE CERTWICATION I certify that local district and/or college planning and curriculum development processes were followed with regard to academic and professional matters requiring collegial consultation ursuant to Section 53200-204 of Title 5 of the California Code of Regulations. tl %�t_te SLqnature. Academic Senate President COUNTY WELFARE DEPARTMENT CERTIFICATION I certify to the county's need for the services covered by the Community College CaIWORKs Funding and that my department and the community college jointly discussed and agreed upon the delivery of educational services for Ca1WORKs participants, including instruction and support services. I also certify the number of additional CaIWORKs recipients that will be referred to the college to receive additional funding for instruction. (For multiple county 01 ,Please include an additional page with a ) Contact Person: Signature, County Welfare Director Name: John Cullen Title: Director Snci al SPry CPS County Office: Contra Costa Social Services Phone Number. (sin) m_7_i5n Address: 40 Douglas Drive City/Zip: Martinez, CA 94553-4068 Date: November 13. 1997 District must submit completed and certified application to: Connie Anderson, CaIWORKs .Unit Coordinator, Chancellor's Office, California Community Colleges, 1107 Ninth Street, 2nd Floor, Sacramento, CA 958143607. For information or assistance, please call Connie Anderson (916) 324-2353. Appendix F, Part 2: Plan for Ca1WORKs Program Please complete the narrative and the budget chart for each of the program areas: Al: Curriculum Development and Redesign Describe the curriculum that you plan on developing and redesigning with the CalWORKs funding. Please answer the following questions for each program you are going to develop or redesign. Attach additional sheets as needed. Also, complete the attached chart (A2) that describes how you are going to utilize the funding to achieve these objectives. If you are not using 8% of your allocation for this purpose, you must still describe the curricula/programs that colleges have developed or redesigned utilizing other funding sources: 1. Name of curriculum or program that is going to be developed or redesigned. Appliance Service Technology 2. Offered in the credit or non-credit mode? Credit 3. .Prepares recipients for what jobs at what pay level? Parts Technicians (entry) - $8.00 to $12.00/hour Service Technician Trainee (Tech II) - $10.00 to $14.00/hour Service Technician Full Service Tech) - $15.00 to $26.00/hour 4. Are the programs open entry/open exit, yes or no? Yes, the programs will have multiple entry/exit points. 5. Provide evidence that the program will prepare students for a job that is in demand in the labor market or is in an emerging population. Labor market nationally will have 52,000 openings over the next five years. There are 42 technical schools offering this training. Locally, every graduate from the program is in demand by the industry. In Labor Market Index, the need for maintenance repair- general utility ranks 15th in the greatest job growth in Contra Costa County (1994- 2001). 6. Provide evidence of collaboration with local partners including the county welfare department. Los Medanos College has been working with EDD and private insurance companies to retrain displaced or injured workers in less than one year. Sears, Maytag, Whirlpool, and Circuit City are involved with our program. We have trained and provided job placement for current AFDC recipients and GAIN students. 7. Describe how the program will articulate with more advanced educational programs. This will be an accelerated program to bring the student to a Tech I level in less than 12 months. These students, once placed on the job, will be able to complete the Tech 11 certificate at night while working. Al: Curriculum Development & Redesign (continued) 8. Are telecommunications going to be used in the delivery of instruction? If so, how? The Voc Tech Technology Center is hooked up to the Internet where students get appliance service information, as well as employment information. 9. How are job preparation skills and career education going to be integratedinto the curriculum? Customer relations, report writing, problem solving and how to use technology are part of the program, in addition to the job preparation skill and career education. 10. Is the program going to include internships or work experience activities? if so, describe. We have agreements with employers that allow students to work.in the afternoons and Saturdays while enrolled in classes. 11.How.is the program going to link with job development/job placement to 1) find jobs when the students have completed their program and 2) track students into employment? ' We work closely with large Bay Area companies who are on our Advisory Committee. They provide jobs throughout the Bay Area and Valley. We have national connections with Circuit City, Wards, and Maytag. o tb Ag Appendix F, Part 2: Plan for CalWORKs Program Please complete the narrative and the budget chart for each of the program areas: Al: Curriculum Development and Redesign Describe the curriculum that you plan on developing and redesigning with the CalWORKs funding. Please answer the following questions for each program you are going to develop or redesign. Attach additional sheets as needed. Also, complete the attached chart (A2) that describes how you are going to utilize the funding to achieve these objectives. If you are not using 8% of your allocation for this purpose, you must still describe the curricula/programs that colleges have developed or redesigned utilizing,other funding sources: 1. Name of curriculum or program that is going to be developed or redesigned. Child Care Provider/Child Development 2. Offered in the credit or non-credit mode? Credit 3. Prepares recipients for what jobs at what pay level? Prepares student for jobs such as Child Care Assistants and Pre-School teachers in a } variety of settings. Pay ranges from $7.00 - $10.00/hour. 4. Are the programs open entry/open exit, yes or no? Not at this time, but multiple entry points are possible for the next cycle beginning Summer 98. 5. Provide evidence that the program will prepare students for a job that is in demand in the labor market or is in an emerging population. Labor Market Index rank is #31. The need for childcare providers is in high demand. 6. Provide evidence of collaboration with local partners including the county welfare department. Our department will be meeting.with the local ROP and Adult School to establish an articulation agreement for advanced classes for Child Care providers. We are also working with County Social Services and the Local Child Care planning agencies and councils. 7. Describe how the program will articulate with more advanced educational programs. Currently local ROP and Adult School are teaching the first three units needed for child care workers. The LMC CalWORKs program will provide: Level I Child Care Assistant in Federal or State funded programs (ROP Program still being developed) Level 11 Teacher in a private preschool or associate teacher in a Federal or State funded program. Level II I Teacher in a Federal or State funded preschool. LMC Child Development Certificate of Achievement. Al: Curriculum Development & Redesign (continued) 0 Some of Level If and III units transfer to the elementary school credential program at CSU. 8." Are telecommunications going to be used in the delivery of instruction? If so, how? Not at this time but may be used in the future. 9. How are job preparation skills and career education going to be integrated into the curriculum? In addition to job preparation skills SCANS competencies, workforce preparation, transitions to work and job readiness will be integrated throughout this curriculum. 10.Is the program going to include internships or work experience activities? If so, describe. Work experience activities will include work-study experience and possibly internships of some type in the future. 11.How is the program going to link with job development/job placement to 1) find jobs when the students have completed their program and 2) track students into employment? Job development and placement will be based on the need for Child Care in the local area. LMC is working with Head Start, State funded pre-schools, Local Planning councils, and some private pre-school providers to provide a high quality of Child Care. The program we have at LMC will provide much-needed jobs in the area and students employment will be tracked though a tracking system that is being established. v w v £ a � O _ Vu ai em h 'y .� OD p R .� {r �5 d d d V it c •E V O .N V `u V d p 5 . y E y d V. ° O u V •� C v O V �� O u p E u C u y ._ 0 0 aC=i 1! O .� _h 0 v .N � '.:. ._h h R ' E � C•u d d > R � 1 7 a 7 i0 V O. h "p tOi� G d C v � .5h195 ri .. v d `u a d r- . 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Please answer the following questions for each program you are going to develop or redesign. Attach additional sheets as needed. Also, complete the attached chart (A2) that describes how you are going to utilize the funding to achieve these objectives. If you are not using 8% of your allocation for this purpose, you must still describe the curricula/programs that colleges have developed or redesigned utilizing other funding sources: 1. Name of curriculum or program that is going to be developed or redesigned. Introduction to Food Technology 2. Offered in the credit or non-credit mode? Credit, based on 12 week program 3. ...Prepares recipients for what jobs at what pay level? Entry level commercial food production and entry level sit down dining service positions paid at wages above minimum wage. 4. Are the programs open entry/open exit, yes or no? Yes, the programs will have multiple entry/exit points. 5. Provide evidence that the program will prepare students for a job that is in demand in the labor market or is in an emerging population. Most recent labor market study suggests that Food Technology is one of the projected growth industries. This industry has high employment potentials. Our Advisory Committee feels course meets this need. 6. Provide evidence of collaboration with local partners including the county welfare department. This Food Technology class will be sponsored by the collaborative efforts of Pittsburg Adult Education, Los Medanos College, the Private Industry Council and County Social Services Department. We will also enter into discussion with the Boys and Girls Club in Pittsburg. 7. Describe how the program will articulate with more advanced educational programs. Based on skills learned in this program students will be able to continue their educational program at other food programs in the area. In the past, DVC has offered such an articulation. 8. Are telecommunications going to be used in the delivery of instruction? If so, how? Not at this time, but this may change for the future. Al: Curriculum Development & Redesign (continued) 9. How are job preparation skills and career education going to be integrated into the curriculum? Job preparation skills and career education are integrated throughout the curriculum. Students are also assessed for basic skills related to the Food Technology program. "SCANS" competencies are also integrated into this curriculum. 10. Is the program going to include internships or work experience activities? If so, describe. This program will require 20 hours of lab work per week, along with 120 hours of work experience catering activities/internships: There will be a full service lunch facility T operated by students that will be open to the community. There will be baking classes and bakery products available to the general public. There will also be a catering class and catering facility open to the community. Students will intern at local restaurants for off-site experiences. 11.How is the program going to link with job development/job placement to 1) find jobs when the students have completed their program and 2) track students into employment? A college representative will contact all restaurants in the community to establish a labor pool relationship. The program will incorporate requirements of their training manuals and performance needs in its curriculum, in an effort to have students better prepared for jobs in participating restaurants. A college representative will follow up for six weeks after placement to establish a success record of employment for each - student. c � N � .K 00 toyk SIA t� J p� M" N Q PA 6� -00VA r vg w .� V' •� � N.Q "dam•� . '� °�, Appendix F, Part 2: Plan for CalWORKs Program Please complete the narrative and the budget chart for each of the program areas: Al: Curriculum Development and Redesign Describe the curriculum that you plan on developing and redesigning with the CalWORKs funding. Please answer the following questions for each program you are going to develop or redesign. Attach additional sheets as needed. Also, complete the attached chart (A2) that describes how you are going to utilize the funding to achieve these objectives. If you are not using 8% of your allocation for this purpose, you must still describe the curricula/programs that colleges have developed or redesigned utilizing other funding sources: 1. Name of curriculum or program that is going to be developed or redesigned. General Office Technology Training 2. Offered in the credit or non-credit mode? Credit 3. Prepares recipients for what jobs at what pay level? Receptionists Information Clerks $6.00 - $10.00 Secretaries per hour General Office Clerks Typists/Word Processors 4. Are the programs open entry/open exit, yes or no? The program will be offered in modules of 6 weeks in length. 5. Provide evidence that the program will prepare students for a job that is in demand in the labor market or is in an emerging population. The Employment Development Department's report indicates that approximately 2,000 new jobs, for the occupations listed in number 3 above, will be created in Contra Costa Country by the year 2001. Classified listings in the Contra Costa Times also indicate job growth and availability for these occupations. Al: Curriculum Development & Redesign (continued) 6. Provide evidence of collaboration with local partners including the count welfare P 9 Y department. Collaborative relationships will be explored, developed, or refined with the following agencies and organizations: • Contra Costa County Social Services Department • Employment Development Department • LMC Business Department Advisory Committee • LMC Computer Science Department Advisory Committee • Local temporary employment agencies • Contra Costa County Regional Occupational Program • Local area high schools • Local area adult education programs • Private Industry Council • Local development agencies 7. Describe how the program will articulate with more advanced educational programs. The courses completed in the program will apply towards various certificates of completion and certificates of achievement. Completion of general education requirements can lead to the A.S. degree in Business or Computer. Science. Attainment of the A.S. degree can lead to B.S. degree programs in colleges and universities. Industry approved certification (Microsoft, etc.)will be explored and developed as appropriate. Employer training programs can provide career opportunities for participants placed in jobs. 8. Are telecommunications going to be used in the delivery of instruction? If so, how? The Internet will be used as part of the instructional delivery system. 9. How are job preparation skills and career education going to be integrated into the curriculum? • "SCANS" competencies will be fully integrated into the curriculum. • Job readiness and job preparation classes will be part of the program. • Attendance at, and reports on, local job fairs will be a part of the program. 10. Is the program going to include internships or work experience activities? If so, describe. • Paid and unpaid internships with local businesses and other appropriate local organizations will.be developed. • Work experience credit and arrangements will be developed. • Orientation to the work environment through tours of local employers will be part of the program. • Job shadowing arrangements will be developed. Al: Curriculum Development & Redesign (continued) 11.How is the program going to link with job developmentijob placement to 1) find jobs when the students have completed their program and 2) track students into employment? Existing relationships between LMC Business Department and Computer Science Department faculty members and local employers will be used to develop jobs and/or other work experiences for the program's participants. 4 O O d. O �D O ©. O 0 O O N <Y O p , LA O, Go 00 Cli iR Iro 40) 4 4th o � lot AF 0 O � � '� � •� G„� � Gy ry1 � � � '�P� v 0) Vi Dom„ J 'gj .Q r cwr. Uei Ws JS 12 J io ZI d ur,. � w a � PG W yrs. � •s� '� r� � �y1 U 9 o w r N J Appendix F, Part 2: Plan for CaIWORKs Program Please complete the narrative and the budget chart for each of the program areas: Al: Curriculum Development and Redesign Describe the curriculum that you plan on developing and -redesigning with the CaIWORKs funding. Please answer the following questions for each program you are going to develop or redesign. Attach additional sheets as needed...Also, complete the attached chart (A2) that describes how you are going to utilize the funding to achieve these objectives. If you are not using 8% of your allocation for this purpose, you must still describe .the curricula/programs that colleges have developed or redesigned utilizing other funding sources: 1. Name of curriculum or program that is going to be developed or redesigned. Telecommunications/Networking Technology.Certification Program 2. Offered in the credit or non-credit mode? Credit 3. Prepares recipients for what jobs at what pay level? Entry level Help Desk position starting around $15.00 - $17.00 per hour. Junior Network Support Administrator starting around $17.00 - $23.00 per hour. 4. Are the programs open entry/open exit, yes or no? The certificate program will be modular so there could be multiple entry points. 5. Provide evidence that the program will prepare,students for a job that is in demand in the labor market or is in an emerging population. See Attached document of Occupations with the Greatest Job Growth. Highlighted are Systems Analysts and Computer Engineers both of which necessitate the need for telecommunication/network knowledge. LMI Ranking #6, and #20. 6. Provide evidence of collaboration with local partners including the county welfare department. Los Medanos College is working closely with both Social Services and the Employment Development Department in East Contra Costa County. For this particular program, we would also be working very closely with Microsoft to provide the official Microsoft Certification Programs. Graduates of these programs are very highly sought after. In addition, we would develop a relationship with CBT Systems to purchase interactive computer based training modules to provide as much "hands-on" simulated lab experience for our students as possible. Al: Curriculum Development & Redesign (continued). 7. Describe how the program will articulate with more advanced educational programs. 9 P 9 The program will be modular having three levels. The student would be employable after completing the first two modules. However, to obtain a higher level position, the student should continue his/her education by completing the third. module. Additionally, as technology changes, the student will have to come back to learn newest version/technologies etc.. If the student wishes, after completion of our program, the student could then enroll in telecommunication/networking extension programs at UC Berkeley, San.Jose State University, Golden Gate University, and University of Phoenix (to name a few). S. Are telecommunications going to be used in the delivery of instruction? If so, how? Telecommunications are going to be used in the delivery of instruction. The success of. the program relies on the interactive computer based training modules developed by CBT Systems. These training modules will be completed during class time. However, students wishing to practice at home can access these programs "on-line" if they have access to a computer with access to the Internet. We could also offer these same courses through Distance Learning to anyone interested in this program. 9. How are job preparation skills and career education going to be integrated into the curriculum? As part of the certification program, students must take courses which transition them or prepare them to work. "SCANS" competencies will be integrated throughout the curriculum. Also covered will be issues concerning how to create resumes, prepare for interview, manage work and family matters, work relationships etc. In addition, computational skills for network technology and technical writingfor the computer industry would be necessary. 10:-1s.the program going to include internships or work experience activities? If so, describe. Yes, the program would have to include internships and/or work experience activities.. The students will have to gain some "hands-on" experience to apply all the technical knowledge they have learned_ There are numerous companies in this area which will benefit from having our highly trained network technicians solve all their computer nightmares. We will have people working closely with the community to create the intemships/work experience activities, as well as being able to utilize the students to staff our own technical departments as student workers. 11.How is the program going to link with job development/job placement to 1) find_jobs when the students have completed their program and 2) track students into employment? Existing relationships between Computer Science Department faculty members and local employers will be used to develop jobs and/or other work experiences for the program's participants. UCL 1L :LtS NO .UUi Contra Costa County Occupations with the Greatest Job Growth 1094.2001 Absolute OEM CoeM 060UPAtIon 19i+4 2`001 ChanOo %change 190050 GENERAL MANAGERS,TOP EXECUTIVES 0.900 10,080 1,180 13.30% v •..490112 SALESPERSONS-RETAIL(NON-VEHICLE) 11,400 12,480 11060 9.50%d i 490230 CASHIERS 7,940 8,960 1.020 12.80'x6 3v v670050 JANITORS,CLEANERS--EXCEPT MAIDS 4.110 4,990 880 21.40116 _ 553050 RECEPTIONISTS.INFORMATION CLERKS 3,430 4,180 730 21.30% S ,/�-102o SYSTEMS ANALYSTS.-ELEC DATA PROC 1.210 1.920 710 58.70% - 650080 WAITERS AND WAITRESSES 3,480 4,170 690 19.60% 630470 GUARDS AND WATCH GUARDS 1.940 2.600 660 34.00% 315211 INSTRUCTIONAL AIDES 4,740 5,970 630 13.3056 , 551080 SECRETARIES,GENERAL 8,860 6.470 810 10.40% � ,i 559470 GENERAL OFFICE CLERKS 8,700 9,240 540 620% 313210 INSTRUCTORS AND COACHES--SPORTS 1,160 1,690 530 45.70% 1.7 490170 COUNTER AND RENTAL CLERKS 980 1.500 520 53.10%1' -1125020 REGISTERED NURSES 4.440 4.920 480 10.60%''- i51320 0.60°6'851320 MAINT REPAIRERS,GENL UTILITY 2,670 3,320 450 15;70%!S 680140 AMUSEMENT,RECREATION ATTENDANTS 810 1.240 430 53.106 313080 TEACHERS--SECONOARY SCHOOL 4,260 4,670 410 9.6056 780300 GARDENERS.GROUNDSKEEPERS-EX FARM 1.740 2.130 390 22.409b ✓490080 SALES REPS..NON-MENTIFIC EX RET 2,850 5,220 370 13.00•x6'? ✓221270 COMPUTER ENGINEERS $50 910 360 85.50% 989020 HAND PACKERS AND PACKAGERS 1.370 1,730 360 28.30% ' 21260 ELECT AND ELECTRONIC ENGINEERS 1.970 2,320 350 17.60% 971050 TRUCK DRIVERS,LIGHT 2.340 2.690 350 15.00%, 3 251051 COMPUTER PROGRAMMERS.INCL AIDES 1,720 2.060 340 19.80%a ' 313050 TEACHERS--ELEMENTARY SCHOOL 4,430 4.770 340 7.70%, 5 670020 MAIDS AND HOUSEKEEPING CLEANERS 1,740 2.040 300 1720°�d 531230 ADJUSTMENT CLERKS 1.300 1,560 280 21.50% � ✓211140 ACCOUNTANTS AND AUDITORS 2,140 2,410 270 12.60% 130170 ENGINEER.MATH.AND NAT SCI MGRS 090 1.240 250 25.30901 130110 MKTING,ADV.PUB-REL MANAGERS 1.090 1.320 230 21,10% 3 313020 TEACHERS.PRESCHOOL N4 KINDERGARTEN 1,660 1.890 230 13.900/6 ` 03W FOOD PREPARATION WORKERS 2.350 2,580 230 9.80% 3 660110 HOME HEALTH CARE WORKERS 490 720 230 46.90°x6 : ° 660080 NURSE AIDES,ORDERLIES.ATTENDANTS 2,010 2.230 220 10.90°,6 971020 TRUCK DRIVERS,HEAVY 2,280 2,500 220 9.80°/6 ✓853020 AUTOMOTIVE MECHANICS 1.620 1.630 210 13.00% 150261 FOOD SERVICE MANAGERS 660 160 200 30.30•x6 v450260 COOKS--RESTAURANT 1,350 1,550 200 14.60°,6 281080 LAWYERS 1,040 1.230 190 18.30% 31 \,630140 POLICE PATROL OFFICERS 730 900 170 23.30% y 6.50410 COMBINED FOOD PREP AND SERVICE 2.800 2.970 170 6.10% q1 490260 TELEMARKETERS.SOLICITORS NI,RELATE 700 880 160 22.90% u i 150170 CONSTRUCTION MANAGERS $40 090 150 1 fam `!S ✓535080 BILL AND ACCOUNT COLLECTORS 850 840 150 23.10% WW20 DENTAL ASSISTANTS 930 1.080 154 16.10% 630320 SHERIFF$AND DEPUTY SHERIFF$ 550 690 140 25.50°,6 660050 MEDICAL ASSISTANTS 710 850 140 19.7004 =! 880050. HAIRDRESSERS,HAIRSTYLISTS 770 910 140 18.20% 1a 130020 FINANCIAL MANAGERS 2,660 2,090 150 4.50% 273020 SOCIAL WORKERS--DIED.PSYCHIATRIC 910 1,040 130 14.30% r. EXCLUDES'ALL OT14ER CATE00RIE6- 0 �• M to O � yic � Y Q O N •� •N K 0 00 o t� v oo N wG ^� tD st •� U � o N U �+ 6! 61 W N Appendix F, Part 2: Plan for CalWORKs Program Please complete the narrative and the budget chart for each of the program areas: Al: Curriculum Development and Redesign Describe the curriculum that you plan on developing and redesigning with the CalWORKs funding. Please answer the following questions for each program you are going to develop or redesign. Attach additional sheets as needed. Also, complete the attached chart (A2) that describes how you are going to utilize the funding to achieve these objectives. If you are not using 8% of your allocation for.this purpose, you must still describe the cu rricu I a/prog rams that colleges have developed or redesigned utilizing other funding sources: 1. Name of curriculum or program that is going to be developed or redesigned. Welding Technology 2. Offered in the credit or non-credit mode? All course work will be offered for credit. 3. Prepares recipients for what jobs at what pay level? Entry jobs and pay levels given are reflective of the local industry and are based on our present supply and demand of our existing work force, as follows: General Welder Helper, Burner and Cutter, Machine Burner Operator, MIG Welder Specialist, TIG Welder Specialist, Flux-cored Welder. Pay range $8.00 to $16.00/hour. 4. Are the programs open entry/open exit, yes or no? Yes, the program's course work is designed for the participant to enter at multiple points and start training at accelerated modes to achieve completion in the shortest possible time and be ready for employment. 5. Provide evidence that the program will prepare students for a job that is in demand in the labor market or is in an emerging population. As per Advisory Committee's input and feedback, as well for the direct research and communication among the training program and our local industry and labor unions in the area, presently the demand is greater than-the supply of trained labor force in welding. 6. Provide evidence of collaboration with local partners including the county welfare department. Los Medanos College Welding Technology program is recognized, supported and in partnership with our local industry from the small fabrication shop to the large processing plant complexes; the American Welding Society; the American Society for Metals; the County Welfare Department; the EDD office; the Workers Compensation agencies; Advisory Committee; and the college's Student Placement Office. Al Curriculum Development & Redesign (continued) 7. Describe how the program will articulate with more advanced educational programs. P 9 P 9 The program will train the client to achieve the required occupational skills for successful employment at the entry level category, and is designed to provide the opportunity for career mobility at graduated step up levels with life, job and related basic required skilled competencies. 8. Are telecommunications going to be used in the delivery of instruction? If so, how? No, at this time they are not part of the delivery plan but in the near future they may well be a good instructional approach for greater reinforcement. 9. How are job preparation skills and career education going to be integrated into the curriculum? Job preparation and career education will be available to the client as part of the required related competency for successful job training and job placement. 10. Is the program going to include internships or work experience activities? If so, describe. Yes, the client will be placed in a work related setting to gain the required experience as part of the individual's training. 11.How is the program going to link with job development/job placement to 1) find jobs when. the students have completed their program and 2) track students into employment? Job development and placement will be based on the needs of the local industry. The development and placement will be a collaborative team effort through our established long time partnerships. ao ISO lot o o s 304 .1 ;o la IrDo 40 !Pu to io VIA rop .0 —0 00* 105. as 105. rl A.) B1: Coordination Describe how the college intends to coordinate the CaIWORKs program with the county welfare department and other agencies and community organizations; and internally within the college by addressing the following questions. These questions must be answered whether or not you utilize any of the CaIWORKs funding for this purpose. Attach additional sheets as needed. Also, complete the attached chart (132) to specify how you are going to use the funding to achieve these objectives. 1. What office or program will be the initial entry point for CalWORKs students? The coordination and student contact functions for CalWORKS students need to be transacted in a welcoming and student service focused location. Given the impacted nature of counseling and the vocational education area, the first floor, e.g. room 118, could be considered for minor remodeling to accommodate these functions, as well as become a drop in point for students. The relatively minor disruption in other services, the proximity to the Assessment Center, and to the other Economic Development functions support this move. Ultimately, the 118/119 room complex could house a number of economic development student service functions creating healthy student traffic on the first floor and creating a nexus of functions that mitigate against the isolation of CaIWORKs services and students. There might be funding for this in a P.G. & E. grant that was recently offered to the district. 2. How will the case management approach to serving CaIWORKs students be organized? Coordination The overall program concept is based on a strong coordination element provided by LMC, and possibly by other educational partners in the future, and inextricably linked to Social Services and its case management, assessment, and job placement staff. With the agreement of the One Stop Center partners in East County, especially the other education and training providers, coordination of the education and training portion of CalWORKs could be folded into the college's One Stop in-kind contribution and occur in part at the One Stop sites. The Division Manager of the Antioch Social Services Department, the Dean of Economic Development, and participating One Stop partners can identify outcomes and processes to facilitate the success of the program and coordinator. The coordinator may be physically located in all three sites on a rotating basis: Social Services, One Stop Center, and Los Medanos College. c MIS/Tracking TANF funds have been identified as the source of a new and ongoing tracking system to accurately identify SIPs.and new referrals to the college. The system will be maintained and operated at the district level for all three of the colleges in the CCCCD. The new system will incorporate the ability to provide accurate information for both the college and Social Services in a real time, as needed basis. In order to identify SIPs in a timely fashion so that college staff can make appropriate interventions a separate and immediate study may be needed. r Coordinator Coordination of LMC's CalWORKS services will require a staff member who is responsible for understanding the programs, regulations, policies, and procedures of Social Services and Los Medanos College. This position, which will report to the Dean of Economic Development, will assume the responsibility of managing the information exchange between Social Services and LMC for the purpose of tracking students and delivering unduplicated services. In general, it is assumed that this coordinator will have ongoing contact with the LMC's lead service providers in training programs, childcare, CARE, EOPS, Financial Aid, LMC Bookstore, Business Office, etc. to insure the delivery of integrated and effective CalWORKS and general college services. Managing the implementation of Work Keys as a LMC/Social Services assessment tool is also planned. The primary interfaces for this position are case managers at Social Services, including assessment and job placement personnel, case managers at Los Medanos College, and lead contacts from other East County educational providers. The "Educational Coordinator" could maintain an inventory of available training programs that could include information on funding and support services. Additionally, the coordinator could become the lead in implementing Work Keys as a common assessment tool for education providers in East County, creating a common tool and language among trainers, educators, and case managers. This position could become a dual reporting position to both agencies or it could become a position jointly sponsored by multiple education agencies, e.g. adult education programs, proprietary schools, and ROP, for the purpose of supporting the Social Services training-referral function. Initiating a series of meeting with other education providers through the East County One Stop is a next step for this element of the proposal. The first discussion of this among One Stop participants on the East County One Stop management team was scheduled for November 3, 1997. Case Managers This proposal envisions LMC case manager(s)who are the direct contacts for customers/students. The case managers will coordinate the educational and LMC benefits plans for CalWORKS participants, including childcare and workstudy. These case managers will coordinate service delivery with Social Services, the lead agency in this partnership, through the LMC CalWORKS Coordinator. Job categories and reporting relationships for these positions need to be established. Clerical Staff Hourly support for communications and accounting will be necessary. Workstudy positions will be utilized where appropriate. Site/Location The coordination and student contact functions for CalWORKS students need to be transacted in a welcoming and student service focused location. Given the impacted nature of counseling and the vocational education areas at Los Medanos College, a first floor location, e.g. room 118, could be considered for minor remodeling to accommodate these functions, as well as become a drop in point for students. The relatively minor disruption in other services, the proximity to the assessment center, and to the other Economic Development functions support this move. Ultimately, the 118/119 room complex could house a number of economic development student service functions creating healthy student traffic on the first floor and creating a nexus of functions that mitigate against the isolation of CalWORKS services and students. There might be funding for this in a P.G. & E. grant that.was recently offered to the district. It is very likely that some of the coordination, case management and other services could be located at the three One Stop locations in the Los Medanos College service area: City of Pittsburg site, City of Antioch site, and United Council of Spanish Speaking Organizations (UCSSO) site in Brentwood. Initial planning efforts with the managers of these sites and.Social Services are very positive. External Partners These ideas were developed in concert with Social Services Division Manager of the Antioch site, Shirley Kalinowski; Kareen Morgan, Division Manager with responsibility for policy and assessment; and Ralph McGee, Financial Manager. They reached a consensus with the LMC staff responsible for CalWORKS proposal development and implementation that these concepts would be recommended for approval to John Cullen, Director of Social Services for Contra Costa County. Curriculum Development Curriculum development funds are being set aside (80/6)to establish new scheduling and delivery methods as well as new offerings. Job search classes will be offered through the college's regular instructional budget. The occupational education faculty will also engage the developmental/general education faculty to agree upon any core curriculum to be added to their new and existing programs, with an emphasis on basic English, math, and "SCANS" competencies. Approved Program List The college's occupational education faculty, in conjunction with the Academic Senate and Dean of Occupational Education, are establishing an LMC specific inventory of Social Service Department approved training programs which include scheduling information, total instructional hours including labs and work study, an estimated CalWORKS benefit/support service package, and certificate outcomes to be completed by January 31, 1998. The conceptual agreement is to propose a broad list of programs described by instructional hours, certificate or degree to be attained, duration, LMI, and advanced study options available for Social Service's consideration and approval. Further discussion will need to occur around SIPS and future referrals to specific_programs. Staff, Development Staff development of faculty to meet the challenges of this new mandate is necessary including some updating of discipline skills for faculty from select programs (computer networking specialists are one such targeted group). Job DevelopmentlPlacement Combining our work study funds with job training and placement activities performed by Social Services, EDD, PIC, and other job placement/development agencies will give Los Medanos College students a competitive edge in securing internships, transitional positions, and real experience needed for permanent placement. The increased job placement activities of Social Services and those available through the ONE STOP will be fully utilized before initiating new job development and placement staff. Redundancy, duplication of services and competition are to be avoided. It is hoped that the college can forge a new partnership between traditional job placement activities and the college's training programs (including CalWORKS work study funds). Child Care The first priority of LMC's.CaIWORKS program will be to offer appropriate levels of childcare to our current students (SIPs) in approved programs. Providing childcare through the limited number of Monday— Friday openings in the childcare center/program or providing vouchers are the most likely scenarios. The college will respond to the separate RFP for expansion of childcare facilities in the hope of adding preschool care to our existing services. In the event that this is funded, the college's primary delivery mode for childcare services will be the college's own program. If the college is not funded for facilities expansion, vouchers will be used to assure that students receive adequate childcare support for their training activities. Additionally, the college will consider opening its facilities for weekend care if a need can be established. The child development faculty, childcare center staff, and the Dean of Occupational Education and the appropriate Division Chair are consulting on this portion of CaIWORKS. 131: Coordination (continued) 3. How will services to students be coordinated from the instructional program, child care, work study,job development/job placement, and other special programs and services?. Coordinator The role of the coordinator is described previously under 81.2. Case Managers The role of case manager is described previously under 11.2. 4. Describe the process by which the college will coordinate with the county department of social services to: • Develop a memorandum of understanding about the identification and tracking of students to the college, through their educational program, and on into employment, coordination of financial aid, child care, and other supportive services; and other areas where coordination and agreements are needed. Case Managers This proposal envisions LMC case manager(s)who are the direct contact for customers/students. The case managers will coordinate the educational and LMC benefits plans for CalWORKS participants, including childcare and workstudy. These-case managers will need to coordinate their service delivery with that of Social Services, the lead agency in this partnership, through the coordinator. Job categories and reporting relationships for these positions need to be established. MIS/Tracking TANF funds have been identified as the source of a new and ongoing tracking system to accurately identify SIPs and new referrals to the college. The system will be maintained and operated at the district level for all three of the colleges in the CCCCD. The new system will incorporate the ability to provide accurate information for both the college and Social Services in a real time as needed basis. In order to identify SIPs in a timely fashion so that college staff can make appropriate interventions a separate and immediate study may be needed. Coordinator Coordination of LMC's CalWORKS services will require a staff member who is responsible for understanding the programs, regulations, policies, and procedures of Social Services and Los Medanos College. This position which'will report to the Dean.of Economic Development will assume the responsibility of managing the information exchange between Social Services and LMC for the purpose of tracking students and services delivered. In general, it is assumed that this coordinator will have ongoing contact with the LMC's lead service providers in training programs, childcare, CARE, EOPS, Financial Aid, LMC Bookstore, Business Office, etc. to insure the delivery of integrated and effective CalWORKS and general college services. Managing the implementation of Work Keys as a LMC/Social Services assessment tool is also planned. The primary interfaces for this position are case managers at Social.Services, including assessment and job placement personnel, case managers at Los Medanos College (TBD), and lead contacts from other East County educational providers.The "Educational Coordinator" could maintain an inventory of available training programs that could include information on funding and support services. Additionally, the coordinator could become the lead in implementing Work Keys as a common assessment tool for education providers in East County creating a common tool and language among trainers, educators, and case managers. This position could become a dual reporting position to both agencies or it could become a position jointly sponsored by multiple education agencies, e.g. adult education programs, proprietary schools, and ROP, for the purpose of supporting the Social Services training-referral function. Initiating a series of meeting with other education providers through the East County One Stop is a next step for this element of the proposal. • Develop the list of community college programs that lead to employment(Appendix C). Curriculum Development Curriculum development funds are being set aside (8%)to establish new scheduling and.delivery methods as well as new offerings. Job search classes will be a part of this. The occupational education faculty will also engage the developmental/general education faculty to agree upon any core curriculum to be added to their new and existing programs. Approved Program List The college's occupational education faculty, in conjunction with the Academic Senate and Dean of Occupational Education, is establishing an LMC-specific inventory of Social Service Department-approved training programs which include scheduling information, total instructional hours including labs and work study, an estimated CalWORKS benefit/support service package, and certificate outcomes. The conceptual agreement is to propose a broad list of programs described by instructional hours, degree to be attained, duration, LMI, and advanced study options available for Social Service's consideration and approval. Further discussion will need to occur around SIPS and future referrals to specific programs. Staff Development Staff development of faculty to meet the challenges of this new mandate is necessary including some updating of discipline skills for faculty from select programs (computer networking specialists are such targeted group). { The Educational Coordinator could maintain an inventory of available training programs that include information on funding and support.services. Additionally, the coordinator could become the lead in implementing Work Keys as a common assessment tool for education providers in East County creating a common tool and language among trainers, educators, and case managers. This position could become a dual reporting position to both agencies or it could become a position jointly sponsored by multiple education agencies, e.g. adult education programs, proprietary schools, and ROP, for the purpose of supporting the Social Services training-referral function. Initiating a series of meeting with other education providers through the East County One Stop is a next step for this element of the proposal. *Develop with the educational providers a county plan for the provision of educational services for CalWORKs recipients (Appendix E). Coordination The overall program concept is based on a strong coordination element provided by LMC, and possibly by other educational partners in the future, and directly linked to Social Services and its case management, assessment, and job placement staff. With the agreement of the One Stop Center partners in East County, especially the other education and training providers, coordination of the education and training portion of CalWORKS could be folded into the college's One Stop in-kind contribution and occur in part at the One Stop sites. The weekly management meeting of instructional and student service administrators who lead the various departments involved in this project will also be used to coordinate responses that cross department lines. The Vice President of the college facilitates these discussions. Coordinator Coordination of LMC's CalWORKS services will require a staff member who is responsible for understanding the programs, regulations, policies, and procedures of Social Services and Los Medanos College. This position which will report to the Dean of Economic Development will assume the responsibility of managing the information exchange between Social Services and LMC for the purpose'of tracking students and delivering services. In general, it is assumed that this coordinator will have ongoing contact with the LMC's lead service providers in training programs, childcare, CARE, EOPS, Financial Aid, LMC Bookstore, Business Office, etc. to insure the delivery of integrated and effective CalWORKS and general college services. The Coordinator will create an LMC CalWORKS inventory that estimates available benefits in childcare and workstudy per program. Managing the implementation of Work Keys as a LMC/Social Services assessment tool is also planned. The primary interfaces for this position are case managers at Social Services, including assessment and job placement personnel, case managers at Los Medanos College (TBD), and lead contacts from other East County educational providers. The "Educational Coordinator" could maintain an inventory of available training programs that could include information on funding and support services. Additionally, the coordinator could become the lead in implementing Work Keys as a common assessment tool for education providers in East County creating a x common tool and language among trainers, educators, and case managers. This position could become a dual reporting position to both agencies or it could become a position jointly sponsored by multiple education agencies, e.g. adult education programs, proprietary schools, and ROP, for the purpose of supporting the Social Services training-referral function. Initiating a series of meeting with other education providers through the East County One Stop is a next step for this element of the proposal. *Develop a referral process of students from the county welfare department to the college. Early Contacts Through dialogue with Social Services staff, Los Medanos College's earliest contact with new potential students has been identified. In the Social Service _. Job Search/Job Club functions, the college can become a primary provider of instruction and can initiate its relationship with Social Service case managers and potential students. Post-Job Club, and as a late part of the Social Service assessment process, Los Medanos College can offer the Work Keys assessment for those "customers" who are ready for education/training referrals. MIS/Tracking TANF funds have been identified as the source of a new and ongoing tracking system to accurately identify SIPs and new referrals to the college. The system will be maintained and operated at the district level for all three of the colleges in the CCCCD. The new system will incorporate the ability to provide accurate information for both the college and Social Services in a real time as needed basis. In order to identify SIPs in a timely fashion so that college staff can make appropriate interventions a separate and immediate study may be needed. Coordinator Coordination of LMC's CalWORKS services will require a staff member who is responsible for understanding the programs, regulations, policies, and procedures of Social Services and Los Medanos College. This position which will report to the Dean of Economic Development will assume the responsibility of managing the information exchange between Social Services and LMC for the purpose of tracking students and delivering services. In general, it is assumed that this coordinator will have ongoing contact with the LMC's lead service providers in training programs, childcare, CARE, EOPS, Financial Aid, LMC Bookstore, Business Office, etc. to insure the delivery of integrated and effective CalWORKS and general college services. The Coordinator will create an LMC CalWORKS inventory that estimates available benefits in childcare and workstudy per program. Managing the implementation of Work Keys as a LMC/Social Services assessment tool is also planned. The'primary interfaces for this position are case managers at Social Services, including assessment and job placement personnel, case managers at Los Medanos College (TBD), and lead contacts from other East County educational providers. The "Educational Coordinator" could maintain an inventory of available training programs that could include information on funding and support services. Additionally, the coordinator could become the lead in implementing Work Keys as a common assessment tool for education providers in East County creating a common tool and language among trainers, educators, and case managers. This position could become a dual reporting position to both agencies or it could become a position jointly sponsored by multiple education agencies, e.g. adult education programs, proprietary schools, and ROP, for the purpose of supporting the Social Services training-referral function. Initiating a series of meeting with other education providers through the East County One Stop is a next step for this element of the proposal. Case Managers This proposal envisions LMC case manager(s) who are the direct contact for customers/students. The case managers will coordinate the educational and LMC benefits plans for CalWORKS participants, including childcare and workstudy. These case managers will need to coordinate their service delivery with that of Social Services, the lead agency in this partnership, through the coordinator. Job categories and reporting relationships for these positions need to be established. *Create an advisory committee or coordinating committee that would meet regularly to provide coordination between the college and the county. This committee should approximate the following membership and adhere to the principle that the college and the Social Services Department are equal partners: Division Manager of the Antioch site of Social Services or designee; Vice President of Los Medanos College or designee; CalWORKs Education Coordinator; LMC EOP&S or CARE Coordinator; Dean of Occupational Education and Child Care; an Academic Senate representative; LMC and Social Services case management representatives; LMC Researcher, and interested On Stop partners, e.g. adult education and job development representatives. 5. Describe the college committee that will oversee the planning and -implementation of the CaIWORKs program. Who will be participating on the committee? The ad hoc committee that can act in an advisory capacity to the college during the initial planning of the CaIWORKs program should be subcommittee of the above referenced committee. Primarily the LMC parties, supported by a Social Services representative (and educational partners from the One Stop), can _. . review the initial plan that the Office of Economic Development will have - - responsibility to implement. The Office of Economic Development will have the primary responsibility for implementation, reporting to LMC's Vice President. Longer range consultation can occur within the LMC/Social Services advisory committee. 6. How will the college coordinate its activities with other organizations such as EDD, Private Industry Council, business and industry, adult education and ROCP, the Housing Authority, One Stop Career Centers, and other community organizations? The prominent partnerships established in the One Stop will provide the college with an important forum to coordinate much of this work. The college is a member of the One Stop management team in East Contra Costa County. The shared coordinator with Social Services and other One Stop education/training providers is also critical. The college, through the Office of the President is planning a forum in 97-98 with its public and nonprofit partners to coordinate this and other efforts. Finally, Social Services will bring its status as a Contra Costa County agency to broker the college's partnerships with other County agencies such as the Housing Authority. o0 oo tz w cc ca a ° h o a o o , N U o tOo �p, UO O a i � U � � fin � i0 w w w. 00 00. 00 O q . cV U U �° .. . cz v. E eo 00 co w ol v fu 03 05 p O Q Co w O .d ° p .,c cc Q. u v3 cc ato" 3 U o ca a; > o ° c a a rA co vs 40. T3 Cn bo czU ca A a v u � R eo a .D ro cCdc 3 3 � v, U cud v, W ca cc uW v v y ` W Qrl o rA to ° " E " C a 3fn m cc cc U 5 c A cccd .� c u t a u o tA o0 E •o O. o b 3 a, ° �j O ay. C y w d U Cl: Job Development/Job Placement Describe how the college is going to provide job development/job placement services for CalWORKs recipients by addressing the following questions. These questions must be answered whether or not you utilize any of the CalWORKs funding for this purpose. Also, complete the attached chart (C2) to outline how you are going to utilize the funding to achieve these objectives. Attach additional sheets as needed. 1. How is the college going to develop placements for work/study jobs s that will provide practical experience in the student's educational program? The work activities coordinator, working with our faculty, program advisory associations and available job development services from social services , One Stops, and EDD will identify employers willing to hire and/or work with our students and develop cooperative work experience contracts that will ensure activities meet the performance objectives of the educational program. 2. How does the college intend on providing expanded work experience, internships, and/or community service opportunities for CalWORKs students? Attach additional sheets as needed. The work activities coordinator working with the program faculty and advisory board members, will identify work sites on campus and off campus related to the students training and will develop additional internships and/or community service activities as appropriate. 3. How is the college going to provide career education and job preparation skills instruction to CalWORKs participants? All CaIWORKs students will be required to attend a counseling/advising session, prior to program completion, that will outline the career ladder and growth potential, including additional training requirements of the particular occupational program in which the student is enrolled. The work activities coordinator will ensure that all students in training programs will attend a series of workshops designed to help maximize the benefits of their training by helping them develop job seeking, interview and resume writing skills that will highlight the skill attained in their training. 4. How is the college going to place CaIWORKs recipients into employment when they finish their educational program? How is the college going to coordinate with the county welfare department, EDD, One Stop Career Centers, and other organizations in placing students into employment? The work activities coordinator will maintain ongoing contacts and meetings with all interested organizations/services and our campus placement office to ensure that all completing students are available for interview for all available jobs openings. The work activities coordinator will also do a follow up with all employers hiring our students through cooperative work experience to ensure that the student transitions smoothly from training to employment and that any skills deficiencies are identified and corrected. 5. How is the college going to coordinate tracking former students into employment and compiling employment outcome information for CalWORKs students? How is the college going to coordinate obtaining this outcome data with EDD, One-Stop Career Centers, the county welfare department, and other organizations? Our student tracking database will permit us to compile any information needed/required, in addition to providing any requested reports. We also expect to periodically compare our database to EDD and Social Services data to ensure its accuracy and allow for correction of discrepancies. We will also ensure.that our database is compatible with the One Stops and includes many of the same elements. 6. How is the college going to coordinate the job placement/job development services with instruction, work/study, the case management team, and other programs/offices on campus? The work activities coordinator will be expected to take a case management approach to his/her assigned case load and continually meet and update the case management team with respect to students' progress both during training and after placement. i tb IS 55 Vl�l tl ta o 'o OA '&A -rA o Coll lm--A 'Ile 4) SO Part D: Work/Study Describe how the college intends to create and administer the work/study program for CaIWORKs students by answering the following questions. Attach additional sheets as necessary. Colleges should be prepared to summarize on a semester basis, how many students were served in the program and the number of hours they participated. 1. How will the office responsible for administering the program coordinate with the office responsible for developing the job placements? We expect to have a database of all referred CalWorks students that will be continually updated with program completion benchmarks. When the student has successfully completed 75% of the program, an initial contact will be made by the work activities coordinator with the job placement office identifying the student and providing a projected completion date. We expect that these informational meetings and providing of names and completion dates will occur at least once a week. 2. How will the office responsible for administering the program coordinate with the case manager who will know how many hours of work/study are needed for the student to meet their CalWORKs work requirement? This information will be developed and communicated by the case manager upon initial referral of student or as soon as practical/required and will become a permanent field on our database tracking system. This information/data will be . considered when developing the student's educational plan. 3. Estimate the number of students that will be served by the work/study program. 80-100 Part E: Child Care Describe how the college is going to provide childcare services for CalWORKs students by addressing the following questions. 1. 1.Estimate your current unmet need for child care services for the children of CalWORKs students at your college. As part of the initial CalWORKs project there will be a tracking system established to identify the number of students and children. This tracking system is being developed and will be completed by the end of the first cycle. The. broad estimate for childcare services is 65-75 children; this number is beyond the capacity of our current Child Development Center. Our center does serve the need of TANF and non-TANF student-parents. The center also serves as a laboratory training facility for Child Development majors. 2. Estimate the number of CalWORKs students and number of children who will be provided childcare services through these funds. The number of students to be serviced by the CalWork Child Care Allocation is estimated at 40 children (20 day programs + 20 evening programs) per day from January 1, 1998 - June 30, 1998. The cost for this on campus childcare is approximately $100,000. The remaining $34,000 can be used to issue vouchers for off campus child care for a minimum of twelve children for full day care for 6 months. 3. How will the college provide additional spaces in either existing or expanded college childcare and development services programs? First, children of CalWorks students will be placed in available slots in the college's current Evening Childcare Program. We estimate that there will be 10 spaces for children ages 3-5 and 7 spaces for children ages 6-12 between .5 and 7 p.m., and 10 spaces for children ages 3-5 and 5 spaces for children ages 6-12 between 7 and 10 p.m. Monday through Thursday. The college will coordinate a voucher program with the Contra Costa County Child Care Council. CalWORKs students whose childcare needs cannot be met on campus will be referred to the local childcare council for placement of their children. Infants will be placed in quality family day care. The college has applied for a Child Care Facility Grant which would increase the current capacity for childcare. Funds will provide two portables that would serve 48 preschoolers aged 3-5 (from 1-7 p.m., the hours of most intense CalWORKs training). Part E: ChildCare (continued) 4. How will the college collaborate with the county departments of social services, child care local planning councils, resource and referral agencies, and other subsidized child care resources to provide child care services to CaIWORKs students? The college is applying for a position on the local childcare Planning Council. The Department Chair in the Child Development program will, hopefully be selected. Our local resource and referral agency, the Childcare Council, has agreed to place our college CalWORKs students in the community. They will operate the entire program of parent vouchers and be paid an appropriate administration fee. We will collaborate with the Department of Social Services by continuing to attend its meetings and keeping it abreast of how we are utilizing our child care funds so that way we can better insure CalWORKs students on our campus use college CalWORKs funds before accessing Department of Social Services child care funds. 5. Describe the innovative uses of the funds to expand the breadth of childcare and development services by age, non-traditional time periods, wrap around services, etc. Our current on campus facility will expand the school age childcare program in the evening to provide seven additional slots for children ages 5-years old - 12 years old. Training programs/classes for parents are being planned as an afternoon and possibly weekend academy, therefore providing some access to the use of the current Child Development Center on campus. Through collaboration with local resource and referral agencies, we will be in a position to provide parent vouchers for off campus childcare and wraparound services. Collaboration of this type between the local Child Care Council (Resource and Referral) and LMC is an example of a new and innovative approach to meeting the needs of CalWORKs families. In addition, wrap around services are being explored with our local Head Start Agency, state funded agencies to provide child care-on campus. These services can be provided with the acquisition of portables. Part E: Child Care (continued) 6. How will the college coordinate the provision of childcare services through the on-campus centers or parental vouchers? We will hire a coordinator out of the administrative funds who will be responsible for placing students in,existing childcare slots and also work with the Child Care Council to insure prompt placement of children using parental vouchers. 7. Describe the quality standards used for child care and development services at your college and for off-campus referrals. All childcare facilities must meet Title XXII state licensing requirements for teacher to child ratios. The ratio of infants to caregivers will be 4:1, toddlers to caregivers 6:1 preschoolers 12:1, and school age 14:1. Caregivers will meet requirements for the California State Children's Center Permit (see attached form). Standards for program organization and curriculum will be congruent with the National Association for the Education of Young Children's Developmentally Appropriate Practice in Early Childhood Programs. Approved practices for the children include: • Materials and time for children to explore. • Selection of their own activities from a variety of learning areas. • Working individually or in small, informal groups most of the time. • Learning activities with material and people relevant to their own life experience. • Stimulation of learning in all developmental areas—physical, social, emotional and intellectual Development of confident, knowledgeable self-images, regardless of cultural and ethnic backgrounds, gender, or socioeconomic classes. • Acquire empathy for others. • Developing ability to stand up for themselves and others in discriminatory situations. 8. What steps will be taken to reduce the costs to come within the maximum CDE reimbursement rate the second year of implementation if your costs exceed the CDE reimbursement rate (no more than 15%) for the first year of implementation? We would only need excess expenditures up to 15% for initial startup costs for equipment, supplies, and possibly a program not operating at'full. capacity. The initial costs would only be a one-time expenditure. If we were not at full capacity, we could increase our advertising and collaborative efforts with the Department of Social Services to bring the program to,full capacity. California Community Colleges Ca1WORKs unit 1107 Ninth Street Sacramento, CA 95814 Appendix F: Part 3A Budget for Ca1WORKs Funding byProgram Category Community College: Los Medanos College Program Category Amount Budgeted Curriculum Development and Redesign $ 46637 Coordination $ _ 75787 Job Development/Job Placement. $ 17489 Work Study $ 163233 Child Care $ 279828 Instruction $ 0 TOTAL $ 582974 Appendix F: Part 3B Budget for Ca1WORKs Funding by Budget Category Category Budget 1000 Certificated Services Instructional Services $ 28120 Student Support Services $ 18000 Program Coordination $ 28680 2000 Classed Salaries Instructional Services $ 0 Non-Instructional $ 60111 3000 Employee Benefits $ 13463 4000 Supplies& Materials $ 8363 5000 Other Operating Expenses&Services $ 17950 6000 Capital Outlay $ 7200 7000 Direct Student Payments $ 401087 TOTAL BUDGET $ 582974 This is to certify that the above information has been prepared in accordance with applicable Federal and State regulations. To the best of my knowledge,the information is correct. District Business Officer's Signature Date College: Los Medanos College Appendix F: Part 4 Ca1WORKs Program Contact List Throughout the year, the Chancellor's Office will be providing updates regarding welfare reform and the CalWORKS Program in the community colleges through workshops, newsletters, and e- maif updates. To facilitate communication about the program between the Chancellor's Office and your college, please identify the following contact persons. We understand that in some cases, the same person may be the contact person for more than one area. (THE LOS MEDANOS COLLEGE TELEPHONE NUMBER IS (510) 439-2181. THE ADDRESS IS 2700 EAST LELAND ROAD, PITTSBURG, CA 94565. ALL CONTACT PERSONS CAN BE REACHED AT THIS NUMBER AND ADDRESS UNLESS OTHERWISE STATED.) Primary Ca1WORKs Contact Person: has overall program or administrative responsibility for the Ca1WORKs Program and is the contact person for questions about the application for funding: NAME: Peter Garcia,Dean of Economic Development,X203/255, pgarcia(a�ccnet.com William Kester,Vice President of Academic and Student Affairs, X116, wkester@ccnet.com Sandra Trujillo-Holman,X372, Director of Instructional Support, sholman@ccnet.com Fiscal CalWORKs Contact Person: has fiscal responsibility for the program including the development of the budget and the expenditure reports: NAME: Bruce Cutler, Director of Business Services,X206 Work/Study Program Contact Person: has primary program responsibility for implementing the work/study program for Ca1WORKs recipients: NAME: Art Alatorre, Director of Enrollment Management,X121, alatorre@ccnet.com Child Care Contact Person: has primary program responsibility for providing child care for Ca1WORKS recipients: NAME: Veronica Flagg, Dean of Occupational Education,X285,veroni@ccnet.com Job Development/Job Placement Person: has primarily responsibility for developing paid and unpaid work experience for Ca1WORKS recipients while they are enrolled in college and after they complete their education program: NAME: Art Alatorre,Director of Enrollment Management,X121, alatorre@ccnet.com Curriculum Development and Redesign Contact Person: has primary responsibility for overseeing curriculum development and redesign for college: NAME: Veronica Flagg,Dean of Occupational Education,X285,veroni@ccnet.com Ca1WORKS Program Contact List Page 2 Coordination with County Welfare Department: has primary responsibility for coordinating the colleges program for welfare recipients with county welfare department: NAME: Peter Garcia, Dean of Economic Development,X203/255,pgarcia@ccnet.com Program Accountability Contact Person: has primary responsibility for tracking student progress and providing accountability reporting information to the Chancellor's Office: NAME: Frank Baratta,Director of Research,Contra Costa Community College District, 500 Court Street,Martinez, CA 94553,(510)229-1000 X271, fsbrne@ccnet.com Other College Contact Persons: other faculty and staff who participate in CalWORKS program and want to be included.on the mailing list: NAME: Linda Collins, Academic Senate President,X155/144,lcollins@ccnet.com S AEVERYONEECONPLAMTASKLIST Appendix F Application for Ca[WORKs Funding To apply to receive CalWORKs program funding, complete Appendix F, 'Application for CalWORKs Funding, and return the application postmarked by November 14, 1997 to: Dr. Connie Anderson, Coordinator Ca1WORKs Unit California Community Colleges 1107 9th Street Sacramento, CA. 95814 Contact Connie Anderson if you have questions about the application at her e-mail address: canderso@ocl.cccoo.edu or by phone at(916) 324-2353. A completed application includes: X Appendix F, Part 1, `Certification' Appendix F, Part 2, the narrative'Plan for the CalWORKs Program' X Al &A2, 'Curriculum Development and Redesign X 61 & B2, 'Coordination' __L_Cl & C2, 'Job Development/Job Placement =D, `Work Study' _L_E, `Child Care N/A F. 'instruction' X Appendix F, Part 3, "Budget , X Appendix F, Part 4, 'Contact Ust • Attachment C • • U b v p, u PC O V R"+ 1lrr FN O [~ ,o C O p, K K K K K K K K K K K K = 0 W � Hr w A .7 iG M M M �y N M M 'et ,N.., 1p M M � a x da � a b Y MM cc .�-� .�-/ .N-iMM ••r SPC � � a o000 ;� $ $ o $ � � � �o �o 000 � TJ O p 0 NMMen � O\ � cnM ,Ny � � � N h � � M cl � W Nix U ,� .cc O K K K K K K K � PC 'O FU a� PC �••� P. o .� . � ^ 0 ►. w e QCL �o a Q o Q v� U W w U u W v W a W a o C u U v a V 20 ,o a c7 a1 N V ,$ ' o E Ut5 mbU C7 i i LAM O ca 'Co 'C � c b C . 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I'.1-. l�• ,�0 3 D pp ' .a w. ,d d:n o lgo':g.1eco. .N d}to(r• ;rl� ate, )S m •1 S `;1 c ml > t •r 5-i' "-� S'o c 'o.r^�U.e. ;_ _;3:Nrv.m,..io:�.a ��1 rn yA, m � -Jyn w •� ..m ,� S,a o M3 CIM C S dII � Q, `•� JJ 4 � -'l h ei t. � -:, r.•. pF:� ,; � � � 1 .tom mo cni i•`"' iii i — • Attachment • E • RichmondWORKS One Stop Career Center System-Member Services Services Location JTPA Title 11 Youth and Adult:Outreach,Intake,Assessment,Remedial, Ignnploytnent&Training D. V/ESL,GED,OJT,Voc Training,Pre-Employmt Trng,Job Placement and 33{ 25thS `a�aud they iocatton Retention Svcs,PrelPost-Term Support Services depending oeCe Dislocated Worker Programs: Basic Readjustment,Retraining,Rapid Response,Job Search/Retention Training,Job Placement Services JTPA Youth Specific Counseling and drop-out recovery programs FarttiersbplCites inhools School Transition to Work:program for JTPA high school students �trchmorid Hrgh School Employment Service Programs:(EDD)Job Match,Intensive Services 343 22� � Program,Support Services(e.g.tools,transportation,uniforms,union dues), job search workshops,Veterans Employment Services itiGtriolid7U- 5 Unemployment Insurance Programs: (EDD)Title III Worker Profiling, k UI Benefits extension for JTPA/RichmondWKS training participants Welfare to Work:for Adults (GA,GAIN)and Teen(CAL LEARN)AFDC 151 L pus 'ng.jwe. Dr clients includes job search/placement,child care,funds management. .HftW :262 5285 transportation. Services transitional after job placement CAS.LEARN► iClun°rid Htgb Career Counseling,Skills Assessment,Job Search Training, Resume Prep; RiehmondWORKS Customized Industry Certification Training(e.g.BATT,Hazmat);Revolv- 3325th"Street ing Loan Fund(for union dues,tools,uniforms);Job Placement;Employer- Screening and Referral;Good Work Job Club;Enterprise Zone referrals Entrepreneurship Tmg; Small Business Assistance Svcs '�Yt~13DC 3447 Rcscarch Drive' Construction Trade and GED training for economically disadvantaged '00... I iir7d ILeLmond school dropouts 17-24. Non-traditional training for women 33Q 25t1x S:txeet 307 8079 Youth residential and non-residential nservation Carps GED,remedial,conservation skills training and work experience 906 Dornan fir. 237- t35 College readiness and support;vocational and academic training; school to Contra t"0$ 0' Coliee 2600 career transition services SanPabla 235 7840 Computer-assisted Learning Lab,GED prep,diploma courses,vocational Richmond Adult School skills training,ESL $Ralson 215-4666 Job Information Center. Public library section of job/career books,videos, Rit hmond. eiti Library job prep manuals,computerized self-assessment system Gil:Cer� r)a�aza Title V Senior Employment Projects work with DTPA Older Worker 2`::l K4 onald Ave:: Program training,work experience,job placement services ? '97If, Literacy Training:One-on-one tutoring of functionally illiterate adultsenter Plaza - t T Disabled Programs:California Workability job training and placement pro- orrtra Costa College grams for high school and college disabled students and adults RuikBtssell Support Services:includes high school One stop center for disadvantagedtdicxirt students;family residential substance abuse recovery;residential veterans l�I.Rlebmond Nieighbd d Hse support;educational tutoring;homeless training,job placement and housing iittchmontlii�Cities Settools support services;child cart referral services ConChdd flare Counc,l . • Attachment • F • am -- N W b cn Cr m 0 .. r moT c � Q7 � D , C � O � o O � cn -• m me FD to �, O Qn m O (n0 Z 0 � c � 0 C 0 -V m7n 42 �r� m � 0 fl �n7CQ� 00m .�-� � 0 ' � O --4 oOa r D o mmn m � -, Z D., p Sr r. -ADC) � QDir 7 � � p � -� m0 p p p *+ mrOm - mZ p OM mKZ O � � Ow � Z � � Z CL 3 m ( y D Z "' m p O C4 m Z � mo In5C o ;o0 O In " Z X- 0 0 0 Dm m � mm p -< m CD = .. m � M Om rm m j Oto = -' 7 ^ro ?�O 3 0 0 C m N m O (� D m O O D 0 m CD O � D G - Di m 7 N O 3 -< Z N p Z .Q6 A� m D y9. 55: 63 , , m In O. � v. 0 fD D M C O O -� = r- 0 _ H po H Z r Z_ CD mO (0 O � O '� Z Z p CD 47 CA47 p DCvH p o Q Z o m O m �=D � D S � 0 M S CD Z O O c tp n y G1 �' o Z 0 ° -7 (A S O p < H ti --1 Q ;a m CD Q r m L Q -0 FDD �_ v O 7CL M 0 n O c CD CD Z n CD 9V jy m N A O N N W CD A Q Z p O W N N W O O Cn P. W O S." W O O. > W .O �o 0 -- W N N N v .0 0 '0 � m /1 m YZ W W W D6 V W m N -� p V Z � J O CD O O 00000 0 0 00 O O O —4 Q CD O m O O ..4 a -� a H O O o n m Z 10 C 1O Nbk -+ N NWNN 3' O OC Z Z N CA W N W N P V U to W Oo P to M Z 0 O P cn � W OV -i bD N cn V V - N m .0 � .Z.� r 7 O O 0 0 0 0 0 0 0 00 0000 -G � m �^ A m 70 N N W O =rN - N NNN W 0 V W La b, A Oo O W P Cb V A -0 �. O W N of O W �o b. P V (A) -4 -08000 CD O O 0000000 0 0 O O O O = IM Q m ur 67d Q > m 7 W N � N W CT V �+ W b A W O O fl � • S Wn c A� V 0 W N p~ N N W g.p N Z CD O 0 0 0 0 0 0 0 O O 0 0 0 0 N O O 'my 3 ° D0 O � D 7 -1 = a O W Cl1N W -0 WCJt V VFW O -n Q V V Pm h. Cp1o� CJ+ W � m�n O -jo- Z C O O O O S O 0 0 0 0 O O O O N N O a m m m n pp m v G OND OO - Cafnjt- W V 00 .0 3e 3e ?R 3e ae2 be de de 3e 3e m b` TRAINING LEVEL DEFINITIONS 11. Short-term on-the-job trainingoccupations in which workers can achieve - average job performance in just a few days or weeks by working with and observing .experienced employees, and asking questions: 10. Moderate length on-the-job training - occupations in which workers can achieve average performance after 1 to 12 months of combined on-the-job training and informal training. 9. Long-term on-the-job training - occupations that generally require more than 12 months of on-the-job training, or combined work experience and formal classroom instruction. 8. Work experience in a related occupation - occupations that require skill and experience gained in another occupation (e.g., through hobbies or military service). 7. Postsecondary vocational education - workers generally qualify for these occupations after completing vocational training provided in postsecondary vocational schools or by taking job-related college courses that do not result in a degree. 6. Associate Degree - occupations that require the completion of a degree program that usually requires at least 2 years of full-time academic work after high school. 5. Bachelor's Degree - occupations that require the completion of a degree program that usually requires at least 4 years, but not more than 5 years, of full-time academic work after high school. 4. Bachelor's Degree or higher plus work experience - managerial occupations that require a 4 year degree in addition to experience in a related nonmanagerial occupation. 3. Master's Degree - occupations that usually require completion of master's degree program that usually requires 1 or 2 years of full-time study beyond .the bachelor's degree. 2. Doctoral Degree - occupations that usually require at least 3 years of full-time academic work beyond the bachelor's degree. 1. First Professional Degree - minimum preparation required for entry into the occupation generally requires the completion of an academic program at least 2 years full-time academic study beyond a bachelor's degree (e.g., law, medicine, dentistry, and clergy). CONTRA COSTA COUNTY EMPLOYMENT BY MAJOR OCCUPATIONAL GROUP i 1994 -2001 PERCENT PERCENT ABSOLUTE PERCENT OCCUPATIONAL GROUP 1994 OF TOTAL 2001 OFTOTAL CHANGE CHANGE TOTAL,ALL OCCUPATIONS(1) 288,000 100.0'/0 323,100 100.0% 35;100 122'.6 MANAGERS AND ADMIN OCCUPATIONS 22,240 7.7% 25,190 7.8% 2,950 13.3% PROFESSIONAL,PARAPROF,TECHNICAL 70,670 24.S% 81,610 25.3% 11,040 15.6% SALES AND RELATED OCCUPATIONS 37,410 13.0% 42,130 13.0% 4,720 12.6% CLERICAL,ADMINISTRATIVE SUPPORT 69,300 20.6% 62,630 19.4% 3,330 5.6% SERVICE OCCUPATIONS 38,890 13.5% 45,290 14.0% 6,400 16.5% AGRICULTURAL,FORESTRY,FISHING 3,030 1.1% 3,730 1.2% 700 23.1% PROD,CONST,OPER,MAT HANDLING 66,230 19.5% 62,060 19.2% 5,830 10.4% (1) Total is based on the March 1995 benchmark. CONTRA COSTA COUNTY 1994-2001 OCCUPATIONAL CHART EMPLOYMENT BY MAJOR OCCUPATIONAL GROUP ■1994 M2001 0 100,000 Co o Z 80,000 � us `B W 111 O i?i ,°�' ' 0 is 60.00010 "' O ^ v v ,j 40.000 t7 .000 millillil � I` W 20 to of 0 MANAGERS PROFESSIONAL. SALES 6 CLERICAL, SERVICE AG.FORESTRY. PROD,CONST, 6 ADMIN PARAPROF RELATED ADMIN SUP FISHING OPERATIVES OCCUPATIONAL GROUP Employment Development Department Occupational Projections Labor Market Information Division June 1997 EXECUTIVE SUMMARY ",BAY AREA WORKFORCE PREPARATION PROJECT" BACKGROUND: The Bay Area Partnership and the Northern California Council for the Community commissioned the A.T. Kearney Company to produce the report entitled "Bay Area Workforce Preparation Project" The report, completed in July 1997, is comprised of five sections detailing information about recipients of public assistance (AFDC, GA and Food Stamps) and persons receiving unemployment insurance (UI) from the Employment Development Dept. (EDD). This summary,produced by Contra Costa County Social Service Department staff, is to provide the highlights of the report as it pertains to Contra Costa County. AID AND UNEMPLOYMENT INSURANCE TREND ANALYSIS• This section provides a report of a five year(1992-1994) trend analysis performed on aid recipients and UI recipients. Statistical information was gathered from both Social Service Department records (verified by State information) and EDD records. The findings in this section include: • 6.8%or 31,461 of the labor force in Contra Costa County is receiving aid or UI. This compares regionally to 12.1%in Alameda County (high) or 3.5%in San Mateo County (low). • There is a 7.1%job need rate in Contra Costa County as opposed to the state calculated 4.5% unemployment rate. • 84%of those receiving aid or UI are considered employable • Usage trends are generally on the decline due to roll cutting (GA), improving economy (all programs) and welfare reform and programs like GAIN (AFDC). Usage is increasing in Food Stamps, indicating people are working in non-living wage jobs. (Attachment A) SURVEY RESULTS: In order to understand how those on aid and UI can transition back into the workforce,qualitative profiles of individual recipients were needed. A survey was conducted, based on previous surveys done in San Mateo and San Francisco counties and tested*iri Alameda County, seeking to provide those profiles. PLEASE NOTE: Survey respondents, receiving AFDC, GA, Food Stamps or UI,were recruited on site in local offices by personal intercepts and were not part of a scientifically drawn sample. Findings of the survey include: • Daytime,in-office intercept recruitment was the method used in Contra Costa County which may have a negative impact on the results of the survey as respondents tended to be newer recipients of aid and less likely to be employed. , • In Contra Costa County, the largest group of recipients of AFDC is African-American women, ages 25-39, in GA the largest group is African-American males, ages 25-39 and in Food Stamps the largest group is Caucasian women, 25-39. The largest group of recipients of UI recipients is Caucasian men over 40. These trends are consistent with the Bay Area as a region, except GA where the regional trend is African-American males over 40 years of age represent the largest group. (Attachment B) • 66%+ of the respondents in all aid categories reported an education level of high school or beyond. 80%of those'receiving UI have this level of education. (Attachment C) Kearny,exec.summ., P.1 • 69%of AFDC recipients have been on aid 5 years or less; 6796 of GA reupients have been on aid 1 year or less and 72%of Food Stamp recipients have been on aid 1 year or less. 80%+ of all respondents are not working,with 38%having worked in the last year,except GA where the trend was 25%. This is consistent with the Bay Area, except for GA which regionally has a 40% rate of work in the last year. • The two most common reasons cited for not being in the workforce were: Transportation barriers and not having enough job skills/experience. • The,top three barriers to re-entry into the workforce are: "Unable to find a job","just laid off or fired" and "Not enough job skills/experience". (Attachment D) • 50%+ of all respondents report=using any job search program, public or private. RESOURCE ANALYSIS: A review of county resource allocations was,made to better understand where the county is focusing monies and the appropriateness of the those allocations given the indicated barriers to employment. Workforce re-entry is divided into four stages: 1) Crisis/well-being, 2) Work-skill development, 3) Logistics and 4) Advancement to self-sufficiency. County budget years 96-7 and 97-8 were the basis of the analysis. Money spent by non-profit organizations was also categorized and included. Resource dollars were allocated into the four stages based on the purpose of the dollars spent. The findings of this analysis include: • 95% of resources went to crisis/well-being; 3% went to work-skill development, 2% went to logistics and 0%went to advance self-sufficiency. (Attachment E) • Some barriers and the corresponding resource allocations are: 50%+ could not find jobs,yet only 2% was allocated to job placement services; 22% report transportation problems yet 0% was allocated to transportation services;20%cite personal health and disability as a barrier with 41% of funds allocated to meet this need. OCCUPATIONAL GROWTH PROJECTIONS: A detailed occupational growth projection was created and compared to the job experience of those on aid and Ul to assess where those coming off aid might find work Job growth projections are based on the latest EDD"Occupational Outlook" (1994-2000) and the numbers of aid recipients re-entering the labor force are based on the new welfare laws and educated assumptions. In matching jobs with recipients of aid and Ul needing employment, skills and desires were assessed. Some of the projections arrived at include: • There is a projected job growth of 6.5%(25,081 new jobs)over the next five years. The Bay Area regional growth rate is 6%. During this time it is expected 14,000 aid and UI recipients in Contra Costa County will need jobs. (Attachment F) • 84% of those on aid or Ul in Contra Costa County are considered employable (26,437). This represents 10%of the Bay Area employable aid and UI recipients. • Approximately 6,600 low-education and 7,300 high-education recipients will be joining the workforce over the next five years. • The job market is projected to be able to absorb new workers with high-education because of a high capacity for this type of job. However, there is a low capacity to absorb low-education workers. Kearny,exec.summ., P.2 • Of the top ten new growth occupations, 56% of those wanting cashier positions, 85% of those wanting janitor/cleaner jobs and 78% of those wanting secretarial work can be absorbed. The other 8 areas of experience have full capacity. (Attachment G) • From the top 25 occupations survey respondents preferred, the market is projected to be able to absorb all interested in sales counter clerk, cashier and truck driving. From the same 25 occupations .the market will be unable to absorb those interested in computer operation, bookkeeping, electrician and social work. (Attachment H) TRAINING PROGRAM INVENTORY• To assess the ability of the region to train its aid and UI recipients for jobs that are becoming available, a comprehensive training inventory was developed. The inventory is the integration of the"State Training Inventory"database, compiled by EDD, the county training directories from PIC and newly identified education centers. This resulted in a two-volume guide covering the entire Bay Area. Some statistical information about the guide includes: • There are 85 "soft skill"training programs in the Bay Area, 30 of which, representing 35%of the Bay Area total,are in Contra Costa County. Of the 2,877"hard skill"training programs in the Bay Area, 408 or 14%are in Contra Costa. • Of the top ten occupations for low-education recipients,only 2 training programs from the top ten being provided in the county apply. This would indicate there are no training programs in the county for 80%of the jobs projected. (Attachment I) PROJECT IMPLICATIONS FOR CONTRA COSTA COUNTY: The project report only gives the findings of the investigations that were undertaken . There is no attempt on the part of the authors to draw conclusions or to make recommendations. However, some of the issues raised by the report may warrant further discussion,investigation or action. For example: • The usage increase in Food Stamps,indicating an increase in the number of"working poor",shows the need to improve job retention/job enhancement services. It seems clear that assistance to working families to improve skill levels, enabling them to move up the employment ladder toward self-sufficiency is needed. • Further investigation is needed to determine specific transportation barriers. • The job market in Contra Costa County is strong; however, there is a need for entry-level, low- education jobs to meet the increased demands of the welfare reform environment. • Resources need to be redirected,or new resources found,to provide employment-focused services. Self-sufficiency must become a fiscal as well as program goal. • Participants'job goals/desires in many cases do not match market demands. -The issue becomes how to help job-seekers align their goals with job potentials. • Contra Costa County has over one-third of the Bay Area's"soft skill"training. However, there are only 30 such dedicated training programs- and for entry-level workers, those are the skills most desired by employers. • Efforts need to be undertaken to align the training being offered with the job market in the. county. These efforts need to be considered in conjunction with the job-seeker goal/desire issue mentioned above so that new training programs,which consider both the demands of consumers and the job market can be developed. Kearny,exec.summ.. P.3 Attachment Acc � % < cc "3 e7t in e� ... Ad a _ M .a c = p, E phi T. •U E M r+ r E a - E-� A ^" > ° ,.d o+ U a o W N t}A E RA to o 00 0 o oy vi u ON Q c0 tx0 u L a o 0 0 o p Cl Cr Cl o ai C5 O o d O (7, qi O o Q .r C3 � 0 fr > u p 1 E E lu C•y d (� •�•y •C7 O vs t�.t � •v o .a � •6 a o. u W c Cl: a x •� ,, moE V O C '^.t �' en t.. a 7•+F; N C! ✓ ^ O t`• '. 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U u O < > � H bo •� Q Q .r 4u Hy co c w 2 ' o qu p G. a ? x .3e cn y C? � cC •� a a.-a v tr N u E O o `a 43 02: ch ILI O ,�{ .Q sn 'L! fit �.,, •� Ld 04 bo C!S C�4 G jC C Q U O r �y Q U H ... a.4 e 'Q .Q o C:6 0, ..i V1 !.u a ; © O a ¢ =o V h v c v Gi CL � ( Or C Liu cm CC3 Q u F a c 0a x v ¢ x ua a Z U • amu N O to • Attachment • G • httpJ/www.ca(rTiis.cahwn...file/Ifmonth/oak$pr.txt httpJ/www.calmis.cahwnet.gov/file/lfmonth/oakSpT:t) Oakland MSA (Alameda and Contra Costa Counties) Labor Force and Industry Employment March 1996 Benchmark; Data Not Adjusted for Seasonality Non-Percentage Data in Thousands SEP 96 JUL 97 AUG 97 SEP 97 Percent Change: Revised Prelim. Month Year Civilian Labor Force (#1) 1,149.7 1, 169.2 1, 168.2 1,162.3 -0.5% 1.1% Civilian Employment 1,092.6 1,112.1 1,114.7 1,110.2 -0.4% 1.6% Civilian Unemployment 57.1 57.1 53 .5 52.1 -2.6% -8.8% Civ. Unemployment Rate 5.0% 4.9% 4.6% 4.5% (Cal. Unemployment Rate) 6.8% 6.7% 6.1% 6.0% (U.S. Unemployment Rate) 5.0% 5.0% 4.8% 4.7% Total, All Industries (#2) 926.2 933.5 931.5 .941.5 1.1% 1.7% Total Farm 2.3 3.0 2.7 2.4 -11.1% 4.3% Farm Production 2.1 2.8 2.5 2.3 -8.0% 9.5% Farm Services 0.2 0.2 0.2 0.1 -50.0% -50.0% Total Nonfarm 923 .9 930.5 928.8 939.1 1.1% 1.6% Goods Producing 167.0 169.8 170.9 172.7 1.1% 3 .4% Mining 2.2 2.1 2.1 2.1 0.0% -4.5% Construction 49.4 50.3 51.4 52.9 2.9% 7.1% General Building Contr 12.2 11.0 11.4 11.8 3.5% -3 .3% Heavy Construction 8.0 8.4 8.8 9.5 8.0% 18.8% Special Trade 29.2 30.9 31.2 31.6 1.3% 8.2% Manufacturing 115.4 117.4 117.4 117.7 0.3% 2.0% Durable Goods 66.0 68.0 68:1 68.4 0.4% 3 .6% Lumber, Wood, & Furn 3.5 3.7 3.7 3.8 2.7% 8.6% Stone, Clay, & Glass 3.8 3.4 3.4 3.5 2.9% -7.9% Primary Metals 3.8 4.0 3.9 4.0 2.6% 5.3% Fabricated Metal Pro 8.7 8.3 8.2 8.2 0.0% -5.7% Industrial Machinery 13.6 14.4 14.4 14.4 0.0% 5.9% Computer & Office 4.4 5.5 5.4 5.4 0.0% 22.7% Other Industrial M' 9.2 8.9 9.0 9.0 0.0% -2.2% Electronic Equipment 16.4 17.2 17.4 17.4 0.0% 6.1t Comm. Equip. , Elec 9.7 10.4 10.5 10.5 0.0% 8.2% Other Electronic E 6.7 6.8 6.9 6.9 0.0% 3 .0% Transportation Equip 7.6 8.3 8.3 8.3 0.0% 9.2% Aircraft, Missiles 0.6 0.6 0.6 0.6 0.0% 0.0% Other Transportati 7.0 7.7 7.7 7.7 0.0% 10.0% Instruments & Relate 6.7 6.7 6.8 6.8 0.0% 1.5% Search & Navigatio 0.3 0.4 0.4 0.4 0.0% 33 .3% Measuring & Contro 4.2 4.1 4.1 4.1 0.0% -2.4% Other Instruments 2.2 2.2 2.3 2.3 0.0% 4.5% Miscellaneous Manufa 1.9 2.0 2.0 2.0 0.0% 5.3% Nondurable Goods 49.4 49.4 49.3 49.3 0.0% -0.2% Food & Kindred Produ 11.8 12.0 12.1 11.9 -1.7% 0.8% Paper & Allied Produ 4.1 4.0 4.1 4.0 -2.4% -2.4% Printing & Publishin 10.0 9.5 9.5 9.5 0.0% -5.0% Chemicals & Allied P 9.2 9.6 9.5. 9.8 3.2% 6.5% Petroleum & Coal Pro 7.6 7.6 7.5 7.5 0.0% -1.3% Other Nondurable Goo 6.7 6.7 6.6 6.6 0.0% -1.5% Service Producing 756.9 760.7 757.9 766.4 1.1% 1.3% Transportation & Public 59.7 61.6 58.8 61.8 5.1% 3.5% Transportation 36.4 37.7 34.9 37.9 8.6% 4.1% Trucking & Warehousi 12.2 13.2 13.3 13.4 0.8% 9.8% Water Transportation 2.9 2.9 2.9 2.9 0.0% 0.0% Air Transportation 11.3 11.6 8.7 11.6 33.3% 2.7% Other Transportation 10.0 10.0 10.0 10.0 0.*0% 0.0% Communications& Publi 23.3 23.9 23.9 23.9 0.0% 2.6% Communications 17.4 18.1 18.2 18.2 0.0% 4.6% Electric, Gas & Sani 5.9 5.8 5.7 5.7 0.0% -3 .4% 0 Trade 209.4 212.6 211.7 211.0 -0.3% 0.8% Wholesale Trade 56.1 56.5 56.5 56.4 -0.2% 0.5% Wholesale--Durable 33.7 34.5 34.6 34.4 -0.6% 2.1% o12 11/6/9710:04 AN http://www.calmis.cahwn...file/Ifmonthloak$pr.txt http://www.calmis'.cahwnet.gov/file/ifmonthloak$pr. Wholesale--Nondurabl 22.4 22.0 21.9 22.0 0.5% -1.8% Retail Trade 153.3 156.1 155.2 154.6 -0,4% 0.8% General Merchandise 16.5 17.0 17,2 17.2 0.0% 4.2% Food Stores 24.6 24.4 23.8 23 .9 0.4% -2.8% Automotive Dealers & 14.7 15.1. 14.9 14.9 0.0% 1.4% Eating & Drinking P1 51.0 50.5 50.5 50.1 -0.8% -1.8% Other Retail Trade 46.5 49.1 48.8 48.5 -0.6% 4.3% Finance, Insurance & Rea 51.9 51,4 51.6 51.3 -0.6% -1.2% Finance 26.6 26.1 26,2 26.0 -0.8% -2.3% Other Fin. , Ins. & Rea 25.3 25.3 25.4 25.3 -0.4% 0.0% Services 268.9 275.7 274.4 275.2 0.3% 2.3% Hotels & Other Lodging 5.7 5.7 5.7 5.8 1.8% 1.8% Personal Services 8.3 7.9 8.0 8.0 0.0% -3.6% Business Services 69.0 73.3 72.8 72.9 '0.1% 5.7% Health Services 64.3 65.3 65.1 65.4 0.5% 1.7% Private Educational Se 11.6 11.3 11.0 11,2 1.8% -3.4% Engineering & Manageme 33.3 34.8 34.7 34.8 0.3% 4.5% Other Services 76.7 77.4 77,1 77 .1 0.0% 0.5% Government 167.0 159.4 161.4 167.1 3.5% 0.1% Federal Government 24.1 22.3 22.4 22,2 -0.9% -7.9% Department of Defens 6.2 4.1 4.0 3.9 -2.5% -37,1% Other Federal Govern 17.9 18.2 18.4 18.3 -0.5% 2.2% State & Local' Governme 142.9 137.1 139.0 144.9 4.2% 1.4% State Government 42.8 41.6 41.6 42.4 1.9% -0,9% State Education 23.9 23.1 23 .2 24.1 3.9% 0.8% Other State Govern 18.9 18.5 18.4 18.3 -0.5% -3.2% Local Government 100.1 95.5 97.4 102.5 5.2% 2.4% Local Education 48.6 41.7 43.6 50,8 16.5% 4.5% County Government 19.4 20.3 20..2 19.6 -3 .0%. 1.0% City Government 16.9 - 18.2 18.2 17.1 -6.0% 1,2% Other Local Govern 15.2 15.3 15.4 15.0 -2.6% -1.3% Note 1: Labor force data is by place of. residence; includes self-employed individuals, unpaid family workers, household domestic workers, and workers on strike. Note 2: Industry employment is by place of work; excludes self-employed individuals, unpaid family workers, household domestic workers, and workers on strike. This information is produced. by the Labor Market Information Division of the California State Employment Development Department (EDD) . Questions on its content should be directed to Paak-Yin Tam at (510) 563-5301, or Jeanette Miller at (510) 602-1588. These data, as well as other labor market information, are available via computer through LMI On-Line, a computer bulletin board system. All you' need is a personal computer, a modem, a telephone line, and communications software. To reach LMI On-Line, dial (916) 262-28BS (916)-262-2227, If you need assistance, call the system operator, Nancy Gemignani (Austin) , at (916) 262-2213. # # ' # # # 2 of 2 11/6/97 10:04 , httpJ/www.calmis.cahwn...le/If month/contrsub.txt httpJ/www.calmis.cahwnet.gov/fileAfmonth/contrsub-.tx STATE OF CALIFORNIA October 15, 1997 EMPLOYMENT DEVELOPMENT DEPARTMENT LABOR MARKET INFORMATION DIVISION 916-262-2162 LABOR FORCE DATA FOR SUB-COUNTY AREAS (Data Not Seasonally Adjusted) 1996 BENCHMARK *Monthly sub-county data are derived by multiplying current estimates of county-wide employment and .unemployment by the respective employment and unemployment shares (percentages) in each sub-county area at the time of the 1990 Census. Sub-county labor force is then obtained by summing employment and unemployment, and the result is divided into unemployment to calculate the unemployment rate. Based on Each Area's 1990 Census Share of County Employment and Unemployment* This method assumes that the rates of change in employment and unemployment, since 1990, are exactly the same in each sub-county area as at the county level (i.e. , that the shares are still accurate) . If this assumption is not true for a specific sub-county area, then the estimates for that area may not be representative of the current economic conditions. Since this assumption is untested, caution should be employed when using these data. All unemployment rates shown are calculated on unrounded data. These data are not seasonally adjusted. CCD stands for Census County Division. CDP stands for Census Designated Place. County Data are for September (Preliminary) 1997 Labor Employ- Unemployment Census Ratios Area Name Force ment Number Rate Emp Unemp Contra Costa County 464,800 445,100 19,700 4.2% 1.000000 1.000000 Alamo - CDP 6,870 6,730 140 2.0% 0.015112 0.006918 Antioch - city 34,390 32,450 1,940 5.6% 0.072892 0.098621 Concord - city 68,770 66,070 '2,700 3.9% 0.148418 0.136901 Danville - city 19,260 18,870 390 2.0% 0.042393 0.019958 E1 Cerrito - city 13,180 12,770 410 3.1% 0.028683 0.020612 E1 Sobrante - CDP 5,560 5,240 320 5.7% 0.011781 0.016172 Hercules - city 10,640' 10,240 400 3.7% 0.023013 0.020098 Lafayette - city 13,970 13,710 260 1.9% 0.030789 0.013414 Martinez - city 19,770 19,090 680 3.4% 0.042880 0.034588 Moraga Town - city 9,020 81890 130 1.5% 0.019973 0.006684 Oakley - CDP 9,770 9,350 420 4.3% 0.021013 0.021500 Orinda - city 9,200 8,970 230 2.5% 0.020140 0.011778 Pinole - city 10,470 10,070 400 3.8% 0.022629 0.020192 Pittsburg - city 25,460 23,930 1,530 6.0% 0.053763 0.077495 Pleasant Hill - city 20,390 19,840 550 2.7% 0.044575 0.028137 Richmond - city 46,250 42,510 3,740 8.1% 0.095504 0.189764 Rodeo - CDP 4,010 3,840 170 4.3% 0.008627 0.008740 San Pablo - city 12,110 11,060 1,050 8.7% 0.024853 0.053470 San Ramon - city 23,620 23,070 550 2.3% 0.051817 0.028091 Tara Hills - CDP 2,960 2,810 150 5.1% 0.006317 0.007712 Vine Hill - CDP 1,780 1,700 80 4.3% 0.003828 0.003879 Walnut Creek - city 34,980 34,010 970 2.8% 0.076414 0.049217 West Pittsburg - CDP 8,870 8,250 620 7.0% 0.018529 0.031690 Of 1 11/6/97 10:07 AN http://www.calmis.cahwn...ile/Ifhist/contrhif.txt http://www.calmis.cahwnet.gov/file/IthisYcontrhif. Civilian Labor Force, Employment, and Unemployment --Updated October 17, 1997 Contra Costa County March 1996 Benchmark; Data are not seasonally adjusted Notes: 1) The unemployment rate is calculated using unrounded data. 2) Due to the introduction of the 1990 Census population figures, the data for years prior to 1990 are not comparable with data for. 1990 and later years. Source: Employment Development Department, Labor Market Information Division, 916-262-2162 1997 Labor Force Employment Unemployment U.E. Rate January 461,700 439,400 22,300 4.8% February 462,900 442,000 20,900 4.5% March 464,000 444,400 19,600 4.2% April 460,300 441,100- 19,200 4.2% May 460,500 441,200 19,300 4.2% June 464,300 443,900 20,400 4.4% July 467,700 445.,900 21,800 4.7% August 467,200 446,900, 20,300 4.3% . September 464,800 445,100 19,700 4.2% October November December Annual Average 1996 Labor Force Employment . Unemployment U.E. Rate January 455,700 430,000 25,706 5.6% February 456,100 430,600 25,500 5.6% March 455,.800 431,700 24,.100 5.3% April 451,600 428,400. 23,200 5.1% May ,. 452,000. 429,600 22,400 5.05 June 456,900 434,000 22,900 5.0% July 463,300 439,400 23,900 5.2% August 463,300 441,100 22,200 4.8% September 460,300 438,100 22,200 4.8% October 462,300 441,500 20,800 4.5% November 461,800 441,700 20,100 4.4% December 458,700 440,400 18,300 4.0% Annual Average 458,100 435,500 22,600 4.9% 1995 Labor Force Employment Unemployment U.E. Rate January 456,300 427,300 29,000 6.4% February 456,000 429,100 26,900 5.9% March 455,500 429,500 26,000 5.7% April 452,300 426,000 26,300 5.8% May 451,800 425,700 26,100 5.8% June 456,500 428,900 27,600 6.18 July 460,700 431,800 28,900 6.3% August 460,600 433,600 27,000 5.9% September 456,400 430,300 26,100 5.7% October 456,900 432,600 24,300 5.3% November 457,400 433,900 23,500 5.1`k December 456,300 434,400 21,900 4.8% Annual Average 456,400 430,300 26,100 5.7% 1994 Labor Force Employment Unemployment U.E. Rate January 452,800 422,900 29,900 6.6% February 454,100 424,300 29,800 6.6% March 454,300 426,700 27,600 6.I% April 451,100 ,,.423,800 27,300 6.1% May 452,400 424,200 28,200 6.2% June 453,900 424;400 29,500 6.5% 1 of 4 11/6/97 10:08 t Contra Costa County k` Occupations.with the Fastest Rate of Growth 1994.2001 CA Absolute OES Code Occupation 1994 2001 Change %Change 340510 MUSICIANS-INSTRUMENTAL - 180 300 120 66.7% - 221270 COMPUTER ENGINEERS " 650 910 360 65.5% 251020 SYSTEMS ANALYSTS-ELEC DATA PROC 1,210 1,920 710 58.7% 680140 AMUSEMENT,RECREATION ATTENDANTS 810 1,240 430 53.1% 490170 COUNTER AND RENTAL CLERKS 980 1,500 520 53.1% 490320 DEMONSTRATORS,PROMOTERS,MODELS 140 210 70 50.0% 660110 HOME HEALTH CARE WORKERS 490 720 230 46.9% 313210 INSTRUCTORS AND COACHES-SPORTS 1,160 1,1690 530 45.7% 215080 EMPL INTERVIEWERS-PRtV OR PUB 230 330 100 43.5% 630470 GUARDS AND WATCH GUARDS 1,940 2,600 660 34.0% 857050 DATA PROCESSING EQUIP REPAIRERS 210 280 70 33.3% 273080 HUMAN SERVICES WORKERS 290 380 90 31.0% 340382 DESIGNERS,EX INTERIOR AND FLORAL 260 340 80 30.8% 150261 FOOD SERVICE MANAGERS 660 860 200 30.3% 790170 ANIMAL CARETAKERS-EXCEPT FARM 240 310 70 29.2% 533020 INS ADJUST,EXAMIN,INVESTIGATORS 460 590 130 28.3% 790380 LAWN MAINTENANCE WORKERS 320 410 90 28.1% 538080 HOTEL DESK CLERKS 220 280 60 27.3% 340020 WRITERS AND EDITORS 190 240 50 26.3% 340350 ARTISTS AND RELATED WORKERS 190 240 50 26.3% 790050 NURSERY WORKERS 190 240 50 26.3% 989020 HAND PACKERS AND PACKAGERS 1,370 1,730 360 26.3% 660170 PHYSICAL THERAPY ASSISTANTS&AIDE 270 340 70 25.9% 630320 SHERIFFS AND DEPUTY SHERIFFS 550 690 140 25.5% 130170 ENGINEER,MATH,AND NAT SCI MGRS 990 1,240 250 25.3% 323020 RESPIRATORY CARE PRACTITIONERS 210 260 50 23.8% 329110 MEDICAL RECORDS TECHNICIANS 170 210 40 23.5% 630140 POLICE PATROL OFFICERS 730 900 170 23.3% 535080 BILL AND ACCOUNT COLLECTORS 650 800 150 23.1% 490260 TELEMARKETERS,SOLICITORS&RELATED 700 860 160 22.9% 790300 GARDENERS,GROUNDSKEEPERS-EX FARM 1,740 2,130 390 22.4% 830050 PROD INSPECTORS,TESTERS,&GRADER 360 440 80 22.2% 323080 PHYSICAL THERAPISTS 230 280 50 21.7% 531230 ADJUSTMENT CLERKS 1,300 1,580 280 21.5% 273070 RESIDENTIAL COUNSELORS 280 340 60 21.4% 670050 JANITORS,CLEANERS-EXCEPT MAIDS 4,110 4,990 880 21.4% 553050 'RECEPTIONISTS,INFORMATION CLERKS 3,430 4,160 730 21.3% 830020 INSPECTORS,TESTERS,&GRADERS,PRECISION 470 570 100 21.3% 130110 MKTING,ADV,PUB-REL MANAGERS 1,090 1,320 230 21.1% 211110 TAX PREPARERS 190 230 .40 21.1% 219050 MANAGEMENT ANALYSTS 190 230 40 21.1% 221350 MECHANICAL ENGINEERS 440 630 90 20.5% 130050 PERS,TRAINING,LABOR-REL MGRS 600 720 120 20.0% 650080 WAITERS AND WAITRESSES 3,480 4,170 690 19.8% 251051 COMPUTER PROGRAMMERS,INCL AIDES 1,720 2,060 340 19.8% 660050 MEDICAL ASSISTANTS 710 850 140 19.7% . 313170 INSTRUCTORS-NON-VOC EDUCATION 510 610 100 19.6% 630080 FIRE FIGHTERS 630 750 120 19.0% 680380 CHILD CARE WORKERS 530 630 100 18.9% 929740 PACKAGING,FILLING MACH OPS,TNDRS 480 570 90 18.8% 'Excludes'Ail other'categories and occupations with employment less than 200 in 2001. Employment Development Department/Labor Market Information Division 10!1/97 Contra Costa County Occupations with the Greatest Job Growth 1994-2001 :Absolute OES Code Occupation 1994 2001 Change %Change 190050 GENERAL MANAGERS,TOP EXECUTIVES 8,900 10,080 1,180 -13.30% 490112 SALESPERSONS-RETAIL(NON-VEHICLE) 11,400 12,480 1,080 9.50% 490230 CASHIERS 7,940 8,960 1,020 12.80% 670050 JANITORS,CLEANERS--EXCEPT MAIDS 4,110 4,990 880 21.40% 553050 RECEPTIONISTS,INFORMATION CLERKS 3,430 4,160 730 21.30% 251020 SYSTEMS ANALYSTS—ELEC DATA PROC 1,210 1,920 710 58.70% 650060 WAITERS AND WAITRESSES 3,480 4,170 690 19.80% 630470 GUARDS AND WATCH GUARDS 1,940 .2,600 660 34.00% 315211 INSTRUCTIONAL AIDES 4,740 5,370. 630 13.30% 551080 SECRETARIES,GENERAL 5,860 6,470 610 10.40% 553470 GENERAL OFFICE CLERKS 8,700 9,240 540 620% 313210 INSTRUCTORS AND COACHES—SPORTS 1060 1,690 530 45.70% 490170 COUNTER AND RENTAL CLERKS 980 1,500 520 53.10% 325020 REGISTERED NURSES 4,440 4,920 .480 10.80% 851320 MAINT REPAIRERS,GENL UTILITY 2,870 3,320 450 15.70% 680140 AMUSEMENT,RECREATION ATTENDANTS 610 1,240 430 53.10% 313080 TEACHERS—SECONDARY SCHOOL 4,260 4,670 410 . 9.60% 790300 GARDENERS,GROUNDSKEEPERS-EX FARM 1,740 2,130 390, 22.40% 490080 SALES REPS,NON-SCIENTIFIC EX RET 2,850 3,220 370 13.00% 221270 COMPUTER ENGINEERS 550 910 360 65.50% 989020 HAND PACKERS AND PACKAGERS 1,370 1,730 360 26.30% 221260 ELECT AND ELECTRONIC ENGINEERS 1,970 '2.320 3S0 17.80% 971050 TRUCK DRIVERS,LIGHT 2,340 2,690 350 15.00% 251051 COMPUTER PROGRAMMERS,INCL AIDES 1,720 2,060 340 19.80% 313050 TEACHERS—ELEMENTARY SCHOOL 4,430 4,770 340 7.70% 670020 MAIDS AND HOUSEKEEPING CLEANERS 1,740 2,040 300 17.20% 531230 ADJUSTMENT CLERKS 1,300 1,580 280 21.50% 211140 ACCOUNTANTS AND AUDITORS 2,140 2.410 270 12.60% 130170 ENGINEER,MATH,AND NAT SCI.MGRS • 990 1.240 .250. 25.30% _. 130110 MKTING,ADV,PUS-REL MANAGERS 1.090 1,320 230 21.10% 313020 TEACHERS,PRESCHOOL 6 KINDERGARTEN 1,660 1,890 230 13.90% 650380 FOOD PREPARATION WORKERS 2,350 2,580 230 9.80% 660110 HOME HEALTH CARE WORKERS 490 720 230 46.90% 660080 NURSE AIDES,ORDERLIES,ATTENDANTS 2,010 2,230 220 10.90% 971020 TRUCK DRIVERS,HEAVY 2,280 2,500 220 9.60% 853020 AUTOMOTIVE MECHANICS 1,620 1,830 210 13.00% 150261 FOOD SERVICE MANAGERS 660 860 200 30.30% 650260 COOKS—RESTAURANT 1,350 11550 200 14.80% 281080 LAWYERS 1,040 1,230 190 18.30% 630140 POLICE PATROL OFFICERS 730 900 170 23.30% 6SO410 COMBINED FOOD PREP AND SERVICE 2,800 2,970 170 6.10% 490260 TELEMARKETERS,SOLICITORS&RELATE 700 860 •160 22.90% 150170 CONSTRUCTION MANAGERS 840 990 150 17.90% 535080 BILL AND ACCOUNT COLLECTORS 650 600 150 23.10% 660020 DENTAL ASSISTANTS 930 1,080 150 16.10% 630320 SHERIFFS AND DEPUTY SHERIFFS 550 690 140 25.50% 660050 MEDICAL ASSISTANTS 710 850 140 19.70°k 680050 HAIRDRESSERS,HAIRSTYLISTS 770 910 140 18.20% 130020 FINANCIAL MANAGERS 2,860 2.990, 130 4.50% 273020 SOCIAL WORKERS—MED,PSYCHIATRIC 910 1.040 130 14.30% EXCLUDES'ALL OTHER CATEGORIES' Employment Development Department/Labor Market Information Division 10/7/97, Contra Costa County Occupations With Projected Declines 1994-2001 Openings CA Job Due to - - OES Code Occupation 1994 2001 Declines Separations 531020 TELLERS 3,390 2,740 -650 _ 890 553070 TYPISTS,INCLUDING WORD PROCESSING 1,450 1,270 -180 100 560020 BILLING,POSTING,CALC MACHINE OPS 390 250 -140 110 978050 SERVICE STATION ATTENDANTS 580 470 -110 120 SW170 COUNTER ATTENDANTS-FOOD 1,960 1,870 -90 1,230 531210 LOAN AND CREDIT CLERKS 1,060 11010 -50 110 281050 ADJUDICATORS,JUDICIAL RE'::EWERS 820 770 -50 70 650230 BUTCHERS AND MEAT CUTTERS 440 390 -50 70 987050 REFUSE COLLECTORS 460 410 -50 60 929650 CRUSHING,MIXING MACH OPS.T NDRS 270 220 -50 40 950140 PETRO REFINERY,CONTROL PANEL OPS 710 670 -40 100 560110 COMPUTER OPS-EX PERIPHERAL EQUIP 650 610 -40 70 857020 TELEPHONE,CABLE TV INSTA_:ERS 590 550 -40 60 553380 BOOKKEEPING,ACCOUNTING'=:ERKS 5,620 5,590 -30 590 573020. MAIL CLKS-EX MAIL MACH OPS. DOSTAL 320 290 -30 60 531260 STATEMENT CLERKS 100 70 -30 10 895050 CUSTOM TAILORS AND SEWEPS 100 70 -30 10 929350 CHEMICAL EQUIP CONTROLLE=S,OPS 250 230 -20 60 553140 PERS CLERKS-EX PAYROLL 300 280 -20 40 879210 ROUSTABOUTS 110 90 -20 10 891350 BOILERMAKERS 120 100 -20 10 925410 TYPESETTING,COMPOSING Mlit.CH OPS 60 40 -20 10 810080 FIRST-UNE SUP/MGR-PRODUCT:ON 870 860 -10 120 531050 NEW ACCOUNTS CLERKS 390 _ 380 -10 80 535020 WELFARE ELIG WORKERS,INTERVIEWERS 520 510 -10 50 150230 COMM,TRANS,UTIL OPER MG=S 270 260 -10 40 430080 SALES AGENTS-REAL ESTATE 280 270 -10 30 531170 CREDIT CHECKERS 470 460 -10 - 30- 851230 0-851230 MILLWRIGHTS 180 170 -10 30 251030 DATA BASE ADMINISTRATORS 170 160 -10 20 921980 CUT,FORM,FAB,PROCESS MA�_-=1 OPS 140 130 -10 20 950050 GAS PLANT OPERATORS 160 150 -10 20 963130 HELPERS-ELECT,POWERLINE V:STALL 110 100 -10 20 219140 TAX EXAMINERS,COLLECT,RE AGENTS 80 70 -10 10 225210 SURVEYING AND MAPPING TEC-S 70 60 -10 10 531140 CREDIT AUTHORIZERS 170 160 -10 10 531280 BROKERAGE CLERKS 80 70 -10 10 929140 PAPER GOODS MACH SETTERS :-=T-UP OP 90 80 -10 10 979020 LONGSHORE EQUIPMENT OPE;;.:..-j ORS 110 100 -10 10 979050 TANK CAR AND TRUCK LOADER:. 130 120 -10 10 855050 FRAME WIRERS,CENTRAL OFF::E 50 40 -10 0 810050 FIRST-UNE SUPIMGR-CONSTRL':TION 920 920 0 160 245050 CHEM TECHS-EXCEPT HEALTH 730 730 0 110 650110 FOOD SERVERS-OUTSIDE 130 130 0 80 321050 DENTISTS 390 390 0 70 150140 INDUSTRIAL PRODUCTION MAP: :;ERS 320 320 0 50 810110 FIRST-LINE SUP/MGR-TRANSPC: TATION 260 260 0 50 950320 STATIONARY ENGINEERS 240 240 0 40 329050 MED,CLINICAL LAB ASSISTANT; 190 190 0 30 430110 APPRAISERS--REAL ESTATE 250 250 0 30 'EXCLUDES*ALL OTHER CATEGORIES' Employment Development Department/Labor Market Inform. :n Division 10/7/97 Selected Industry and Occupational Data Available From rev 6 Employment Development Department ti �j'Ii1- .•� Labor Market Information Division ' 101 The Labor Market Information Division in the Employment Development Department is the state source for Industry and occupational data. The group performs occupational and industry research statewide and looks at.data at the county level through a cooperative agreement with the Contra Costa County Private Industry Council.The following materials are particularly targeted to occupational program planners. Attached are extracts from the Contra Costa Projections of Employment by Occupation. Jeanette Miller, the Pleasant Hill Labor Market Consultant from Labor Market Information Division, can be reached at 510-602-1588 for further information. Contra Costa Projections of Employment by Industry: content: Base year employment by industry for Contra Costa County and future year, 1994 and 2001. Updated every two years, next edition will be available late 1998 source: Employment Development Department, Labor Market Information Division access: intemet site-www.calmis.cahwnet.gov call 916-262-2162 for paper copy Contra Costa Projections of Employment by Occupation: content: Base year employment by industry for Contra Costa County and future year, 1994 and 2001. Updated every two years, next edition will be available late 1998 source: Employment Development Department, Labor Market Information Division access: intemet site-www.calmis.cahwnet.gov call 916-262-2162 for paper copy Contra Costa Occupational Outlook Report: content: Annual surveys of employers covering 25 different occupations each year. Data gathered are wages, supply/demand assessment, employer requirements, career ladder information. source: Available from the Contra Costa Private Industry Council or Employment Development Department access: internet site-www.calmis.eahwnet.gov call Contra Costa PIC at 510-646-5023 or call EDD at 916-262-2162 for paper copy Contra Costa Training Directory: content., Data gathered by Contra Costa Private Industry Council in 1995 and 1996. Lists inventory of training programs In the county at private schools, ROP's, adult education, community colleges, and local four year colleges and includes the occupational training program.at each institution. source: Available from the Contra Costa Private Industry Council. access: call Contra Costa PIC at 510-646-5023 INDUSTRY TRENDS AND OUTLOOK From 1994 to 2001, nonagricultural employment in Contra Costa County will grow by 35,100 jobs, including both full-time and part-time positions. This represents a 12 percent gain over the seven=year period. All the industry divisions will show increases; two-thirds of the job additions will be in the services industry division. The services industry division will add the largest number of the new jobs in the county between 1994 and 2001, a projected 22,700 new jobs. Expansion in business services alone will account for 43 percent or 9,800 of the new jobs in the services division. The industries in business services (see table) include a wide variety of activities ranging from computer programming to building maintenance. Personnel supply firms will continue their recent fast rate of growth and add about 3,900 jobs while computer programming and data processing will add about 2,000 jobs over the seven-year forecast period. Contra Costa County Industries in Business Services New Jobs 1994-2001 Personnel Supply Svcs 1, 3,900 Computer Programming, Data Processing 2,000 Misc Business, Security Svcs 1,800 Building Maintenance, Pest Control 1,100 Misc Equip Rental & Leasing 400 Advertising Svcs 200 Mailing, Commercial Art, Photo, Steno Svcs 200 Consumer Credit, Collection Agencies 100 The amusements category will follow the business services industry as the second leading gainer in the services division. Close to 4,000 new jobs are forecast for the amusements category which covers health clubs, amusement parks, theatrical producers, as well as motion picture production and theaters. Payrolls will also expand significantly, by just over 2,000 jobs, in engineering and management services which also includes accounting and research firms. Meanwhile, the health services industry will add 2,000 jobs, but it will expand at a slower-than-average rate. Growth centered in outpatient care and in home health care will more than offset decreases at hospitals. The remaining services industries are expected to gain between 400 and 700 new jobs each. Retail trade will add 4,400 jobs between 1994 and 2001. About one-fourth of the gains will occur at restaurants and bars. Most retail categories are forecast to grow at a slower-than-average rate with the exception of furniture and building supply stores which are each anticipated to expand by over 20 percent. Government payrolls are projected to increase by 3,600 jobs, and the new jobs will account for about 10 percent of the total of all new jobs. Local public education alone will add about 1,500 jobs due to increased enrollments and reduced class sizes for the elementary schools. City, county, and special districts payrolls are also expected to increase by a combined 2,100. State payrolls will show a net gain of 300 due largely to the additions anticipated at the new California Department of Health Services lab facility in Richmond offsetting slow declines in other parts of state government payrolls. Federal employment payrolls are expected to decline. Construction employment is rebounding from its low point in 1992 and will expand by 1,100 new jobs by 2001. Residential building in Contra Costa County is expected to increase as new housing in the eastern county area is built. Another area where there will be sustained building activity is in the new community of Dougherty Valley, near San Ramon. Employment in manufacturing will expand by 1,100 over the seven-year projection period. The gain will represent a net 4 percent increase. Most of the industries will show relatively small job gains. The instruments category is forecast to grow by about 400; the chemical industry will expand by 300; and printing and publishing firms and transportation equipment manufacturers will add about 200 jobs each. On the down side, it is expected the petroleum and coal products industry will shrink and lose about 400 jobs over the seven years, and the the stone, clay,glass industry will decline by 300 jobs. The transportation and public utilities.,division will gain 1,000 jobs between 1994 and 2001. The trucking and warehousing firms are expected to add about 500 jobs over the seven-year period. The communications industry will expand by 200 jobs. Wholesale trade is expected to add a total of 800 jobs. The gain will be distributed equally between the durable and nondurable goods categories. The mining industry will add about 200 new jobs to payrolls over the seven years. Finance, insurance and real estate payrolls will rise by 100. Substantial gains in the insurance industry, about 900 jobs over the forecast period, are mostly offset by the decline in employment in depository banks (most of which have occurred early in the projections period). The number of jobs in banks and savings and loans will go down somewhat due to consolidations and the increased use of electronic banking. The real estate category is expected to show no change. ry SELECTED INDUSTRY AND OCCUPATIONAL DATA RESOURCES Enhanced State TrainingInventory: .......................................................... ._..............ry:......_.._........_..........._................................_._...._......................._..........._.................... content: Data gathered by Employment Development Department and incorporates the Contra Costa Private Industry Council data from 1995 and 1996 as well as other counties statewide. Lists data for all training programs in the state by city and county. The program allows for searches by occupational title, occupational program, school, geographic area. source: Electronic program on diskettes available for PC and MAC platforms. access: call Employment Development Department at 916-262-2162 Enhanced State Training Inventory on the Internet: ......................................................._........................_...._.............. _ _..._...................................................................._....._........................ content. Data gathered by Employment Development Department and incorporates the Contra Costa Private Industry Council data from 1995 and 1996 as well as other counties statewide. Lists data for all training programs in the state by city and county. The program allows for searches by occupational title, occupational program,school,geographic area. source: same data as in diskettes. access: internet:www.soicc.ca.gov,effective early 1998. Will allow for more comprehensive searches than the diskette version. Emerging Occupations in California: _....._............................._..... _._ _... .._......._..__......._................................. content. Statewide information for new occupations, for example, fitness/wellness occupations, multimedia occupations,occupations in biotechnology source: Employment Development Department access: intemet site-www.calmis.cahwnet.gov call EDD at 916-262-2162 for paper copy ASK: _..........................:....._............_... ........_. .............._......._.._............._.............._....._......... .. ..................................... content. Electronic career information search tool which access data by local occupation and provides wages,demand projected new jobs. California Occupational Guides also included. source: Produced by LMID but available from East Bay Works access: intemet site-to be announced call Jeanette Miller at 510-602-1588 for more information Page 2 November 4, 1997' n SELECTED INDUSTRY AND OCCUPATIONAL DATA RESOURCES-� The labor market information sources listed here are products of the Employment Development Department, Labor Market Information Division. These particular resources focus on local Contra Costa data. Many of them are available in paper copies, however, much of it is also available from the LMID intemet site at http://www.calmis.cahwnet.gov. Contra Costa County Projections of Employment_bx Industry .............................. ._....... _ ..... ........._................._................. content: Base year employment by industry for Contra Costa County and future year, 1994 and 2001. Updated every two years, next edition will be available late 1998 source: Employment Development Department, Labor Market Information Division access: intemet site-www.calmis.cahwnet.gov -call 916-262-2162 for paper copy Contra Costa County Projections of Employment by Occupation: _content.................:.........................B.......ase year employment by... ......... .. _.. .__.......:...ind........us.t............ry f.o. Costa County..._...........__....................._...and..........future..................._...year........., .... 1994 and 2001. Updated every two years, next edition will be available late 1998 source: Employment Development Department, Labor Market Information Division access: intemet site-www.calmis.cahwnet.gov call 916-262-2162 for paper copy Contra Costa County Occupational Outlook Report: content: Annual surveys of employers covering 25 different occupations each year. Data gathered are wages, supply/demand assessment, employer requirements, career ladder information. source: Available from the Contra Costa Private Industry Council or Employment Development Department access: intemet site-www.calmis.cahwnet.gov call Contra Costa PIC at 510-646-5023 or call EDD at 916-262-2162 for paper copy Contra Costa County Training Directory: content: Data gathered by Contra Costa Private Industry Council in 1995 and 1996. Lists inventory of training programs in the county at private schools, ROP's, adult education,community colleges, and local four year colleges and includes the occupational training program at each institution. source: Available from the Contra Costa Private Industry Council. access: call Contra Costa PIC at 510-646-5023 Page 1 November 4, 1997 pp cn m v1 ` ± V p°p�'� NCVn yV�a. 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'-�•.-.` '"} •74M.:<� -'.inti.� 1: ��.Y .._�''�f':,-,'-' - _ •ij/4`.'�;f�'�c.`<'.�':'!'!'Sc=^ -.''rte:.-t�.'-_.'-'(. `, 'Y,,.� _ .. antra Costa , ��<---�- conomic Pactnerohip , EGONOY�L VApTNER SN- .' _' •'•. Xontra Costi'Newspapers ����� Market Research - artment saint Marys College School of Economics and „ � vu5tness Administration INTRODUCTION The 1997 PERFORMANCE INDEX io a compilation of measures reflecting the economic vitality and duality of life in Contra Co6ta County. +ter The INDEX is a joint effort of the Contra Costa Economic Partnership,the Market. Research Department of Contra Costar. Newspapers and the School of Economics and Business Administration at Saint S•moi' Marys Colleoe. The Contra Costa Economic Partnership is an association of business, education and public sector leaders dedicated to : retaining and creating duality jobs for r Contra Costa to maintain the county's =� quality of life.? Contra Costa Newspapers publishes five daily and seven weekly newspapers, Serving jr all of Contra Costa County plus eastern Alameda County with a combined ;. circulation of more than 200,000. 4 Saint Mary's College of California, located � < in Moraga, i5 the oldest and largest four- year college in Contra Costa County. Established in 1863, today Saint Mary's has a combined graduate and under- =' graduate enrollment of 4,000 students. • f t 1i fi.RK• Z...7i i TA13LEOF CONTENTS HIGHLIGHT5 . . . . . . . . . . page51-2 THE ECONOMY . • Job Quantity/Quality . . . . . . .3-4 Employment Projections . . . 5.6 • Income and Wealth . . . . . . . . ' 0 Retail . . . . . . . . . . . . . . . . . . . . 8 CONTRA C05TA COUNTY MAP .�.- .. 9.10 •'•�,, � • Office & Indu5trial Market . . Entrepreneurial Climate 12 QUALITY OF LIFE • Education 13-14 • Families . . . . . . . . . . . . . . . . . 15-16 =' "` • Our Environment Traffic Congestion/BART 17 Ozone Pollution . . . . . . . . . 17 Crime . . . . . . . . . . . . . . . . 18 Farko & Recreation. . 18 CITIES / FOFULATION 19 ACKNOWLEDGEMENTS 20 1.1u� • . f•ti'i HIGH_ LIGHT THE ECONOMY =- INCOME/RETAIL: Contra Costa County i5 an affluent market with a strong ret ail base . . = }- C,}'- • The County has California's highest personal income level ` _j -- • Household wealth i5 72% above State '' average • Retail 5ale5 increased by more than a half- billion dollars in past 3 year! • Reoident5 have a 42% greater range of retail choice than !tate average _ EMPLOYMENT: Employment in Contra Costa County 15 growing Steadily . . . • Help wanted ads were up 19% in past year • Unemployment i5 down to 4.2% • The number of jobs i5 projected to grow 50% by year 2015 • Strong growth i5 projected in cutting edge r industries . telecommunications . . . computers and related electronics . . . bioscience • 69% of today's workers are in white collar positions DU51NE55: Contra Costa County i5 an entre- preneurial hot5vot ripe with opportunities . . . • 94%of Contra Costa bu5ine55e! have fewer than 50 employees, employing 41% of County worker! • Office and industrial vacancies have declined more Slowly in Contra Colta than other _ Bay Area counties • Pro5pective Contra Costa tenants have a broader range of choices at generally more favorable rates than in other counties PAGE 1 ;.��'-'�"'•�, LABOR FORCE E'MPLOYMENV` • _ �: . �_�.•Safi.•= '::'' _ _ _�1,-• �;. .000 WHY IT'S IM?ORTANSW L' - ' `_ Figures for total labor force and total employmen*ly- N. 480.000 reflect the potential and actual pool of laborer.. " available within the County at a given time. „ lines illustrate the relationship between these "0•0 -; variables over time..,; '0W HOW WE'RE DOING: 420.000 The total labor force available within Contra Cogtaltis County topped 4650,000 in 1997,with the numbed'= ' of employed residents reaching 441.200. Since ' 400.000 TOTAL EMPLOYMENT 1993, the percentage of labor force actualljRr; employed has increased to 360,000 ♦ _ .i:;- ay-x.:`_ i� : d� albAtd`! � %� 4� %4 s q, ° :•�.'- •.1 :f rya..,y..• sr ,c:i'�E-'. ?.ve•n '^•;:a'" - - - _ ar. i')�- '.}a . :. ems•::%'••-n�.�^'a'+i'..._•--;��: - ,!. UNEMPLOYMENV:t` , '� .:=. eel WHY ITS IMPORTANT=_�-= � Unemployment figures provide a general`indicatoir4 v% of business health in an areax :=- HOW WERE DOINCsfs y - 7i. 7% Unemployment has declined steadily in Contra Costafy County since 1993,reaching 4.2%in 1997. Overthei-•• ' PPart decade,the County's unemployment rate hash; 6% ke ace with Bay Area unemployment figures remained significantly lower han California's rats-- 4% N. _ _"' -a' �fir-=•- `-r' _s.� '•�% :'i:,:-:�•.'1'-_' _ Y HIGHLIGHTS X QUALITY OF LIFE • EDUCATION: Contra Costa County offere " outstanding educational credentials . . . • Contra Coota.student5 post SAT scores far above regional, State and national averages . . .advance placement rates outpace stere and nation, • High School dropout rate 15 far below region j and state . . and falling, • 64% of adults in County attended �c,lege . . . half completed four or more years. FAMILIES: Contra Costa County i5 a family- `# oriented community. . . • 60% of adults are married • 2�1a of adults participate in schools, by . far the hi hest proportion in Da Area • 70% of ad lu t5 live in owned homes c •The County is embracing increasing ethnic diversity _ • Median price of homes Sold i5 second lowest in Bay Area . . .good affcr:.1ability! ENVIRONMENT: Contra Costa County.ha5 ' w an ideal climate and . . . _ • The County con5i5tently outperforms the Bay Area on ozone pollution measures __ • Highway congestion has decreased in the ys F.ti past two years while delays in other Bay Area counties have increased BART (Bay Area Rapid Transit) has , expanded farther into the County f • The County's crime index i5 lower than the region and the state • County residen%'have unparalleled oppor- tunitie5 for outdoor recreation - r. PAGE 2- Jrs 1 ,�-J...-f:µ<C,{•L `('•Y Ors 'a �tf3t,�.1 :.•_,1..• Y, 121lV MO 11 NlHY1. 5lMPORTA �`5d .. .:% ':.f : ;�.i.• �:�.. lag6ifieil Employment ads in an O's, daily, : ' 1s.000 . spaper provide a good indicator of available ' hin the community,employment ad trends serve 1 d•ODD Abbs a#urometer of the local business climate. 13,000 Average Average 11216':,Si.. "r K"fr h:'•'t}:`..r'',r�' r'.:.:a'.`. 12,tx10 w �she�:ontra CostaTimes Is"the daily newsypaper tlr000 -serving Contra Costa County. During the first six Average '< #4roiMs of 1997.the Times ran an average of 11,600 " ' wo employment ads,ariiirtcrease of 19%over the same 10' eriod in 1996. 9.000 j .hrs , �S1(�;.a`;�: �v• 7 2r �•' 8.000 . '.•yam t_ •.:,,.d .e +i„= Z_ .r< _� t •'b:.a....,�4. + _tet. :f'S .. r `t•.-+�: ` r-��' ti'� t• .• 7.000 ��-.' (�• 1-.._ � P\P O•P a P P _e, Off.P 1P O. -•1•.: -::v. �'�•. ;i.- - ;•f.�:- -q�.'~ 4. _ •�r��U11C-DCC.,1946 ..•+. 05 :e;: •:” r4'• ► _ y �r3 -l�ne.1996 'jar-Ji�►e.1997 r '�•..�51':.-_-s..• �'M1^Y;i' l..ra--�w .i^�-�•_-'-:..- a'r_r a''w.:-'r•,: _ - �lf' ••�IENT.�ONJ�PD5tTI0N --•'��=_�» A.t7l4-fir� \.'r, - I•'�' _�.V MINK 491 1 .Wff {;IMPORTANT }1:.{, +:•• . 't=om v;_r.�aN — :-fir.iZ'w `'..;, ..:till. Lt- ''S!S�1Y.}, t�. � -�•-q c.•. he emplayi,entoomposition, woriccrsliving within -:i vox be ou irpyides an overall profile of skills and *=- stsx 27A% r.• Aa1ue ilable in the workforce.'Since almost COl3or `. COSM riut ree163%)erilploycd.>nesidents work ; tthin Ctintra ' sta 'County.;his profile also 69 : , _.:" 7 j*.. sents a broad picture of occupations available While 66.9% pst. a ' COUM White the County 60.1% n� box Collar White r-+ UW WORE16ING u:�' r' _ '_ Collor sox . - veavut bf-Zen'employeil nesldcrts in Contra tV , to County work in white collar"occupations -- in executive ormanagement posisatms,23%in "O.P ofessierral capacities and the remainder in sales : rid admustrative roles. dieCount's figure•of 69.2%white collar employ- y. Caent outpaces that of the Bay Area (66.9X)and -' �' '`�-.n 0 lifornia(60.1X). := _ °r_ _�cCotlTltA 'State _:, : ..- :_ _ , .;,; STA ;Ygay . _.. ....p( .. of five County residents works in s Blue Collar' -tCOUNTY --4tea •'.-;�ZiCatilornia< occupation;one of 10 works in a service role.. • • ' • �• • �WROJECTEDJOBS =•= `�--�' - �Y'b'•.- - PROJECTED PERCENTAGE GRO WTH IN TOTAL JOBS,1995 TO 2015 $0"1{0 • VHY Irs IM PORTANT: l• .r• _ :The number of households in Contra Costa County - 4s expected to increase by as much as 108,000 x(34%) by the year 2015. Stable long-term growth x ;soil) require adequate job growth to complement phis expected household growth _ - �-•` T.vCIE Asx '"OW WE'RE DOING: r r ip1pX; / 'The number of jobs within Contra C Ista County is / Trojected to increase py as much as 147,700 over !�5% ` the next 20 years,an increase of 50%--.well ahead �e ' <- �bf the pace of anticipated household growth. f •contra Costa Countys expected 50% increase in 6x j -,jobs substantially outpaces the 27% average . Vrowth projected for other counties within the six- t _ acounty Bay Area. �41 � 3 - � _ :r.ail: lt�•_ ::�. ND PROJECTED WORKERSIN EMPLOYED RESIDENTS,1995 TO 2015 '} ECTED PERCENTAGE GROWTH sox `: = MHY Irs IMPORTANT '.She relationship between the number,of jobs available within the County and the number of employed resi- • idents is important. If there are fewer jobs than i3s% ' •avorkers,residents are forced to look elsewhere for a . a•vork,adding to commute pressures on highways sand public transportation. ;. - -IOW WERE DOING s noted above, the County is Pr ojected to add i5x i 447,000 jobs over the next 20 years;in the same period 166,600 additional workers will call Contra ,•�.; .Costa County home,an increase of 40%over 1995. �6x t The County's job deficit"of 120,000 more workers / :than jobs in 1995 is expected to grow to 140,000 Rover the next 20 years. While this imbalance has q_ Smplications for the area s transportation system. r� :ham �` ti w-• Jt does assure a large and growing pool of skilled, quell-educated workers available for firms considering flotations in Contra Costa County. - WELECOMMUNICATIONSw WIMP 4Of the several cutting edge industries establishing '% • •- ' m strong presence in Contra Costa County,telecom- 3.0 Amunications is the most well established.A number • • ,of smaller telecommunications firms have joined .major firms such as Pacific Bell and AirTouch along .*he 1 680 corridor in the past few years (see map .bon pages 9-10). 2.0 Xelecommunications employment in Contra Costa ::county grew by 32%from 1990 to 1995 (twice the jPay Areas rat4)�nd is expected to continue at about -::the-same rate-through the year 2000, outpacing +� 0 •moth the Day, and the State of California. SCOMPUTER5 & ZELATED FLECTRONIC5 41n1988,Contra 7Costa County began a growth surge •' • • ` •' iin computers and related electronics employment that , yhas continued to outpace the region and the state. 4.0 from 7990 to 1995,employment growth was 94%. tkriore than 1'our'times the Bay Area's growth rate in . - ;atfiis sector.-C*6tra Costa's growth rate for computer :�t#Clated emplo COSTA lent is.expected to slow to 32%for the period frat»1995 to 2000,yet the County will 20 *ontinue to grow at a rate significantly higher than BAY AR #the Bay Area and California. _�._:_.._ - _ - ' • . the County has•also become home to a number of -Xomputer sof�N 'fiirm5,whose locations are noted / / ! ! / ♦ ♦ / ♦ ! ! / ♦ ♦ ! :Wn a map onraiges 9-10. _ -. - ;._: I05CIENCE = � 'tai,s�'`z3 _- •F_:'.%..;ri==:%!- -'�" _ :'^:;:. - -. • • • =After a brief dip in bioscience employment from 1989 , 4L0991.Contra Costa County has enjoyed a strong , ; s double-digit rate of growth that.is expected to continue a•6 -• 4hrough the end of the century, well ahead of the ggrowth rate expected for the May Area and.Cafifornia. 1.4 sBee the map on pages 9-10 for tocation5 of biotech ifirms in the Contra Costa area. 1.2 1.0 as gr CA 4► �o �'o �i d $ $ $> $e MEDIAN PERSONAL INCOM&'':.� WHY IT'5 IMPORTANT: S32,000 A higher median personal incomellevel generally, }`= • •• translates into neater rn ower and increased ' . g buy' g p _ $28,000 ersonal investment. It also tends to attract a better educated,more qualified workforce seeking,; $24000 ;,,,::. the advantages of an upscale, dynamic lifestyle:_,; Together. these elements offer, prospective„_°. $20000 `i; companies an attractive environmelnW.... = ' > - K _. . -a' _. .. --. '�," -- .:-.- -•bac.:=.�; ;- $Te.Ooo :rte How WE'RE DOING--;,; .' $12.000 Contra Costa County has the highest mediarkrz. personal income in the State:.-* Se.00O Bay Area counties(state rank)z; •CONTRA C05TA CO.(#1};; '•- $33,00 $4,000 k _ •Marin Co.(#2}: ,.,r -i= 32,401r ;«;- r. •San Mateo Co.(#3}Y` °' $31 14 =: ` • Santa Clara Co. $30,89i`�t-- 3 CONTRA*, -�. S F' State: " c COSTX. >r .-• a....., Alameda Co.(#8}F-'. _':A $28,32 COUP1iYtY Ar California o Co. #15 = $25 24 ect+-' San Francisco MEDIAN HOUSEHOLDWEALT!-��- _ WHY IT'S $90'000 The.household wealth measure, unlike an income►'::: $50.000 : report, provides a point-in-time snapshot of they::. Kr overall financial health of households in an area,...:: *'`a essentially the households assets minus liabiliti :::; $7000021 It provides an indication of monies currently (oes;rk- r- $60.000 * potential) available for spendingI $50,000 ..r . HOW WE'RE DOING;I' $40.000 �r The median household in Contra Gosta County had.' $30000 - $87,835 in wealth in 1996--35%higher than they. nine county Bay Area and 72%higher than the 5tate4r= $20,000 y� 4 To counties . - •�--�' j.. •' ~-' _- $10.000 p in the Bay AreaTi2%— r;.. • Marin Co.:--.. $91,143 ?+ •CONTRA C05TA CO'L.' �!;:_' $$7,83Vl - : � �.• CONTRAS S.F.. - Stafa •San Mateo Cor o... - COSTR: Bay. a( •Santa Clara Co r :J.= $71,417' COUNri,:,' Areo California •Alameda Coa^: = ' ` $49,583iw :. ; • San Francisco Cd3 ''_ =:, ..}' $24,889•"' a- '-��:,tp•1t�.•�:--Yrt-���.��.',:_T�''•y�„.;.a...�7v�./� i;t�1Yy . T =}� :CUMBER OF RETAIL OUTLET -. - .. WHY ITs IMPORTANT. 16 Ample refill outlets provide the conduits for a-�, • r thriving retail economy. More outlets provide more- choices for consumers,ensure a diversified retail.. 14. base and.:promote entrepreneurship in the• • 12 3i 1l tally of retail outlets per 1,000 opulation::c'� lQ 4 provides a consistent yardstick of retail density? and diversity across markets►t-'_ _ L,;e�• HOW WERE DO{NGT= On average there ire slightly more than 10 retaiK 'S outlets for every 1;000 California residents. Con-% `.; sumers in Contra Costa County can select from a_ � � 42%greater range of choice than the state average,j:. reflectingthe diverse and robust retail landscape,•., COtJTRI S.F• State in ContraCDsta Count �:'= ' 4 n> _ iw,14`•,�:±sj” "..� a` { S r: g .yea if-jl•��i�t - COUNT� AlE'Q CQl1}Orr1N�-' ti •ti3-'�J_A ~� � � w Ali `..1 A t • w t RETAIL' GROWT * . - _ T3. - L.,t WHY ITS IMPORTANT: = Obviouslylj�namie retail growth reflects a robusuUp 83% - s= eonsumeranomy. 6y measuring the growth ins retail outle as well as retail sales, were able to- sox 1 gauge mUi,iere collective evaluation of a markets- •<+ consumer strength over tin eY.X-Y`,:-:::•: _ 7Dx HOW WERE DOING box 50% ;4 Retail sales in Contra Costa County jumped Py mom than a half-billion dollars from 1993 to 1996, an 40% '? increase of 10.2x,. In categories reflecting market -` growtk:building materials jumped 15.9%,applianceev Up 28% .... . 3= - Over the 10 year period from 1955 to 1995, the = Up 12% rx=i number of retail outlets per 1,000 residents in Contra x i0% Costa County increased three times more than in the San Francisco Bay Area and close to seven V=9 (!� ` f more than in California as a whole',,:_; CONTRA S.E State. COSTA Bay:i:5i;. of The Contra Costa market.is clearly viewed by retailer's- COUNTY" Area California1=� �" as one of California's prmier opportunities for retail , ��• .00e♦ 01. J X65 �Srolt 1,7----� • mon ��.� L • 911ch •..,... ., •� Inui ? �• I t,afayette � F •. Qrtnda © ee Albany c.gtdter % M raga {� - ` Emeryville Qakland on ra Cof,ta Co. i Alameda Co. . 5an Yao � gra Fran66CO Co. CONTOCOsoWMA w�+► Sacramento CO. CO. co NTY 1�-- WS Vat cgs. co. MAIN j o0ate CO. 9 ' sSanFcanc�sco ,u,, O Heart M :�. �. fn the +! VA,�O � or* No ... SWaAO .00 �. : Norther a« 3 PAGE 9 • � -� •�1•` •'. •.` �•• • .�...i'.'.. • .• tsbur '� •• ;;•�R !'. ...�...�.•� :'1; . gethcllsland• '�{,^- .J i tm std-�� r:..+ • O Oakley ord '1 Antioch Ln Lr L', 1 Brentwoo -, - Discovery ;.. CONTRA C05 � gays Mount Disblo -� 5tste Perk t COLIN ry Byrom . . ...........jj��. .. . ....... ..................................... _ Diablo Lomak, Dan 10Blackhawk C o. �o6ta v,tr a CS, LOCATION5 OF SELECTED San CUTTING EDGE INDUSTRIES': •� Ramon0 Software Companies(16+empl.) 7 ` _ (368 Brme wl<16 empL not shown on map) t 1l 0 Telecommunications Firms Biotech Companies • 1A poft ' •50uRM:C*ft tor6ukGng�+F(tt to.on�y) 3 Dublin rte^ I Tri•VaneyE-� eo�:C(�e_o M_ ) PARKS,OPEN 5PACE ..••••.._O '' c, 7 &RECREATION AREAS: J I L Live re _ E3 Mt.Diablo State Park i n , � J C-1 East Bay Reg Ona1 Parke r—�. ❑ Open Span/Reservoirs i ..1• ,� ^: 10 miles PAGE 10 Y OFFICE VACANCWA °<`;` WHY IT•s IMPORTANT; 16% Office market vacancy and rental rates provide'a:k,- • snapshot of locational conditions facing office-=::• ; 14x based businesses.Comparing trends in different--*-�' areas can.reveal shifts in competitive marke w 12% advantages and disadvantageas,I:_,:;: :;: : . 10% ,�.f•.♦. HOW WERE DOINGS The supply of available office space has falletl- 6x dramatically in the Bay Area over the past fe ;� • years,particularly in Santa Clara,San Mateo andt ax San Francisco Counties -,- _� .: ? �' Vacancy rates have declined more slowly in thy: >- 2% S Y Contra Costa/1680 area giving prospective tenantd ' .. ; - a relatively broader range of choices at general ' 0 A. b more favorable rental rates than those available ipao: other Day Area counties �i.. :> ♦ ;i �r. Y_ S Sari r INDU5TRIAL WHY rr5IMPORTANT- The industrial-using manufacturing, wholesalingii•= and international trade-oriented sectors are vita&:�-. iax economic building blocks. The availability of industria$:, properties at reasonable rates is important to thee►: fa 112% growth of these sectors within the local economy:..• pox ' . .�--- •:� -:..,._�-_ ,,�,� HOW WE'RE DOING-V- 8% O1NG ' Unlike other industrial-based counties surrounding; = 6% San Francisco, the Contra Costal1680 corriden area has actually experienced a slight increase in '={ ax vacancies during the past two years,in large part-z, due to opportunities in northe qn Contra Costa--'c:•. 2 southern Solano and eastern_Alameda counties.„:--t-?: MAL U5tNE55 BTRENCTHf " r n .. Ar :'AVH�WS IMPORTANT, �s-:i..:: '�-:fit.^ter :1� �•1i•':,-r' <,c.::..�i; ':`ti: _::: jA healthy mix of small businesses--together with i.t population of affluent,well-educated, techno- ° Aogieally-savvy.residents--Js a breeding ground for ? '" fientrepreneurial success and the emergence of = Atomorro►vs cutting edge industries. ; _ r f4ioW WE'RE DOING: wore'than 94%of the businesses in Contra Costa �`.. i#iave fewer than 50 employees. Four of every ten .' Sox 4X41.2%)workers in the County are employed in there s wsmall businesses,compared to 35.6%.in the Bay::: M_ Area and 37.8%in California:. = - Ty �Oy employment.-Ithe Countis fastest growing t awectors from 1992 to 1999 are engineering/manage- =_t trent/research (40.8% growth) and:business`:r yi*crvices,including''comptiter software.'_(34.8%).: ee aor cd. ce eor ed. _cc eQ, eae. ' `blinety-one percent'.of engineering/management/ co. Area :x:oo. ,uea s ° �►reo ,_ .r; ':._: 'research firms in Contra Costa have fewer than 20 _ aro a9 `"so{oi� :�N moo, t ._ '"• "* Employees r3'"'Fmployees 'Employees 7.. ' it mployees;Z7% of business service firms have. -' '4ewerthan 2Oemployees. t TUREENTREPRENEUR5 x /FiY,]I"SiMPORTANT - Oheres no clear way to accurately gauge a market's °0 BxCHILDREN<12 yrs. •0elbility-to generate tomorrows entrepreneurs. CHILDREN 12-17 yrs. ,y '14iowever,one promising indicator is the propensity 3s.3x ;fyoung people to adopt and use the computer- " * P a5ed too15 tin tomorrows m hat under tomorrow's 307 ising industries. .y ,: -• -'.: _.:r,- Vii_ mit...`.Li - _ _ OWWE'REUOING •�a'__:.�_?= w_ Y 207 n. _ A..'M6 survey comparison:*- households with lr'37 ;�Zhildren in the sic primary Baru counties shows :tthatehildren in Contra Costa.househotds are more likely to use a computer than children in any of the *otheircounties. - Four of every ten (40.811.) Contra Costa children y ' .sunder 12 years of age use a computer in a week - 0% 4averaging 5.6 hours/week);three of ten (30.9%) corrrvA wn Sm Akwoo Akwwx1a SM t *hildren 12.to 17 Lse a computer(averaging 6.3 a °Co. rr 4hours/week): f :� „ten. :��a• •' . _ .a.- ..C'+� - .'�'(1.�{•..'f`..i ' "� .. _, r. _ _. �/--J. t..:.-lam. -. SAT SCOIZES;S~ _ • 1,I I _ Gee VERBAL WHY 11'5 IMPORTANT':--- i:.; :?� :•n_:3 -: MATH530 9 .:��:.. Scholastic Aptitude Tests (SAT) arse a basic India;,: Gator of a student's ability to learn. For thaox_521 _ 520 workplace of the 21st century,the average worker:-': will need to adapt to continuous change and learwx% sto I: new skills in the procesE -;.••z.:=Cl-g-� ��:_ _- ^,rte_ f:r ; i Soo f 507 W5 4 IRA HOW WERE DOING.-` c � }•:. , 490 ''I 422 Contra Costa's average SAT scores significant*..", r_ exceed regional,state and national avers es480 CONTRA &W Sale United CONTRA Bal' State Unded COSIA Mea 01 Q Sides- COSTA Area ad Cm Slates ..• _ ^^ _..i{'` - _ +M;,'_.. r ADVANCED PLACEMEN1996 _- ADVANCED PLACEMENT RATES WHY I1's IMPORTANT. 1276 B e ..... :.:.,':•:.. . .F =r.,='_^ :. . r.�:_:.;:'=y`;•:�. Advanced Placement Exams give high school Junior: 11% and Seniors the opportunity to receive college enediG� . fpr.those exams passed with a scone of"Wor higher 10% ' This program helps students accelerate thein* ; 8% HOW WE'RE 7 776 In the 1995-96 year,Contra Costa students passed .•__ 6% AP exams at a rate almost twice the nationalet.. 576 average._g _ :; :.; _ -- �- �.�. ....-,..• :, �.... % COMPLETING UC r.�,'EQUENC 'l PERCENT COMPLETING UC'a-f'SEQUENCE 1996 .Y :i�' • ' _ 'c' J. 39% WHY WE,IMPORTANTi.� 1 The University of California a-f"course sequenca6=: 37%. i5 a college preparatory eurTiculum including Englishy- -7 math, foreign language, laboratory science, U.S'k.;. 36% history and world history,plus elective9.:_ HOW WE'RE DOING-J:.... 34% _ 33% Four of every ten Contra Costa students eompleteA- the UC college prep sequence,a significantly higheri,-- _ 32% rate than the State of California�s�:- q_ - 31%` $� $eq. • : .:I' LIL .POUTRATE 115 IMPORTANT. _ _: r _• '_-4he high school dropout rate reflects on an area's *bility to prepare productive workers with adequate 3.5% � gm kMI15 for the labor marketplace. _ WERE DOING: = ; 3.0% °•` s In the 1995-96 school year Contra Costa's dropout . -prate of 2.2% was 31% lower than the Bay Area and g# %4% lower_than the State. While County school - 2.5% .4enrollments went up 5.1%from'93-'94 to'95'96, -+lbe County&dropout rate went down 14.3% in the -sMAMe period. Shied 2.0x ' 1 s -ay- t: •—_ QOSiA Area C•ddornfo o CHANGE IN H. . GRADS _ r R •/iia � .`�-�.. J • AlIVA2111110311 •�� AVHYIrSIMPORTANT: . +1 w Wligh school graduates are the basic building blocks _ - +8% din a well-qualified labor force. IOWWE'REDOING:S'- +ax #from 1991 to'x996, the number of: iigh school + ox ;. Apgraduates in antra Costa County increased by •2x • 0.7X,,Compared to only 2.7%growth in the entire -4% �- may Area. �Vuring that period* Contra Costa _6x a^f :Wncreased its5hare of Bay Area grads from 18.1% *to 19.5%(CC Co.has 15.6%of Bay Area population).,.0o :- ex ._ WITH COLLEGE EDUCATION . ' -WHYIr6IMPORTANT * y - 65% ' :allege training is essential for many jobs in today's Marketplace. 4r!t: •.• ,' =: t; �:, r , c } box A: :f'10W WE'RE DOING: ji- x I Nearly two of,every three (64X) Contra Costa 55*4 K residents have attended college -- a percentage _ ': A0%above the State average--and half(49%) of ` -dais group completed four or more years of college. t r x'�•'a , }s�.ic.�.: %�.%�,�:.�, ..'/�' -cot RA eay Thted ,;• 71reo Ccoornl° PERGENTMAPIR'lEOP, rf �- -� �•:-��.I'11[,�,'�",.14i�0.Z=ti Yl Y�7-�1�. �f�t •t•�r'•�•• • ••• _ -:' 'r,'ry��'�JHfr�_�r�-...:va?,.-�l}�"--•-tom: r.,��cti��3�'!'}^-+'�-•+.- WHY lrS IMPORTANTOOK 6076 • . .••.,,,., While families are defined irfia variety of ways i* ' today's culture, married adults remain-the 55% ditional foundation of a.family-oriented communitMEN . sox HOW WERE DOING - Sixty percent of adults in Contra Costa County alt. asx married-=a significantly higher percentage thae�; any other primary Bay Area county.And 58% o1;_ aox Contra Costa adults are living in two-adult houses •>J r,`=`. •�•S-.: a �: . •- '. x GON14/l. Sal Main Seto AlaneAo San ' = -r -',.� ,r a•K . -.. CADSU._ make . Ck M Fra boo ;�_.rte«•.�-,:, ipdi•'Sz .. ��•:'%'����_:�r�''.�"j' ;�,- ••. °10 INVOLV'ED IN CHILD'S 5CH00 : . V TIM ..•�jam_^!. 1 4_t_r ,�-1_"� -`_�:r+-.`".fir_:"-ar+.^��:is�4 -,M• WHY IT'S IMPORTANP _ < Adults who participate in their child's school reflectO,= 22x a community that cares about its children;it"- schools and its futurti*-,- N,_ _ 18% HOW WE'RE E)014. N64 ':. - -"i 5 := :3:' 1 i :jam. .. f,✓+•.,a:�•= . 16% M 71 Nearly one in four(23%) Contra Costa adults',I tax actively participating in school activities,a cot siderably higher percentage than any other Day_Ar�-* 12X GOunty; y�a. :r .::bt-c;' r'ti t! ':.::7"'r'�'f:;• ',.. COMPA• Sate. Sal ..�.MaY►. Alan7eda Sal Yep..==•L=•.-tr �rgr� r G.N t 7; f.w��• '►fid w3Nr=j. COSFA .Cleo- Mdse. Hvicdco - = 4_: •..c,J S-'+. c•r._'.�' �`' .i:`. .,.tom._?»;-y n.4:..�: 3%.. -S`.. Y"` `:_ •..1-. RY-Ra•:• -xT••. .til:. CHANGE IN SCHOOL ETHNIC MI 61 re Ila 1*121 _.t...•e. �-•.•• .�..c �:ate_. ,�'1Q�_ .+�1.'l=„�. ..a J .s�-ti,'�„'�.,�.-,f_• Whir lrs ImPORrntJ +876 _ a ail i. y;� r".•►l x As our society becomes increasingly multi- cultural-+4% it is important that our schools lembrace diversi and continue to thrive , -.:• . ' '-+7 •1� ! yam. ' :.�.'••:�_t� $:. '' t 7 � 1 Icy ,.7 ztr HOW WE'RE DOING:uF?,' �.. .• =,.;. ,,� ,��. Durin the past 11 ears, sx g p y the percentage of Hiss* ex panic students in Contra Costasf school populatiot*;.. increased 7.8%and the percentage of Asian studio'' log ents increased 2.2%,while the percentage of whit@M 12% students declined 11.4X,.In 1996,57.8%of studente6.• were white.17.0%Hispanic,12.6%1 l3ladr,7.9%Asian4+ � � I . XRCENtHOME OWN ` r r �' • X7'5 wro- 4Q6too mers.traditionally feel a sign if 8rt level of *investment in their communities along with the lox obvious.financial investment they have in their .. t roperty. . 1-U-lOW WE'RE DOING:. 'even of every ten adults in GonXpercentage ta County sox :.�wT living in owned homes,a far h pian any otherprimary Bay Area CONTRA Momi Son :SCV40 AkonoO° SM 4 n+ is t :,J• _ �,, Ct°tq ikvY•lsoo o IN i51NOFLE FAM- ILY RESIDENCE ' _ �r �� *. i v��_••,.'- may.; 2� j r `moi • -AVtiYIr51MPORTANT. n = jKypicAV residents in single family units^experience =*a broadersense ofneighborhood and an increased i SOX :range otresponsibtlities compared to apartment 60% OW DOING , Fully three-fourths of Contra Costa adults are living sox s An single family units, diantatical3y higher pro- 7 ortion thatfin otheri'�unties surriminding San %•.fir_ ' V'f' 'i i - ' '. CONTRA Lan SM .PAWWOO !y i. , 40'9L COSTA iialeo X91 A°ncecv MEVIAN liOMEPRICES - .-tom":}-.�-:: ���:1F.:�ar•-'i.--;:'.: �f.- ::J. �- - � • • • � •• �iNHY iT'S IMPOMANT: M7 k s. Y ' •^-��• �.� iW t:-� .--.` 1 5350.000 i7}ie ability to purchase an af#: laiblical e ho>trGrit e�to the development of a 5tabf4 7.x via force. s375=0 $302 k iow WE'R>:Dr71N6 - i 5300.000 r -,^Vhile Contra Costa ranks numberone in income in 5275.000 the Bay Area(see page 7),the median price of homesA. mold in the Gounty ranked second from the lowest s250.00o 'T1in 1997.And while median home prices jumped 75% - lin the Bay Area from 1996 to 1997,they were up just 22 - sns.000 s n Contra Costa. So a greater proportion of '�3x12, ' :.4.Contra Costa families are able to afford a median 5200000 ced home than families in other B "'�'wdo CONTRA S° �"° �' a4!;1a counties. COSTA F+a+csco Cleo Mm•o �y ♦ .P HIGHWAY CONGE5TIDN BAM" Wfff W5 IMPORTANT:' - -r%�."< �^3:• °`'•F' A rapidly growing population has put a strain ol;; the Bay Areas transportation sy�stem..increasingv.*- 30.000 the frequency of commute delaysot- :•i; 25,000 HOW WE'P.E`001 G..: �.� While Contra Costa residents experienced creasing traffic delays in the early 199019,delayd -;.. CONTRACOSTAIIIhave decreased since 1993.Other major Bay Area:% r 15.000 counties have experienced dramatic increases itis.:: traffic delays during the past two yea s 1_ During 1996-97, BART(Bay Area Rapid Transit extended its Contra Costa line to North.ConcorAo;;,,' s•� (1996). Bay Point/Pittsburg (1997) and added • new line serving Dublin/Pleasanton in eastern oyok Alameda County(1997)_ See map on pages 9-1OL,4- .. . r� iiv.1• .` s 3� .-lj 4 y -��..r. �s _ .t',�+.P _ �-•�`� y � �s '.mow' L OZONE P0LLUTI0W-V5 - --- "-'' .:,,:.:;:' p;'..`_i.S�,,:._ - _ -=`_I� .. .:�¢�•yK.::�^s�mss' - • � � � � • • '- fir:• _ _ _�..��- = -.__.• WHY IrS iMPORrAPCf �� Airquality is vital to the health Ie clof people and th natural environments HOW WE'RE DOINGS t Contra Costa County has consistently performeds 20 better than the Bay Area in meeting both U.94. standards and more'stringent California standard;. 15 for ozone pollutionr_i_ In 1996.the County exceeded California standardnk- to •• •• on nine days and U.S.standards on just two daymm - 0� ' . CRIME - - WHY1M IMPORTANT: " �A safe environment is Important to residents well- 55 Y' - *eing and peace of mind. 50 4iOW WE'RE DOING: 45 rising both the California Crime Index and the FBI ---Crime Index,-Contra Costa County has a crime rate =- slower than both the Day Area and the State of ao 35 25 ti. -_`:!'�• �`•O'-' _ _ _' _rid .y. - Say Date of COIM Say Sicaeof Cotam +•.i:.. tea: ���. }J. 5•a ��.•`-�_ ,: `'` -;r.=- -j �'-;' '--'�Ot CCTdOfNO C[itnC lnde:I ' •8i81 Crime Mdel[= �:`�*'` `s�. q:-�,,.1r i`v:;•� %_::_.c.-�:h�'--" _ _ ''._ _ - til -.s ... 1� .• _ AMAN DRECREATION : _ •LM=MP�%�� F;�:!�fii1�"::'-�• }.• '• __ -�,1"_ -. •• •• WHYir6_j 'PORTANT _ 4-",:: +L� tie°iip1{�/.�_J'• - _- '�'..�` '•w�._. r.: .. -.. `. ��� fI. W. equate park and open space land provides an 80.000 + '�ttractive environment in which to five and ample popportunities for outdoor recreation. 70.000 pW WE'RE DOING . Y' ";•ti? _ aoo 'Contra Costa County and the greater East Bay are .-• 4lessedlvlth an ideal climate. 00and over 180,000 50.0 tcres of dedicated park and open space lands.(see map on pages 9-10). 40.000 '18.000:aere Mt.Diablo State Park forms the focal - point of Contra Costa County. 30.000 ' The East-Bay Regional Park District includes 54 r ;;:; rte;; CITIE5 / POPULATION PROJECTED 1997 2010 CIN POPULATION POPUtATIO Antioch 76,500 116,600 Brentwood 14,500 35,000 Clayton 10,050 14,200 Concord 111,800 130,000 Danville 38,100 48,900 EI Cerrito 23,300 31,700 Hercules 18,800 26,800 {. Lafayette 23,600 28,000 Martinez 35,350 48,500 Moraga . 16,350 17,500 Orinda 16,900 17,800 Pinole 18,150 29,500 ;. D Pittsburg 50,800 97,100 Pleasant Hill 31,450 46,500 Richmond 91,300 123,60 5an Pablo 25,900 31,300 5an Ramon 41,950 48,200 Walnut Creek 62,200 88,700 Unincorporated 172,200 140,100 CONTA C05TA CO. 879,200 18120,000 .ti In Alameda County . . . Dublin 26,750 58,900 Livermore 67,800 96,700 Pleasanton 59400 79,300 i SGUR:ES 1997 Pc-, ,:' "•:Gfu++u Oe�s:^er; F a•tie 2010 Prcjcs:6"n9 Asw.0 emy Area GOv ie,PMjecV:ns'9c PAGE 19 �. .. "�. _,. •"-',��-�• _ _,_ WE GRATEFULLY ACKNOWLEDGE THE - ACKNOWLEDGEMENTO FOLLOWING ORGANIZATIONS FDR PROVIDING INFORMATION &ASSISTANCE r A55ociation of Bay Area Governments x r Bay Area Air Quality Management District ` Bay Area Rapid Transit (BART) District ' � `. California A55ociation of Realtors California Department of Education California Department of Finance California Department of Justice ` California Department of Parks & Recreation CaliforniaDepartment of Tran sportation _ California Employment Development Dept. California Franchise Tax Board CB Commercial Real Estate Commercial Real Estate 5ervice5 Contra Costa County Office of Education Contra Costa New5paper5 Contra Costa Transportation Authority Contra Co5ta Water District Craft Conoultin ; -- g Group East Bay Municipal Utility District r _ ' East Bay Regional Park District • ' Grubb & EfliS Real Estate r Metropolitan Tran5portation Commi55ion i _ Pacific Gas & Electric Go. Tri-Valley 5u5ine55 Council U. 5. Bureau of the Cen5u5 Thio booklet was compiled by r = Donald Olmstead, Manager Market Research Department Contra Co5ta New5paper5 14 with a55istance from yam ' . Heather Hewitt, Intern School of Economics and Bu!5ines5 Admin, ~•s " Saint Mary's College N Printed by Contra Co5ta News a er5 October, 997 p p PAGE 20 R A . C O o USAINT ti MARY'S ' COLLEGE j OF CALIFORNIA Contra Costa Economic Contra Costa Newspapers Saint Mary's C011e0e Partnership 2640 5hadelands Dr. 5ehool of Economics and 1001 Galaxy Way, Suite 102 Walnut Creek, CA 94596 Business Administration Concord, CA 94520 Phone: (510) 935-2525 r 0. Box 4230, Phone: (510) 681-3266 Moraga,CA 94575 FAX: (510) 681-3269 George Riep. Publisher Phone: (510) 631-4604 Donald Olmstead, Market FAX: (510)376-5625 Bud Lake, Executive Director Research Manager Edwin M. Epstein, Dean • Attachment K 11 IS Now — 000000 • • Contra Costa County Ca1WORKs SERVICE DELIVERY MODEL Information/Help Desk First Contact 21/2to3 hours SSD Services Referral to Community/ requested? N0 Employment Resources - R yes Reception : CalWORKs? No (application for other = y~' benefits) Yes Reception (Screening) No (CalWORKs traditional VWV ? 2 eligibility process) Yes Complete SAWS-1 for CaNVORKs/VVTW CalWORKs/WTW Orientation i Yes (APRAISAL?) IN/ES processed timely Assign toEmployment Specialist Schedule for: Support Service Interview and Job Club/Job Search Yes 11/07197 Contra Costa County . CaIWORKs SERVICE DELIVERY MODEL APPRAISAL? Employment Specialist Supportive Service Interview CaIWORKs No Denial Eligible? 2nd Contact 2-3 hours OR Diversion Granted DA Family Support r Health Coverage Options n .: Yes Supportive Services Granted , Yes ' Job Club/Job Search 4 weeks (Objective is employment) (Exit due to employment) y Eligible for CALWORKs Unemployed/ (employed required hours) Retention Services No No (12 months) undere'ployed Retention Servit;es x= (12 months) Yes" Yes Yes Assign to Assign to �3 case manager case manager . .T :..... , ASSESSMENT WTW Plan signed OR INTENSIVE STANDARD Case Management Case Management Assign to Case Manager Assign to Case Manager 11/07/97 Yes i Contra Costa County <� CaIWORKs SERVICE DELIVERY MODEL Work Activities and Supportive Services + Unemployed or Retention Services underemployed? Nooffered Yes 09 REAPPRAISAL 1 Y time limits ended? Job available? No COMMUNITY SERVICES (32 hours/week) P Yes Refer participant to job 60 months of cash aid received? Yes SAFETY NET SERVICES 11/07/97 • Attachment 1 • • California Department of Education Attachment 2 Child Development Division CalWORKs STAGE 2 IMPLEMENTATION PLAN for CHILD CARE and DEVELOPMENT SERVICES (Deadline:5:00pm,October-31, 1997) County: Contra Costa Date: October 28, 1997 Preparing Agency: Social Service Department Contact Information: Name: Patricia Nash Address: 40 Douglas Drive, Martinez, CA 94553 Phone: (510) 313-1714 FAX: (510) 313-1651 E-Mail: (Attach contact information for all parties to this service plan) 1) County CalWORKs Staee 2 Implementaion Plan After worldng together to determine the best strategy for child care and development services in Stage 2,we have selected the following plan for our county. Select one - a. APP will provide all child care services in Stage 2. b CWD*will provide all child care services in Stage 2. Vc. APP and CWD*agree to divide child care services in Stage 2 using the following criteria. Attach a separate,concise one page narrative describing the county plan•and submit with this form: Describe service population-Families receiving aid. 1)in training or 2)employed Geographic area served-.County-wide or attach a descriptive map defining service allocations Estimated number of child care slots needed Estimated dollar amount to meet need for period from 1.1-98 to 6-30-98 Other criteria determined by parties to this agreement d. APP and CWD will delegate the division of services for child care in Stage 2 to-CDD using the criteria established by CDD. *If CWD will serve as an APP and does not currently have an APP contract,an application must be submitted with this form. 2) Signatures of all parties to this service clan (attach additional page with signatures if necessary) Au zed Si ature! Authorized Signature orized Sienat Con a Cos a Chi Social Service CE APP Care Council Department CONTRA COSTA COUNTY'S STAGE 2 CHILD CARE PLAN The.community based AP Programs will administer the childcare payments countywide for the TCC recipients who no longer receive cash aid.These AP Programs would receive the following amount of Stage II monies to serve the following average number of cases and children: * $713,236 for an average of 166 cases and 342 children. The Welfare Department will administer child care payments for all other Stage II clients who are still getting cash assistance.The Department would receive the remainder of the Stage II monies to serve the following average number of cases and children: $756,590 for an average of 1,142 cases and 2,083 children. �d�M el c A �'.e t o ��c•:�. * These dollars should be allocated to PACE and the Contra Costa Child Care Council based upon the proration of their current AP contracts (General Fund,Federal Block Grant and Stage 3 Set Aside). Attachment 1 Children and Families Policy Forum Family Support Task Force Transportation Sub-committee Focusing on individuals newly entering the workforce, the Transportation Sub- Committee met four times tp review regional transportation, funding sources, demographic information on housing and jobs and alternatives to traditional transportation for affordability, accessibility and quality. Task Force participants (attachment) included policy makers, transportation providers, consumer representatives and Social Services and Community Development Department representatives. Task Force Process: • Fact finding • Issues identification • Recommendations Fact FindinQ- Background information from individuals, departments, service providers and policy makers : • Federal "Welfare to Work" and "Bridges to Work" programs • Department of Transportation's ISTEA & Next Tea provisions • California's Welfare Conference Reform Agenda, Item#152 "Public Transit Finance" • Association for Housing and Community Development Committee's "California Housing Affprdability Challenge" • HomeBase report to the Regional Steering Committee on Homelessness and Housing • Contra Costa County Social Services Department summary of regional transportation providers meeting • North Richmond Employment Collaborative summary • Schedules, routes and service descriptions • CalWORKs county plan and planning process Issues Identification- ConsumerMorkforce Issues: • In the Bay Area, 63% of low income families spend more than 50% of their income on housing • Housing and jobs are not contiguous. Jobs are located along the 1-680 corridor and affordable housing is predominating in east and west county 1 • Only 10% of lower income families own cars leaving the remainder to rely on public transportation, ride-sharing or other options • Many available entry level jobs are swing shift, graveyard or weekends making access to child care and transportation difficult • Available public transportation generally accommodates traditional workday hours • Often getting to work involves multiple transportation options with uncoordinated schedules, high costs and long commute times ie. up to 4 hours and $6/day Transportation Providers Issues: • Providers differ in organization, governance, funding, service areas, operating costs and scheduling. This makes coordination difficult. • Assure that Social Service Dept. staff and others can assist clients with transportation planning via the Internet and printed schedules • Demographic information and service delivery plans help facilitate desired changes in transportation delivery • A key issue is to make transportation affordable for Welfare-to-Work participants • Fixed-route transit cannot meet special transportation needs. Providing for work-related exceptions, such as, child care locations and non-traditional work hours is critical. • Fixed-route planning is based on "productivity policy" (ridership) • Program pilots must be revenue-neutral to providers Policy Makers Issues: • The Transportation Commission (MTC) worked with the legislative conference committee to develop flexibile criteria for transportation subsidies to best meet community needs through the CalWORKs program. • Plan on a regional basis to meet the greatest needs and to link jobs to housing ie. improving Highway 4 • To access limited discretionary funds, submit concrete requests including what is needed and why for Federal action through MTC & CCTA • Federal Funds bring constraints and special requirements ie. retrofitting vehicles used to transport children • Support coordination between Federal agencies and their funding streams ie. Dept. of Transportation, Health and Human Services, Dept. of Labor and Dept. of Agriculture • Work with Policy Makers to support desirable legislation ie. AB141 allowing employers tax incentives for purchasing bus passes for employees • Assist community-based-organizations in applying for grants to subsidize transportation 2 Issues for further investigation: • Tie into regional (Bay Area) planning to maximize service delivery and funding opportunities. NEXTEA's $100 million/year for six years will go to regions of 200,000 population for Welfare-to-Work transit projects • Develop regional coordination of transit entities for greater efficiency and service delivery • Share demographic information on housing, jobs and plans for service delivery with transportation providers through an overlay map • Implement tokens/vouchers and/or discounted passes modeled on Santa Clara County's discounted monthly transit pass, the Regional Transit Coordinating Council's discount card, Bishop Ranch's bus pass and AC's home to school service • Develop alternative transportation options ie. para transit (vans, shuttle buses, taxils) • Connect biking and public transportation • Provide maintenance, lighting and helmets for bike commuters • Develop change facilities for bikers at places of employment • Investigate the use of child care funds for transporting of children to and from school and daycare • Publicize car pool and van pool incentives to employees, employers and individuals . • involve employers in the transportation planning and development process. • Promote incentives to employers to improve the transportation delivery system, ie. 40% return to employer of revenue spent on passes, tax advantages from van pools, emergency vouchers for employees (up to 2 ea/month to work late, etc.) • Increase the focus on pommunity development and neighborhood preservation to increase economic opportunity Offer incentives for local jurisdictions to better plan and link jobs to housing ie. "Project Alpha" in San Diego incorporating homes, jobs and transportation Recommendations- Short Term: • Investigate making transportation affordable and accessible using a token/voucher system. • Financial incentives to employers who make transit passes available to their employees 3 Develop mechanisms for teaching consumers how to use the transportation system: 1. Social Services/PIC give program participants transportation information in orientation with one-on-one follow up.' 2. Provide computer-assisted trip planning training to program participants 3. Expand kiosks and Internet-based trip planning (Trans-Link) being tested by MTC Ask transportation providers under what conditions services can be changed Employersrjobs locations, time frames, transportation support (Bruce Riordan/RIDES, Paul Maxwell/TDM, B. McClary/Transportation Authority) Priority issues for study and recommendation long term: • Planning Identifying advocacy issues for policy makers Investment priorities from social service agencies Financial capabilities of transit agencies • Accessing funds through coordination of separate funding streams ie., Private Industry Council grants from Dept. of Labor, Childcare Development Block Grant for child care resources, etc. v 4 U. i N N O- .�-- O f` O co co N 00 iD �- r O) LO LID N N aro � t0 L? m M N CCOO r tOO r r r r r r r r r r r r h r N M to N M M .M- co O co to r` M at O ti N V co O N M C(D coo co 04 (D to tto CO)co I%r M Co CO `" 0) N N x r; x r c0 co co c0 O) co v '�t M CO) M O N M of O Zt� tO CM7 � CO a00 O 00 O coOV) ti W tOA r` O CO) •- CO) Cl) .� m M CD LO O .-� N r` r r r` O _ 4 Lh r; r- N W) m co o C6 c Lh r-L cti 4 o a ti N N coN .�. 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Jib .31.E bdyb t',bG • 0 kv '4 �� DOMESTIC VIOLENCE AND WELFARE REFORM �.�./ As Contra Costa County designs and implements programs to comply with C O M M U N 1 T Y welfare reform,the courrty must consider how these programs will impact victims Wellness &Prevention of domestic violence. It is important to aclmowledge the fact that a large-portion P R O GRAM of women who receive welfare benefits are or have been victims of domestic Working to pertnerinlp with violeace.Without the financial assistance that welfare provides,many of these commvnrt es to promote wNrnr s women would not have been able to leave their batterers. As welfare reform goes into effect and benefits become more difficult to obtain,many women may find themselves trapped in abusive relationships because they lack the economic resources to leave. As several rpt studies have shown, domestic violence is a concern for a large number of welfare recipients:' eicyc+e Wcty ito cce • A study conducted in Pasaic County,New Jersey from 1995-97 found that &call CWrcr Parinermip✓ of 846 female AIDC recipients who had been mandated to participate in &eau CarxcY EArtyDemon fpgrAm reCRA education,, of ob-related activities, 14.6% reported that flW ChilQr w injury Prt K-nnAn were currently experiencing physical abuse from an intimate partner and . ft1w(CIPP) 57.3%reported that they had experienced abuse at some point in their Food b NutrKk>n Policy adult lives. Coruortitrn(FNPQ Foos Security Projca • In 1996, a Massachusetts study of 734 women receiving AFDC found that 60 Orcydc P+�*>Nne ani s4 al 19.5%of these women were currently experiencing domesdc violence ProjKt while 64.9'/0 of them had been abused at some point in their adult lives. Mny NeighnorhOWS Project .j.j P&onv,y Prevention Pq al •- A study of both homeless and housed female AFDC recipients in Nutrmon antl Physical Acwlry Worcester,Massachusetts revealed that the incidence of domestic violence Prnjcm was high in both populations 'thirty two percent of the women had been PutNK anti Erenronrvier l He Hrr1 abused Within the.prevlous 2 years, and 61%had experienced abuse at navluuy Board(PEHA9) some point in their adult lives. Tonacco Prownaun l'rojmt violence Prcv(+mon Prnlfcts While welfare receipt does not cause domestic violence,the economic constraints faced by battered women on assistance may make it particularly difficult to leave an abusive relationship. It is clear that the dynamics of domestic violence create barriers to employment. The studies cited above found that women who have experienced domestic violence are three times as likely to face active interference from their partners in their work-related activities. These women also have higher rates of depression and post-tra imnatic stress disorder, are more likely to abuse alcohol or other drugs to cope with the violence in their lives, tend to have low self-esteem, display more symptoms of emotional distress, and 'Repdsad.Jody,sad Tcjmea•RiehE;id M Trapped by Pmvr0&Trapped byAbuze:Net.Evidence in d„e,ReLzsmu*Bawe m Dontesac Potence and Weyarle.Project for Rmuch ca WCEACC.wait.and Domestic V sokoe,Chicago,1997. Contra Costa County Hearth Services Oepamrenr Public Hearth Division S97 Center/Vlenue,Suite 1 l S martom CA 44553 ter:510.313 6808 fAK:510.313 6840. emod.HN0051OWntlsnct." of. disability. Thew barriers may keep'many women from meeting the have higher rafts of new work requirements which are a part of welfare reform- if eformIf abused women are denied benefits,they may be forced to remain financially dependent upon their batteners and stay in a dangerous relationship.For this reason, as the county designs its plan for implementation of welfare reform, it must be particularly sensitive to domestic violence situations. Aspects of welfare reform that are of particular concern to victims of domestic violence include: • Identifying domestic violence Implementation of the new work requirements and time limits • Child support enforcement a Issues for pregnant and parenting teens W Issues for immigrants 2 ---------- Diu J1J bd4u f-'.b4 L Domestic Vaoknce and Welfare Reform: Identifying Domestic Violence Problem: For a number of reasons, many women may not readily identify themselves to service providers as . victims of domestic violence.A victim of domestic violence may be reluctant to discuss the issue with someone she feels may not take her seriously, discount her experience, perceive her as deserving the abuse, or blame her for staying with her abuser.A woman may fear that disclosing abuse will jeopardize her safety and eliminate her means of support. She may fed protective of her batterer or stay in the relationship hoping that the situation will improve. In addition, a woman's cultural, ethnic, or religious background may influence her willingness to speak about domestic violence. Recommendations: It is important that DSS dew4 protocols requiring that: • Victims of doe wjhc violence be green marry opporlumties to self-idenW • Clear information about the possibilities of exeng7hons and special services for domestic violence and the procedures for 4pp4rIng far these exenrptiau arsd services be givr to all women both orally and in writing, regardless of whether or not they aabnit to abuse;' • A list of local domestic violence referrals be given to all women reg=&=of whether or not they self iden*. and a more comprehensive review of aymiable resources be done with all women who do disclose abuse; • All information that clients disclose be kept confzden al in order to protect women's safety. • DSS workers act in a supportive manner and valtdate women's experiences with domestic 2 ASar gaining bane bots conducted for DSS wori=s on domestic violeooc,the depart may also want to oamidPt=pkmaumg routes smommg pmoe&rft I-avvcver,marry women may no fed comfnetablc or safe dia+clomng abuse to a DSS wad=.'ILer+rfixe,DSS sbmAd strive to ansae to awkonmcnt where wnmca vnI be wMing to xtf4deosify, but undrrno citumstoxvs should a woman be petWi7d if she does not disclose abuse initially,particularty if sbe chooses to do so later. s NoddiciSM should ittctude,at mittinonm.fiftmation about Family Violence Option waivrts whidi allow for any pog=am zequicmest to be waived if it katem a w man's tisk of abuse,good cause cwvtioos to partici"6=in wdfar,- to-wutk activities,good cause amTbws to establishment of pat==ty and child mppo d orders,inf =atm for i>amigraats on the provisions of the V iolenoe Against Women Act,and exceptions to deeming requires for immip aata wbo are victims of above 3 •••.•••••• ..----. DIU J1J 004U 1".OD violence, enpharsiaing the fact that the abuse is not the wonnan's fault; • Welfare to-Work programs encourage victims of abuse to self-identrfy and refer abused clients to aMrcpria to services. All staff,including staff at Welfare-to-Work programs, should be trained on domestic violence and the effective implementation of these protocols. Problem: Because domestic violence usually occurs in private settings, there are often no witnesses to the abuse other than the two people who are involved.This needs to be taken into congderation when DSS determines what will constitute proof that a woman has been abused.While it may seem reasonable to require evidence such as a police report to confirm that a woman is being abused, such a requirement is unrealistic and would exclude many women who rightfully deserve the exemptions and services that should be provided to domestic violence victims.Women may choose not to make police reports if they fear retaliation from their partner or if they have had prior experiences of discrimination(particularly in communities of color). Recommendation: Documentation such as use of Bavgred Women's Alternatives'services: kcal record.; social service agency reports, rung orders, testimony of other Whzesses, or a woman's own tarffi ony should betaken as su,,{fieient proof that abuse has occurred DSS should never contact the perpetrator of abuse or any other individual that the victim feels is unsafe to contact- ICL ontactIY.Domestic Violence and Welfare Reform: Work Requirements and Time Limits Problem: The new law requires that CaIWORKs recipients work within 18-24 months of receiving assistance.Failure to comply with these regulations may result.in a reduction or loss of aid. Domestic violence can be a serious obstacle to meeting this requirement.Women who are cuurattly being ibused are often unable to work outside of the home because their batterers will not let them.A batterer may make it difficult or even impossible for his partner to educate herself or work by not allowing her to study, harassing her while she is at work, making her miss appointments or classes,threatening her with physical abuse, etc. Additionally,many women who have experienced abuse suffer from post-traumatic stress disorder,low self-esteem, depression, and lack of job shIls, all of which may keep them from complying with work requirements. Rewmmendation: 4 Ul,I-1b-177( j':1'( W1*1111.WCLLIYGJJ6P'KCV. DIV J1J 0014U r •U0 Work requirements should be waiwed for women who are rouble to meet them due to domestic violence. ]Problem: The new law imposes a five year lifetime limit on all benefits. Because welfare can be critical for womea trying to escape abusive relationships, strictly enforced time limits on welfare aid could leave many women without the financial means to leave their batterers. Reco�>e�ndatioa: l�ictims of domestic violence should be e�cempted from lifetime limits on betaefits Problem Many women may want or need job assistance to establish and maintain independeaoa from their batterers. Recommendation: Welfare-to-work programs should be equipped to handle the needs of domestic violence victims. Strategies for dying this incbide: • Allowing victims of domeshc violence to setNdentify during the process of desigrung the initial employment pkms that are required of all part erpants. Ensuring tlAx domestic violence services are available to women who need them, either orr-rite or at an accessible community setting and that job training programs are both flexible and sensidwe to the safety issues that women may have. • Training all staffon on the nature of domestic violence and the barriers that it may create for women so that they will be able to properly assist women who are victims of abuse. It should not:be the responsibility ofa,woman seeking add to advocate for the waivers or special services that she needs Rather, all DSS workers should be trained to bring up the issue of domestic violence with clients through nottfyrng them of domestic violence exemptions DSS workers should encourage women to disclose situa?ions of abuse in a sensidwe and supportive marvier. HL Domestic Violence and Welfare Reform: Child Support Orders 5 Under WoMm Reform,in order to receive Ca1WORSs money'.individuals must comply with the child support enforcement agency to establish paternity of their child and establish and eaforoe a child support order.Individuals may be mcempted from this requiremmA only if they are deemed to have"good cause." These requirements can pose a serious threat to women who are five been in im abusive relationship.For many women,cooperating with child support enforcement may result in retaliation from a batter+et or may reveal to the barterer her location and the location of her children. R=mmmdation: 77e good crane exemption should include cares where a woman has been abused WMk this currewly is the care,very flew wonun cJwow to use the good sans exemption;'erose lilzly bearuse they have not been Wormed that it is an option and so instead chase to pretend that they do not have hrformaxion about the fathers of their eMl&zm in on*rjbr tlr good cause eoanption to protect abused vomer;all worsen must be clearly Informed that it is an optiara Problem While many women risk violence by pursuing child support,they may not be able to afford not to couect child support,particularly as it becomes more and more difficult to get wdfirt bene tt Recommendation: Womor need to be given the option ofpwsuuirtg child sxpport in a way that mmrimizes their oven personal safety.Suggested strategies'include: • hi cases where d xnesdc violence is a concern the location of the wosrmr ad her dtildren should not be&scloszd unless ordered by the court The woman should Mur the option of having mail defivered to a government office or some other anonymous and secure location so that the barterer will not know where she lives • If a wan=wishes to pursue child support,she should be informed whenever as action is taken on her case so that she will be aware that the barterer miry be angry.77us way,she can take arty*ecial precautions needed • The won=should not be required to appear in cart unless absolutely>russary.If she •Rabat;pAk pWMM Child Support dram YWMM,Ceara for l.aa sad Social pOSCY,Watdagnq 1947. s Suammnized Sam Roberts 1997. 6 IILMlllil111iliil�: S 77re law allows for exceptions to these requirements when "subsran al evidence assts of tut act or fmhre to act that presents an inuninnrt or serious harm if the kt&vidual and her child lived in the same residence with the individual's own parenrt or legal guar&4n." T his a iteria should be used to wive the eligibility requv menafor Call earn assistance when relationship violence is a factor. 71re Family irolence Option may also be used to waive this requirement Ado}tionally,for the purposes of implementing the law,bettered women's shelters should be eoncudexdan appropriete aduh-supow-edsettit;g;and then should be enoughJlaibilitywithin else regulariors to allow a teen mother to move as quickly and as frequently as she needs in order to escape abax- . a� UlI-lb-1y7 1J�1C I:UMM.WtLLNtbb&HKLV. 510 313 6840 P.06 Idgggf kg Domestic violence Prob�n: Like adult women, teens may be reluctant to disclose abuse. A teen may fear that disclosure will result in retaliation from her partner or that her children will be taken away from her.Previous insensitive responses from adults may lead a teen to feel that she will not be taken seriously when she disars.4es the abuse occurring within her relationship, or she may feel that the abuse is her own fault and that she deserves to be treated violently. A teen may not want to incriminate her partner, or she may believe that she can change him. Cultural and religious beliefs may also keep a teen from discussing abuse. Recommendation: To establish whether or not relationship violence is a concern in a teen gpplieant's life, DSS workers should awourage teens who are or have been m abusive relmm chips to self-identify. As a stamdardproce aev all teens should be informed of the possibilities for ar»rphons and dvmestfc viokncae nerves Work RqRdmggg and Lifetime Limits on Aasistan P. roblem: According to the law,time spent on Call earn assistance by minor parents who are not considered heads of household should not be applied towards lifetime limits on assistance.However, ifa teen mother is exempted from the adult-supervised living requirement due to a domestic violence situation, she maybe considered a head of household and be subject to time limits. Recommendation: Teen mothers who are taxable to live in an adult-supervised household due to abase should not be omni Bred heads of households, and the time than they spend on Call eam assistance while they are mincers should not be counted toward lifetime bmits Additionally. the sante exemptions that are provided to adult vfabw of domestic violence should also be made amd1able to teens ('See pp.4-S of this docwnent) Child Support Enforcement and tatutory Rahe Problem Many of the concerns surrounding child support enforcement for adults also apply to teens. An 8 tJl..l-10-177( 1J•10 LUMM.WtLLt`=t &rKtU. D1F9 J1.) bCv10 r.107 a� additional issue which may be of particular concern to teen mothers is that if the father of their child is 18 or older;the information that they disclose may be used to prosecute their partners for statutory rape. Within the context of the state of California's recent programs to crack down on statutory rape and the provisions within the welfare law which also call for an increased prosecution of statutory rape,it is possible that information revealed to social service agencies about the partners of teen mothers could be obtained by local District Attorney"Statutory Rape Vertical Prosecution Units" and used to press charges of unlawful sexual intercourse. Adopting a criminal,justice approach to statutory rape which is not sensitive to the social context in which these relationships occur can be harmful.to teen parents in several ways.Indiscriminately prosecuting fathers may prevent these men from providing teen mothers with the financial assistance and/or partnership that they need. Criminal prosecution may also deter teen parents from seeldng assistance and may add to the distrust of the criminal justice system which a dsts in many low-income communities and communities of color, especially if these cases are drawn primarily from welfare recipients. Recommendation: In fimmartion collected for child support or other services should not be used to prawcute statutory rape without the teen mother's cone. The scene exemptions to the child support esrforcement provisions which erre avarilable to adult women who have experienced domestic violence should also be made available to teen mothers (See pp. 6-7 of this document.) V.Domestic Violence and Welfare Reform: Issues of Concern to Immigrants Problem As a result of welfare reform, legal immigrants will no longer be eligible for some welfare benefits. This will have a serious impact on immigrant women who are in situations of domestic violence. Many of these women are financially dependent upon their batterer.Without the as.Qstance that welfare provides,they may be unable to leave an abusive relationship.Innmigrant women already face many obstacles which compound situations of domestic violence.These include discrimination, language barriers, and the insensitivity of many services to cultural differences. The new welfare measures simply add another obstacle,malting it even more difficult for grant women to escape domestic violence. Recommendations: DSS workers need to mfornn all immigrwt women who are in sit hoes of&weshe Wolence of the posmbihaes fir exemptions to these measures and the procedures for applying far these exemptions. There are currently several situations in which immWant women may be eligible for assistance; 9 • There are three exemptions within the welfare reform law through which inumgrarrts may be eligible for aid Immigrants can receive a work exemption(they have worked in the U. S.fora total of 40 quarters Quarters of work done by a spouse may be counted f the ftxWi&&d has not,filed for a c vorce.A military exemption is available to an immigrant who is or whose spouse is a veteran or on active dirty. Immigrants who have refugeelaodee status cure also eligible for a temporary exemption.DSS workers should assist immigrant women in documenting work quarters or military service done by their sporeses and be sensitive to the fact that if a woman has recently lef l her batterer she may not have all of the docrm enmon nece my in herpossemom In these instances, requirements for docwnentation should befhwbk, and if necessary a woman Is own testimony should be counted as proof of quarters worked by herse y'or her spouse. • The lrolence Against Women Act allows battered women who are married to a U. S citizen or legal resident to apply far residency without the cooperation of her husband A provision within the new immigradgn law allows women who have g9fted,fivr permaisent residency wider the Violence Against Women Act. who no longer live with their batterers, and who can demonstrate a "substantial connection"between the need for benefits and domestic violence to be eligible for welfare assistance.DSS workers should be sensitive to the fact that it may be d ffScult for a woman to leave her barterer before receiving tory financial assistance. Therefore, implementation of these requirements should allow women some flexibility in meeting these requirements. • Family Yolenee Option waivers may also be used to help immigrant women receive welfare aid - Because a woman who has left her barterer may not possess the documents need to prove her immigration status, all women should be given benefits during the time it takes to establish proof of their eligibility.In cases where battered immigrant women are unable to receive exemptions, DSS workers should be able to make appropriate referrals to domestic violence services along with services which will help them apply for residency under the Violencae A,anst Women Act, and apply for citizenship. Services should be av dlable to women in their first fang es, and DSS protocols and staff trainings should address issues around respect for cultural dfferences NOW=: Under welfare reform laws,when an immigrant applies for assistance,her sponsor's income and resources shall,be deemed available to the immigrant for her first three years in the United States. For many immigrant women who are victims of domestic violence,their sponsor may also be their batterer. When this is the situation, a woman may find herself economically trapped in an abusive relationaSp because she is ineligible for welfare assistance. 3ecommendation: 10 The Family rzolence Option should be used to waive the deeming requirements in si&u ons where a woman's qwn 'is also her batterer Problem: Welfare reform makes all undocumented immigrants ineligible for any form of aid.DSS workers are required to report all'undocumeated immigrants to the INS.Undocumented women who are victims of domestic'Violence will be adversely affected by these meascurs and win be unable to receive any kind of support or assistance if they choose to leave their batteret Recommendations: AA women should be informed that if they are wWocumenmA they aeay be reported to the INS They should also be informed of the services that are available to them. The U. S Attorney General has designated certain services for which all women re parXess of their immn ra zion status, are eligible. These include domestic violence agencies,public heahh services,soup kitchens, crisis cowcsebng and short term sheher. DSS workers should be able to refer . undww"ented immigrants to gVropriate services 11 . TOTAL P. 11 • Attachment L • • A federation of religious communities,churches and non-profit organizations have met on the following points regarding welfare reform. Represented are: • The Contra Costa Interfaith Sponsoring Committee(CCISCO)representing 30 churches(25,000 parishioners) • The Contra Costa Interfaith Alliance representing 30 churches and ten non- profit organizations • Greater Richmond Interfaith Program representing 27 churches 1.Regarding"workfare" • insure equal pay for equal work • insure no displacement of current workers • insure no reprisals for unionization of workers • include college,adult schools,non-profit job training classes,and treatment centers for substance abuse • provide benefits to churches and non-profits who agree to be a"community service site" • provide clear instruction for matching the physical and mentally challenged with appropriate jobs 2. Ease"time constraints"as far as the Federal law allows using waivers wherever possible 3. Develop a plan within the county plan for private sector and non-profit job creation 4.Develop a funding program for job training in the private and non-profit sectors 5. Include special programs to meet the needs of those who are illiterate and/or non-English speaking 6. Include plans for quality childcare and low cost and safe transportation 7.Monitor the utility companies to enforce the laws obliging them to work out minimum or non-payment plans for low-income users. 8. Include pre-natal care for non-qualified immigrant mothers 9. Develop a plan to accurately track the positive and negative success rate of those who are removed from public benefits 10. Meet with other East Bay counties,especially Alameda,to work toward a consistent plan 11. Increase services to lowincome families who have members involved in the justice system 12. Include a comprehensive plan to improve food security 13. Take active steps to enforce and increase low income housing 14. Fund more 24 hour hot lines for those whose benefits are cut and train the operators 15. Meet with us for further discussion on these issues before the plan is finalized To:Christina Linville Nov.24, 109'7 From:Carolyn Krantz RE: Meeting tc+morrow morning In the meeting with the churches today a few suggestions were trade abow the agenda for tamacrow. Mow are the suggestions with appropriate time restraints so we can get thrauglh all the points. The group wanted w set it up in diak n fashion so that we could get through it. Most of us have not fwd copies of the document mihble in libraries,so we may need another meeting to be more thorough in the Plan's deveiopmcnt. Interfaith Coalidw&tad Canty Meeft Ageada-New.ZS,1947 Introductions and credential-Carolyn Krantz-S min. Specific Concerns:ten nhimAes shack 1.Job Devslafpmeet Sue Ranko "idart*parto"ipa its 11W Privatesector„ 'identify local labor market needs" identify jobs which pay a living wage Cahuhty Response 2,Jeb Traieiag-Sr. Stdla Goodpasture collaboration,with publiclprivate agencies„ .1VM-emPlaytheht community service plan" County Response I Quality Ci:ildeast-Many McCarthy County Response 4.Safe orad Albs ble Trawports4iott-Ethel Dot= County Response 5.ARordabk and TnuaWdoad Haasisg-Sharon Bexnhus County Response 6.Rent sed Utility Vamehaua-Eacct Dotson County Response 7.Food Secowlty-Sr.Stella Goodpashue County Responw L Acem to Health Servka-Sr.Stdta GoodPastw'e Comity Response 9. Eligibility,esemplioas and trecltiag-Carolyn Krantz County Response Should we meet apin?Discussion of fsdure interaction between County Social Services and the Interfaith Coalitions-5 min. DEE-01-97 MON 07:02 PM ELC-LAS SF FAX NO. 415 864 8199 P. 02/17 9� December 1, 1997 _ JOINT RESPONSE OF CONTRA COSTA LEGAL SERVICES FOUNDATION AND THE EWWYME T LAW OTTER TO nM CONTRA COSTA COUNTY DEPARTMENT OF SOCIAL SERVICES DRAFT COUNTY(:a WOItt;IKs PIAN Nam*mor case of inoorpo=thw these oom Mts, our=q mtses fallow the ardear of the cmty plan. Following those reaputscs are additional comments; these comments are no less imporMnt, mW am listed In a separate grouping Solely because they do not directly apply to specific section listed, or are cove=ftt apply to the pbA as a whole. PLAN RESPONSES L QMWKS 1mkMMtafW QWecd (p• 3) Add as am objective brat the catmty will actively work toward assuring that all CatWOItS.S compotrema prw d&equal and meaningful access to all puticWts, by requiring eanensive Wing of all=mty employees and ssibooatracWrs and rigorously enforcing autl-mscximinapaa and ADA provisions and other employment rights. ft ft Emplorn eat Law Center's maU.ing entitled "Assuring Compliance with CalWO1tK.S Bmploymeat Rdated Provisions.' 2. ogee Servings(p. 8) The county plan *wWd provide WTW components and/or ancillary servim that include natumlindon ash for nw-dozens as part of any refugee employment gvices grog=. 3. &ado R liy=-MaNl (p. 18) We bwe a concern about using the Medi-Cal pmg mm as the method by which the o=Uy will pmvide employment reft ion services. This wig only be effective to the deg m that the fimfly oonftues to receive Medi-Cal. The potential exists that fades may not receive Medi- X(for maniple if the family receives health care coverage through the employer or as chdlspo W support), No therefore lose their a nity to am=the maws employment retention services. RecovrmaWdon: That the county specify a plan far pmviding enrpWyuent retetrtton services to fades not on Medi-Cal, by dedpasing an "Fanpdoyrnent Raten win Servi=" a WL The famihw than can fvny access DEC-01-97 moN 07:02 PM ELC-LAS SF FAX.NO. 415 864 6199P. 03/17 Contra Cost&CAIWORKs Comments Fuge 2 services without regard to receipt of Medi-Cal. Internally, the county can _ divide the staff into Medi-Cal and non-Medi-C9 staff. 4. Qnr,SWR Cm a Centers (p. 11). The minty "Cine Stop"Centex kadons list two c eam for cavum d and none for Marduez or Hereules. Rem mundadon:The county needs to have a one-atop center is Martinez and Hercules. It should add these miter if possr'ble; if this necessitates a redaction in other locations, Cavnrd should be reduced to one. Additionally, the county needs to assure that transpmlatlon to these centers musts(as with all CaIWORKS components:) ,Qa TnaWmtation com =ts- All eeatters should be culturally and linguisticaUy accessible to participants. 5. Weil r�to WbA Agftties (p. 17) The county should include in "other services:" 1)SIPS leading to employment; 2) time is which an adult participant is in counscling needed to enable the adult to participate in CalWOM or employment; 3)the time a hrnnelesa adult recipient needs to obtain suitable housing(i.e. for bomeless families and families living in sub tandard housing, when sack housing affects ) the fly's ability to suoeessfuliy participate in'WT W/employment activi k s). 6. 7he Model as a.'w-g wg R aadgc" (p. 18 The county should include recipients and local welfare advocabn on its Personnel and Operational tack gmups. This will mcxt, on a more manageable Ieve1, the county's obligation to receive public input Into the development of its pIsu. Addition4y, we mcommend that the Staff Development Task home include members who specialize in emplayment training/placement services and disc&ty*Wrements(such as identifying and assisting recipients with physical and mental disabilities}, The Operational Task Gr*up should continue to meet, after tke development of the operationd plan, to review the progress of the county's program, and to maker dations for improving the pmg=. The Task Force fundings should be made available to the public. 7. F4M]1t1 t Phase-in (p. 18) Tire county does not set forth the crixcrialin==by which it will phase in the emollment of recipients into CalWORKs. As the 24-month -elwk" far a recipient's welfare-to-work(-WT W-)services begins to rum fivm the - . signing of a W'I'W plan, after which the redpient will meet his/ha hours by community*arvic:work, it is.i mpormm to maximize the ability of recipients �1 DEC-01-97 MON 07:03 PM ELC-LAS SF FAX NO. 415 864 8199 P, 04/17 Contra costa CaIWORKs comments Page.3 to attend ed=doag wtd training grogwns. The fiming of awd1mco thus is VW. Recommendation: The county should set priorities for fit, starting with voluntev. The county should pfavide aII W!'W services to Wrested redpients, induftg everyone in a SIP, but W have those zVOOmts sign the WTW plea uatil the end of 1998. Recipients who wish to maximi=their education and/or tzatning time should be etarbIW last. The county should inform recipients of the ated, of enrolling early, and tmrall recipients aeoordiiigiy. All redpienta canvndy in are program abould be enrolled in December, 1998,unless odumwise requested. 8. Orientation (p. 18) The plan should include iia its odandon,wider -work activities- the -education options. 9. k tenslve Care Maqasemenj (p. 19) A. Child WeItW Setvioos: The plait states that inve case management shall iacluda mopes to child welf ere services.- It is not clear what this mans. : The pun should cknfy what mtensiva case management services covers. Regarding ch8d welfana t efW= ( CWS-),WTW child wotfare cue management services should assist families in rowMn suss that are part of the Juveafte Court reuaificWon plan, and otherwise eoasdinatittg whh tlit~CWS worker. Unless ease services manager must refer the faan'ty to CWS wWa carrertt reporting laws, the manager dMW not k dva CWS unless the family agrees to receive dma services, and such sovices cannot be provided without the involveatieat of the CWS depatnent. Both DSS and CWS shall be bound by confidentiality laws. B. AM trod ESL: The plan steres 69 participa sltaII be assigned to AEE and BSL, awhet+e education is needed to become employed.- Under W&I 111325.22(b)(3),a pa*4=t "who bob basic literacy or mathemada sla'lls, a high school diploma or ge=W educa;fiowl development certificate, or English Wnuap education ...,shall be assigned to participate In adult basic e&watlois as,g M=Ma for removal of the Wdiv€M"z bWLj=to WWQMWI-" Xamwneirdutiom The minty must ero0 puts in All$or BSL components, am just when it is ftkely to lead 60 emplaymat, but more specifically,whenever it is aagpr+apriate and necessary" to fe=VP- DEC-01-97 MOH 07:04 PM ELC-LAS SF FAX NO. 415 884 8199 P. 05/17 Contra Costa CaIWOM Comments Page 4 i barriers to employment. The c m tp should spedfy hove it will identify . - partimpants needing ABBWL. The plan also states that ABWWL szrvices wi71 be concurrent with other work activities. ?lis is mare restrictive thea what is required by law,and may be fimW%rube ding as the individual's cirr~umstances. b* cibacrts 1vg thg right ave a WTW Nan dab MgomdJ?. icir indbkW ngj&jW W&h n Bets the,MgWjxmeWA of I WORKS. If ABU$SL compWncats are too ti w=Sliming and/or the individual WE not b=efit by the gasses being combined with other WTW activities, the educational component cannot not be combined with the other activities, absent the parflc Wt's knowing and voluntary consent, Rewnmendation: The plan must be changed to state that when appropriate, and agreed to by the participant, ABFJWL compor=ts shalt.be concurrent with other work activities. 10. 6 moth &Wsian (g. 19) The plan refers to the'18-24 month" time period for person entering } C aIWORKS after the new program is implemented. This refiTence does not meet the regdremaA that the plan set forth the criteria for the b month extension. This is required information for a county plan under Ca7WORKs. W &111454(4). lVecom na dadon: The county should list as the crtteda for extending the W rW time that any parucipant who is in compliance with WTW activities who had not obtained a*oyment m 0wieut to terminate aid"be able to continue in WTW activities for 6 months. 11. (p. 20) The county states that it is devdaping its criteria:for diversion. Re ommernduuen: Diversion should be available to assist families who have any short-term need for funds to prevent them turning to wel =. This should include tate need for rent car repair,mkxat ion fiords to move to an out- of-county job, funds to end hoandessaess, eta,as well as ftmds to find employment(saxh purchase of tools for a trade, tam sportation to look for/attend work, etc.). The diversion crheria must be made available to all applicants&TCa1WORKs prior to malting an applic9don. 12. Immunizations(p. 20) The county plan must provide for trattspartxtion fru families needing this vjpp xtlw mnioe in order to obtain the required immunizations. Thee county DEC-01-97 MON 07.05 PM ELC-LAS SF FAX NO. 415 864 8199 P, 06/17 Contra Costa CalWORSs Comments Page 5 must sel forth the=eria for exempting families frartt immuaixations based on . - medical/mIgkm grounds. 13. Scbeol Attendance(p. 20)" . The county should establish a method of verifying scimal anve directly from the school, with the parent's consent. Only if the school In to provide the verification should family's W asked to obtain it. Und.,any verificatloo plan, the county pla must set forth that the county will assist Parents who are unable to obtain saod vadfication Cincbft, but not limited to fmnilies who cannot get the ver fi afum becam of di sabfiifiea, tmnspc ctatum problems, time limitat ons rdlated to the parent's WT W&CtiV y). The aowrty should also specify in the plan that the good on provismns apply prior W sanCtions. 14. ft (p.22) The county bas not yet developed the WecTics of tads program. The county must receive public iapa on this plan c=ponent when it begins to wary on this section. In deveiop4 its plan, the cow*zbould consult with professionals who work in the Ud of substance abuse as well as rocip MU in recovery. The plan should state the spedfm of to whom, when, where and bow'tbese services will be provided. Any plan sbau A provide for linguistic and cultural apprquiaw services. Appr�gria Staffing The county plan should specify the minimum educadon Warning background of worken who WM dia9WW whetbar 8 Put 4mot has a substance abuse problem. Rec�ndadon: Only licensed QWcal Social Workers who have received specific trahbg in wort ing with persons with substance abuse problems should be allowed m diagnose substance&lose problems. Staff from the "Dual Dtag�s" proo&=5bould not be RuftrizOd to m2W dAs&Wwsis. �",onfiden ' ity . The plan should qedfically ieft bo, and require, that all c omAy workers and subcontractors ace in complUnc a with ft Caiifmnia Canfideutial Medical Information Act(Civil Code§56). The county plan should provide that only hoeensed substance abuse treatment programs,and licensed counselors, be used. y DEC-01-97 MON 07 05 PM ELC-LAS SF FAX NO. 415 864 8199 P. 07/17 Contra Costa CaIWOM Comments Page 6 sortation _ The county must assure that participants refaced to assess nmt or trmtrnent for substanve abase receive necessary transportation service$. 15. Mental Health (p. 23) The county has not yet developed the specifics of this program. The county mast receive public input on this plan comlwnent when it begins to work on this secxim In developing its plan, th ould consult pttEassionals who work in the field of bstance abase well as recipients in recovery. The plan should state the a to w , when, where and how these services will be provided. Any plan should provide for linguistic and cultural appropriate servim. no county plan should state that the county, its subcontractors and any other entity receiving TANF funds thro* the eotmty program shalt be in compliance with the Federal Mental Health systems Act.of 19g0 (42 USC §9$01). PQS_� Sscnkes(p. 24) The county does not set forth what meatal health services wW be Provided after an adult partic4nt exceeds the 60 month time limit. Rrx=vnendation: The county should include mental hearth services as Part of its services for adults"leaving" CaIWORKs, uwlading those who are tossing aid as a result of the 60 mouth time limit. T�ru,�portatian The county must assure that par=p M refected to assessment or treatulent foe methal health receive necessary ttanspoMbon services. 16. SSW(p 25) Disabled 011dren Denetalty,the plan does not make any rice to child care for disabled chi; it should do so. In particular,the plan should aference the Americans with Disabilities Act(ADA)regwr+ements(bath that the agency and its yrs not ft riminate against hunIlies with children with disabilities in'W'TW,ac ivides and that child care placenmts make reasonable aoc�ammodations in order to accept children with disabfties. The Child Care Law Center can provide the county with extensive infanooation about the ADA and child cam. The county also should specif=Uy refesenu a the pay &fferenrtials for childrea with special needs,as we11 as requiring that the child an eoardinataid feral agumcy inform participants of this, so they can better a(x=child+care. } DEC-01-97 MQN d�:Q6 PM FLC-LAS SF FAX tea 415 864 8198 P, 08/17 Contra Casts CalWORKs Comments Page 7 The county should inform parents with seemly disabled Children of the exemption for parents who:need to tate cam of incapacitated household member that intim with a reaWmes ability to pudcipxft in W7W actividm For those Wents who vduntm to paz#t*Xft is spite of+dioilitY for the exemption, the courAy should work closely witb the parents)to obtain child care that provides for the cad's special needs. Eyectin�xn�W�k�ed Care Ths county plan also►should refereace thee,availabIWy of a gay di.fferendat for weekend and evening child cue,as wail as requiring that the child care coordinatoWreferral agency jam pa nkipants of this, so they can better access child care. Referral Access(p. 26) Mw county must provide phone sites,with transportation, fcw UMUXM who need dMd care, but do not have phones. Time Units When advising parents of their nght Wgaalificativn for as exemption based on near cid or Child care, the county plan should,prw ide that the WTW wodw shall discuss with the parents the relevant time-baits (M4 month and 60 month), and the effect of the exenWdon an that d"limit. .if insuffikkat TANF fiords exist for oh ild care for 11 and 12 year olds, or Stage 2 cid care, the county should provide funds for this cam. standards for-Child Care The county playa should adopt the w adw&of quality and available duild cue set forth in the Child Care Law Cen dolt, anached. Non-and Limb dl-&P� ImMlg=class The plan should indicate how rt will wwk with pumats to assure,than child care is linguistically and calmrally app gviate. t`nmvonznt Chaiaork Ia�� The wunty should set forth criitada for provWjrtg child care when a WTw compomat or wooyment istwM be interrupted fox short periods, to gaarantee that the bmily does not lose tIWr pint ,IM 1 (p. 27) DEC-01-97 MON 07:07 PM ELO-LAS SF FAX K0. 415 864 8199 P. 09/17 Contra Costa CaIWORXs Comments Page$ The county needs to set forth the mtwa for determining whether a _ feu tily shall be in Stage 1 or Stage 2 child care, by defining what a "stable ftation" is. Because of the funding conmtradw in Stage 1, and to maximize continuity of child coWminimm problems for recipients, we recommend that no participant in a trashing program be listed as having a 'stable situalion." AddidmIly, no eanploymrsent should be c onsiderod stable BnlWuntil the zodpieut has held the position for move than six months and, in addition, is not on probatim Also, the volume of recipients withh problems receiving payments from the county for child care under tite AFDC(GAIN/ MI)program, leads us to recommend that the county should not administer the cid care program at in Stage 1-_Z(p.27-28) The county plan prwides for a centralized want list for subsidized care only for Stage 3 recipients. The county should provide, within the limits of the law, for a cenh%lized wait list for CaIWOM participants regardless of which stage child taro they are receiving. The wait times are very long, and having one list will increase the chance that when a pargcipant reaches Stage 3 that a slot will be open. (if possible, Participants who much the top of the wait list prior to entering Stage 3 should defer the slat to a Stage 3 pardcipant, but not �} Dose their "tanking" on the list.) ;y P (p. 26,- 27-28) The county y glia states,on p. 26, that families will move to Stage 2 child cage wben �vorldng frill-time and no longer receivit� aid....' `The Ca1WORKs is broader than this,as the stn Ww4 is "in Bible for aid." See ACI,97--73. Given the 60 nmth limit, f=flies may not be reoesving aid, amough eligible. 'rime in which these families receive child can assistance does not count towards the two-year limit on transmonal child care. for 11-12=olds (p. 29) We commend the county's hwlusian of cid can for children up m 12. The county should coneet fin Wote 40, however, which slates that Ca1WORKS Wim child care only through age 10. CaIWOM 4*cafically provides for child cage for chdrea aged 11 and 12: W&I¢11323.2(a)(1)(b). Additionally, CaIWOM mandates that counties coordinate with school districts on the availability of air school activities. (AB 1542 §12; Ed. Code §8481). The plan should set forth what eff m the county will asako to locate, list and develop county after reboil programs. 7 e county's operadood plan should set forth that case managers should wofk with pmts to atraAge resources for dn-khm aver 12. The county stsauid grant good cause for non- DEC-01-97 MON 07:OB PM ELCAAS SF FAX N0. 415 864 8199 P. 10/17 COMM Cosh CWWOM Comn=fs Page 9 p XWVati m if the Par=t(s)mnoR find suitable ager-ahool adalt auperYision of children over 12 who aro at risk if left without adult supervision. SMW 3 (p.29) The county plan should list priorities for child care in Stage 3, in the event tit tber+e is Insuffident funding. We reommmend ft families neading child cage to assist them in complying with a Muniftc aboWCPS plan gat first pity. ThO County pI=should provide that sdwdized ddid care slots for non-C$]WOM children shall not be eliminated in order to provide the slots f+or C alwo a fanUffies. 17. TW 'on(p 29) The plan must provide ttansportation for all required CaIWOM components, as well as assuring that all pxcipents can accew all of the county's CaIWORga unices,including,but not limited to: Substawe Abuse, . Uerttal Health, and Education compon=ts. Pecunwwndt dm: CarWOM requires cbildmn to attend school and obtain immunizations. Older cWd=not in school must psMdpaba in welfare~ to-work("W M)activities. 'The plan therefore must provide for for children,in the form of busAaART pass for in-county transpormarion, and as otherwise necessny for out-of-minty trips. Children are also required to be immunized. The county theref m must p Imide, for families needing such supportive services, Gransportaiion to obtain imnmtmzzat. s. The county must provide for a mpormtwn to One Stop Caren Corneas, and any other service which the county provides,including any W rW coxnpowxt C$IWORIt:s transportation must be accessible to perces with dissbllities. 18. Comm'y Ser+,riGg(p. 31) In developing the Community Service(-CS-)Pte,tt county should get extensive public input, particularly from roots and non-profits who will be the most impacted by this provision. The county must specify that Community Service("CS") work hours strait be limited by the minimum wage divided into the fauOy grant(with other pa=ticipati+on boars being merle up through W TW activities that will lead to employment). It also must specify that CW placements shall ooly be made whom it has been determined drat the pWxm=t will provide the participant with job sUh luting to uuub employment and will comply with anti-lisp t AVYWons. ;t W&I §11324.6. Contra Costa's opmbonal Plan sold pruvift for Wmftg wam for coinmumty service work. Oduawise, the influx of community servvae workers will depress wages,resulting in displa�t of worms. Also,it is only fair that PoWe don equal work get equal Pay. Te Pswailn fie, of course, DEC-01-97 MON 07:08 PM ELC-LAS SF FAX NO. 415 664,8199 P, 11/17 Contra Costa CaIWORKS Comments Page 10 can talre into aeeouW the community service waixes job stalls and experience. Training wages,if customary, would also be appaapriaW, If the resultant hours of pardaipa im(based upon dividing the grant by the prevailing wage) is beim' the requized n mbar of hones, the county can have the participant make up the additional:btnrrs in activities that will increase the reap cnts stints and employment opportunities,such as education, and training, as long as die petsan is not performing.employment seavices. 19. DomV_iolerice(p. 32) Tle county should follow the recon metudations sit fon in the Caiifarnia Alliance Against Domestic Violence mailing that wean to all county weld duwAors,as well as those from the County Health DepartmwL 20. jMujg2QjM off of idd (p- 38) CaIWORKs reqWM that the county set forth its pian for assisting funulies dainsidotdng off of aid, specifically including families leaving Calvi om as a reswt of time limits_ The Contra Costa Plan, however, only refers to fandhes transitioning off"due to employment." Rw mir o&Wom All post4d services must be equaIly available to ? adults losing TAN F aid due to time-limits. 21. Job Creatim(p. 40) The county should include job createn through the HUD Section 3 Pte• Cds program requires entities receiving HM funding, including MMB funding, to provide jobs for the development, operation and txtaativn of federal housing. This includes mainteaanee and repair work, as welt as construction jobs.) Also, the agency and its C. MORKs service eant=tors are not nmdoned in the job creation section. Aacwnmazdadow The agency and.its subcontractors should he listed in the state plan as committed to hiring workfare employees when openings occur. The agency should also eliminate subcontractors who demanstmto a history of =hiring woddf m par ieip (T6e.plan should provide that all such suboontrac tws are bound by confidentiality laws.) Overall, the county shah state in its plass that job creation will not merely be job refevals or operating subsidies for current employers. (Ptrovldding funds to give employers tan bnolcs and op=ftg subsidies does not create new jobs, bust.mealy displaces current employees and ddyes wages down.) Job cry must create xm jobs, whicb the employer otherwise would not have prvvi44 with a commitmecrt of tare en*oy+er to lure rmipients Who succ essbAy participate in their pzogtmna. 1 DEC-01-97 MOM 07:09 PM ELC-LAS SF FAX N0. 415 864 8199 P 12/17 Contra Costa Ca1WOM Comments pap 11 22. Haws of Parti b" (p. 42) The county draft plan opts to aerate participation hours to 26 fours at the outset. Recoe+nmadadon: Given the limited number of sem, the need to develop apoclfics of many areas of the county plan, the need for employee training, the read far trnnsportatvon and Child can, the county should not opt to exceed the minimum number of houms on an across-s-board basis. Individuals should be informed that they may exceed the minimum number of hours, and given an opportunity to volunteer for more hours, should they desire to do so for child care masons or program Component. To med dc county's concem regarding a meaningful job services =pcdcooe, the plan should state than ft hours rssqunrement will oammenve at 20 hcsw^ unless the participant is in the jobs services phase,in which cast the hours shall be 26. ADDITIONAL RESPONSES The a=ty is required to list tlo loot level grievance procedures, in addition to the state hearing nights, which will be available fbr certain WZ'W issues. W&1611327.8. Contra Costa's;plan fails to discuss its local gricvance procedure,and weds to be eo=cwd. ��pl„Qvmea� ments The county plan should provide fear a full employment assessment for those locaft jobs at the job search stage. 71"will assist partieipantg with job skills in identifying areas for future:jab se=WskM development, in order to assist thein in becoming self-sufckat and tss minimize ft likdI6Ood of a future need for aid. Lo Search The county should provide an exemption from job search(which is permissible if speed m by the participant), when the participant is in a SIP or vocaticoal braining. AdditiomMy, the county plan should s%W that job search should be mearangfvl, and the criteria, in addition to SHWvoeadonal traift, ander which a participant will not receive benefits from performing a job search, and may proceed to t/another stage of WIW activity: �Ri�hts The eamty plan should specify that it,all its contractors, and any othex o DEC-01-97 MON 07:10 PM ELC-LAS SF FAX NO. 415 864 8199 P. 13/17 Contra Costa CalWOM Comments Page 12 entity reocivlag TANF funds thmugh the carroty program are in oommpiiance with civil rights provisions, including, but not limited to: the Civil nights Act of 1964 (42 USC §2000E); the ArrbiU=ur d Banciera Act of 1%8 (42 USC 14151); the Rehabilitation Act of 1973, as amended, (29 USC 1701),• the ADA (42 USC $12101); the Cavil Rights Act of 1991 (42 USC 11981); the Federal Menial Health Systems Act of 1984 (42 USC 19501); Fan Uy and Medical Leave Act(29 USC 12641). The county additionally should require dist these same CaIWOM providers shall be providing Workers' Compen atioa, and when applicable, Uuemployment/SDI, FICA and other deductions. Tia=mty plae should state,and the caudy establish, a civil rights compliance oversight committee` This committee should include partudpants, members of the relevant communities, aril professionals. The County plan should list agencies with expertise in these programs as pa`ne`s in developing the plan. Examples are; the Pac fic Disability and Ek, Technical Assistance Center; the Bazelon Center for Mental Health Law; and the Employment law Center. Hommel `s�1' 'Ipien t The county should have a specific plaa far assisting homeless recipients, In doing so,the county ty should refer to the 1997 Contra Cost&Continuum of Care Homeless Pian. QWWBLM2W= The county should aaange with EDD to be a certifying agency for the welfare tax credit for employers. Job vlace : The county, is its operational plan, should spay standards for job placements. This would include the re *wmeaats of all appli.cable laws, snob as Health and Safiety, Worloers' CompenwtW, and anti- discriaunation laws. The plan should also require that subovntractors have all staff trained in employment laws that would govern their program sesvkas to recipients. as weu as zecipientV workers rights (such as.rreasonable as�oomatodations fvr physical and mental disabilities). Standards for job placements would also include prevailing wage and equal pay for equal work; the right of recipients to organize; that the placements WM provide actual job skills; and the opportunity for training and advmement_ igduca• : The county should mmamize reapients' ability to obtain education. To do so, Contra Costa should tate as expansive a position as possible on W W activities. Pinishing a BA program should be presumed to lead to employment. Study time and transportation to/from,aahaol and child care should be included in WTW activities. DEC-01-97 MON 07:10 PM ELC-LAS SF FAX NO. 415 864 8199 P, 14/17 Contra Costa CatWORKs Cmn=ts Page 13. jagi=Infa�rg�ad n: ZUe caruty opezatxonal Play should n quiet the agency and its subcWUWtM to maim infafmsdOn available m rh c4mts on 1) available benefits; 2) exemptions;3)strakgica to thsaximiee oducatianal oppoa riutities; d).list of employment and ounce legal rights;5)advocacy referral lists. The oounty should also list the PIC lmd]TPA service teras and available scrvi�. > t Grleraac�e Prncedare: the county.is required to have such a Procedure. It should be set out is the opwifloesal plan. S=xim Lnlg m ion Sites Uwe sues should not induce Probation as an identifiable agency W maneaitly located at the site. The lutes should be aa=u'bla for pvbation KY*ntMWU arranged is advance by a participant on p mhatian, and have a means of repordn required inf=ufion,• A pwmnmdy staffed, identifiable Probation area could act as a deterrent to adults ars probation who are complying with their WTW plan who are on probation. Nucational Enrams The county will need to provide a list of programs in the community colleges which "lead to employment" (W&I§11325.23.) &MMjsals/AssesSMMts The county plan should specify that appraisals and assessments wM be linguistically and culturally appropriate. Ddaing 'Tile county plan should state what txatnings will occur, and at what frequency these tta=gs should take place. Tra hung wM be n=W to assure that the county,its snboonts$ctoi's, and entities remvirig TANF funds through the county program are m compliance with andAbor mbu tion and employment laws. Overall ObEptons 7be county plan should set out its overarchmg obligations, such as applicant/recipient confidentiality; language access; due pracuss(notice and rights to grievance and start hearings), and that these rights apply to all CaIWOM services(such as PICIITPA). Maw The oounty pbo should state mat it wlil develop, and melte reaauy accessible to paxricipants(to everyone at Orientation and on ars on goft at DEC-01-97 MON 07:11 PM ELC-LRS SF FAX NO. 415 864 8199 P. 15/17 Contra Costa Ca1WORSs Comments Page 14 'WTW sites), a list of refwals. This It should include CSO service providers, legal advocates, disability and employment rights advocates, and othcas deemed appropriate by the county. Citizenship Pros The county plan should provide WTW oompcments w&or ancillary services that include naturalization assistance for non-citizens. This shauid W part of any xvPugee employment=vim pmWam, but also include=vioea to families which have one or more bmffy member who is not a citizen. Hsme Visi � The county plan should provide for home visits (only upon consent of •Participants), for the Pmp=of determining aon-=W ance with a WTW plan or other sanctionable WWOM requirement prior to imposing sanctions. �1 DEC-01-97 MON 07:12 PM ELO-LAS SF FAX NO. 415 864 8199 P, 16/17 CHl1,D CART: LAW CENTER 22 SECOND MEFT STN FLOOR•SAN FA. 41SCO s CAl]FOANIA 94101 7L•LUNONE 415.495.54M•FAX NUMBER 415.495.6794•t-MAIL IWOOCHIUKAREIAW.COM The "Unavailability of Gild Care" Work Exemption Language County Level Factors for Cond&ratlon Under Federal and California state law, welfare recipients must be excused from manda.tory participating in welfare to work activities when appmprLde chard daze is "tmavallablc.- When child care is "Unavailable" for a child under six years o4 Federal law prolubits states fits terrninatlag or reducing TANF assistance for single custodial parvus.' California's new welfare law implementing its TANF block gram (AB 1542 or "Ca1WORKS") allows a "good cause" exemption from participation in welfare to work activities, if child cute is not "reasonably available" for a child under 10 years old? During state weft a negotiations, CCLC submitted the following koguage to Senate staff, in order to provide the state with guldanm in defining the munavailabtlity" of child cm for purposes of -the work exemption. This language was M incorporated into static law; instead, tiffs task has been delegated to county welfare departments to create their own criteria. We are providing you with this language to provide you with some guidance in assisting your county welfare departonent in defiming this criteria at the local level. The following language complies with the ststawry exemption as required by Federal law. Vnap4aabXly of ap mphae child cane wWhin a reasonable ulistmm firm the huUvidual's home or work sate." I. Whether or not child care is a "reasonable distance" from a elk mt's home or worksite sball include, but is not limited to, a consideration of the following factors: (a) whether or not a client has an independent means of transportation, and if not, Ct) the availability of public transportation, (ii) the cost of public transportation, (iii) tho lours of public transportation operation in relationship to a client's work, Slott, or aainft schedule, and (iv) a weighing of the "reasonableness" of Me time involved in transporting anesetf from home.to ebild care to worksite, versos the actual hours of work. (b) If the client has an independent means of transportation, such as a car, or outer assistance, whether or not child care is a "reasonable distance" from a client's home or ' Personal Resgansr'bility and Work Opportunity Reconciliation Act of 1996, P.L. 104-193, § 407(e)(2)- The TANF (Temporary Assistance for Needy Fes)block grant replaced the prior AFDC (Aid to Fmilies with Dependent Children)program. All bolded and italicized text that follows is language ex*crptea from P-L. 108-193, § 407(e)(2). z As amended by AB 1542, Welfare and Institutions Code § 11320.3(f)(3). DEC-01-97 MON 07:13 PM ELC-LAS SF FAX N0. 415 864 8199 P. 17/17 _ worksite shall include, but is not limited to, a consideration of the following factors: (i) the reliability of the vehicle or other t usportabon, Cu) transportation costs, inetuding costs involved in maintaining and ensuring the reliability of the tianspottatim (iii) the commuting time from the client's home to the chAd care facility to the work site. 2. Definitions: "ARPmWate chiild cera" odder this subdivision shall include, but is not Limited to, a consideration of the following factors: (a) reliability and consistency of child care arrangements, [see subsection here regarding inclusion of legislative intent language, below], (b) avaitabilhy daring the client's hours of work, mon, or training, (c) the availability of licensed child care if the client wishes, (d)the availability of child care which addresses any special needs of the child (e) care that meets minimum health and safety guidelines, (f) cultural and/or linguistic appropriateness, and (g) developnenml and age appropriateness of the available care.. 3. . L mislative Intern lmngaM to include somewhere, something to the effect that: Given submAlated research which demonstrates the link between (1) the reliability and stability of child care arrangements, and (2) the ability of a family to move towards and mai stain long- employment and self-sufficiency, child care shall be considered "jppprg a=" and "unsuitablyif the child care arrangement results is an unreasooable»ber of inMmgxions and browns, so as to interfere, or is fiery to interfere with a client's aftndn=at work, education, or training. 4. Definitions; "Available child cam*: At a minizttum, a client stall have mo.child care options, one of which shall be au option to obtain licensed cWd care. Clienm,shall have the option to choose the type of child cane setting, Including family day care, in home, or center-based care. These provisions can.be supported pursuant to federal law that recipients of CCDBG shall have "equal aeons" to cbfld cars, as to these families who are not receiving subsidized child care. "VnaYcrWihYy or urasrtWikty of infornud child can by a rdadve or.wuler other amartgements." S. Definitiasts: "Unsuita dice" of informal armngetments and child care by relatives. Child care shall be considered "unsuitable," if: (e)the child care arrangement is so.unstable and unreliable, as.:is to likely result in a series of interruptions, or breakdown in the arrangement, (b)the provider.h ils to meet miWiman health and safety standards, (c) the child care arrangement does not address the special needs of a child with disabilities. "Unavaikt7 d ty of aFPmprtate and affordatble,formal chW earn mrangemenn.'' b. Definitions: ."Affordable chWd care": At a minimum, child care costs which result in a family co-pay exceeding 1O% of a family's income, shall not be considered "affordable:" "Affordability" of child care, shall also include a consideration of transportation and other associated costs. c.\jcglunavnit.fitt Novemba 1997 TO Christina LinviUe Welfare Reform Planning Social Service Department-510-313-1758 FROM Gwen Watson Teague of Women'Voters DATE November 30, 1947 SUBJECT Critique of Ca1WORKs County Plan Draft My compliments to you,John,and your staff for completing the rough draft of Contra Costa's CalWORKs. It is written in a_style that is easy for the lay person to fid. Some of the great innovations are. Ono-Stop Career Centers;Con6m mg to Assist Families Transitioning off aid;exploring ways to make transportation more avail", affordable,and accessible to CaIWORKs participants;and the intent to provide child care for 11-12-year-olds---even though the State only allows for child care through age 10. My concerns fall into three broad areas that seem to need more attention: Jobs With Inadequate Wales The keform emphasizes employment. What I'd like to see added to the employn=trob statements in CalWORKs documents is jobs with wages that can support a family or wages that permit a worker to be self-snfficieat To 5uWly state that WTW moves former AFDC recipients into jobs ignores the importard Chet that most entry-level jobs cannot support a famu'ty or permit a worker to be self sufoient. Low-wage jobs doom working people to a life of poverty and dooms Ca1WORKs to failure. Objective iii for 1998 CaIWORKs Implementation states,"Achieve at least 2,500 employment placements,with at least 300/0 of those resulting in exits due to employment.- I'd recommend that this phrase be added after the words ewployment plus: "of filth-time employment wfth wain adequate for S"!1 mining a family." Objective xi states,"Participate in activities that create jobs(add b=:. fall-time lobs that provide adequate wages}and promote economic development in time county. TO 39hd OSiVM N3M!J 68909ZGGTG ST.:F.7. )1;r,T/AF./TT C.atWORKs Comments from Gwen'Watson League of Women Voters Page 2 Health Care For the Worldaa Poor Those workers who do'not qualify for Medical and whose employer does not offer healthcare as a benefit are normally refused entry into an HMO ifthere are pre-a fisting conditions. The Kennedy-Cassebaum(sp. BM deeb with this Issue ouly when moving from a job that orad heahlicare to a new job. But for those workers who are entering the work force and work for firms that do pot offer medical imgura+e,and have pre-existing medical conditions,they will lose out ori this coverage. (On page 39 of the Plan it states`refemils to public health and mental health seavicesi" it isn't clear whether or not pre-existing conditions apply here). Objective ids second statement is"Specifically,work to increase access to, capacity and quality of child care and transportation services." (What about healthcare?) Affordable Housine 1 I did not find that this issue is h=dled in the CaIWORKs draft. Yet it is so essential to the stability of a family. Z0 39d8 OSIVM N3M9 68909Z60T5 ST=EZ L661i0CM 12/01/97 13;54 SHELTER, INC. - 002 UU y!E!rtv ofLxi t+aidna JDA N06 sfdr�+�AkBd r.-.#.v ��• Ir Ya Prt"wt GINOP.R MARSH Senptsn41Mt.41CM Mi Wwr,4ro0!r.��N°ard Ikiwd WV ON CONTRA OOSTA COMM S-ft"Y 10 0 C.on"d Aye..Sm 200 xem Lou LA17"rHSR Coaawd,CA 94524 X December 1, 1987 (310)827359a C.cntcrl (510)7'78-0298 Pau fnA.vly saa,K,I wAs>{rxcrox pmob bnwwmm (510)211-ftM West MAVrV u,PFy (5101805-0188 South ckwwl c„r,.°L&M (514)827-2028 Pox Morpn.Desk,ft civ i Hvad,n s L1NI7A GRAOSIN dT dT Me. Christina Unville , Welfare Reform Planning HZvRRLHILI.u19 h'gRT+4�'4 rw+..nity M"�rArlid Conte Costa County Social Service Department MAav LOU u)aAs Re: CMORKS County Plan Sy1A M4)RIIIS Dear Chdsilna, PRCCV=AL51RUM ao .t Imo&.*, bl,,W,,A,� .Enclosed are comments on the first draft of our county's wil� CaiWORKS draft. S'tBVe wv_ISWCFx As Contra Costa County prepares to implement the changes as i..p�ro,t1.�jXr!ta outlined, it is important the county also prepare to monitor the TMAMOMATLA30- Impact on homelessness in our communities, and on the j-1 Individual homeless people. MIA UURRON ram�.wy Under Section VI, Chili Care and Transportation Services, PIIANCkC9 GM'Ns Increased transportation services are outlined, but does not Di.nfw Pin7hta Prex#N, address that no sanctions appy which require travel to and m,q,,, Iu-in from place of employment or activity more than two hours IRWO INGRAM round trip (AB 1542, Sanction/conclGation process:) Will child <M cane be in the area local to the VV1W participant or will child CO-On Ow, � ,, care be outside the area and how does the individual allocate THOMAS YDCH this with travel time to and from work? " Trr e �poe�atrA�r„M„ Under Section Vill, Community Service Plan, it states that need R.*U.r:!LAKs GG/4iw/wwr for CS will increase over time:unmet need could be met 103Qi1�,tu)rll through CS activities. What will happen to Individuals who fall i�RI" into this Category at the beginning of 1998 while the county NMNcollaborative Is discussing these issues and how to address ArK cs"r.1lRat them? NANCY PotA aA $rrVx ItOw I It appears that there is mention of data collection efforts to be LLS LY94 % ice undertaken which address the impact of CaiWORKs on mf lDUN homelessness under Section X (Performance Outcomes to � �►-�� most Locally Established Objectives). Under CaIWORKs, MUL S uo"ta Contra Costas County will be required to track the areas 100E outlined below. DONNA SOVLA Oty�rYNvr rfdrid$rv+rsr (cart Clnr cool«r+t7 Cwf B.W Mr l r PUIVDLO 1N DAILY BY A edartxA Co6TA 4wvbrry DzVELAWM w rd'oCK GRANT 12i01�9? 13:55 SHELTER, INC. 003 Velfilre taWork s,ocess- including rate of movement Into employment, earnings of CalWORKs participants and those who have left the program, and job retention rates *Child SuD or payment andl;QJlegtjan rates *Child mmllmbjaing - including foster care entries, at-risk births, school achievement, child poverty, and child abuse reports *Demand for GA `,SjfRpQrt service supply. as and. and utiliz tion by CAIWORKS recipients 'dumber pj lderttified famil'eg affected by dmestl via encs %aclilly_-identitie utoomes - In addition to the above, which may reflect goals for CalWORKs implementation or possible negative outcomes the community wishes to monitor. These outcomes shall be identified within our county plan, along with the data the county intends to collect to monitor these outcomes and the method of data collection. Not being familiar with the Social Service IM/GAIN Redesign, 1 am not sure the above required items arelwlil be covered as it is not that clear. The draft provided by you is large, complex, and l am sure can be overwhelming, even to those of you who etre involved in the re-structuring process considering the time frame involved. 1 Wish 1 had the luxury of more time to review this draft and give it the attentilori is justly deserves. But given the deadUne for comment/suggestions, it Just Isn't there. Sincerely, Rob Draim Community Outreach Coordinator SecretarylTreasurer Association of Homeless and Housing Service Providers • Attachment M • • k ka � _ � � $ fk 15 s % 0 . a � 3 \ Si '% - \ c $ f \2 T C- 3 0kk0- o W tee \ 3 $ S t 0 .00 2 « c ° o0-ƒ � c � k % ) Ooff \ _ .00 V L % � " � C),. C4 ° $ $ ± seta � oma « � � ■ % \ %a 0 f CD r . kkk0 \270 % 6a2 f66c . \ P ' ° % k § f La ? kit E® © may % k £ at ° o � _ o Sf - » � mo m Q ta r• cn tN O m r C7 p � r B.rL N m o ? O WN me : 0...� iD m .+ t1D " 7 O� ' R o" 5 03 m • 4 O•� t7 r -� T � w y O d d d " �. -� � •+ � W O� N y d D �",,. W �,t v N •p � p n 3 OR " Nm y d —► a ZM N p W m � o. Q. .+ n •O� m r t� C1 ~'2 v c d O• o " N ~ m ° N 3• n ty m v •-+ 0 B o m' �':• tS1 " dl 0 " � A o T 7 DO11 G, 0,0 ♦ " OLO O (p m 7 m v o m 0 3 m w La N 1 m m N m m OTHER CONTRA COSTA AGENCIES FUNDED TO SERVE Ca1WORKs PARTICIPANTS r Agency Amount Funding Timeframe Community Colleges $1, 588,484 1997-8 State Fiscal.Year Adult Education and Regional Occupational $ 762,260 1997-8 State Fiscal Year Centers/Programs Federal Welfare-to-Work Funds': 1998-9 Federal Fiscal Year Contra Costa Service Delivery Area $1,137,9342 City of Richmond Service Delivery Area 798,821 'Federal Balanced Budget Act of 1997 2Does not include state matching funds; amounts could be somewhat different ($1,315,243 for . Contra Costa SDA, 716,347 for Richmond SDA) if an alternate criteria is used. California Department of Education Specialized Programs Branch Regional Occupational Centers and Programs g P g & Adult Education Funding Funding Formula Requirements Sources: The 1997-98 State Budget Act,AB 1578 and AB 1542 1. Funding is Average Daily Attendance (ADA)based and shall be distributed at each agency's base revenue limit. 2. Funding distribution must be related to the Instruction and Job Training Plan (IJTP) to be developed in each county. Participants include County Superintendent of Schools, school districts with Adult Education programs,Community Colleges, and other job training providers including Regional Occupational Centers and Programs (ROCP). County plans shall be approved by the County Welfare Director. 3. Funding is derived from two sources: (a) $25 million (from Proposition 98 [1995-96 settlement]) The$25 million is one-time money that will be expended over the 1997-98 Fiscal Year. The Legislative Analyst's Office indicates that although this is one-time funding for 1997-98, it is the intent of the Legislature that this funding will be built into future State Budgets.) (b) $17 million Temporary Aide to Needy Families (TANF) funds'(formerly Greater Avenues to Independence (GAIN)ADA. The $17 million is an annual allocation composed of$8.5 million in federal TANF funding and $8.5 million in state match. 4. Funding must support education and training services which assist eligible Ca1WORKs family members become employed, reach self-sufficiency, and reduce dependency on public assistance. 5. Funding may be spent on ROCP or Adult Education programs and services. 6. The$25 million is restricted to providing programs and services which are "not generally available to persons which are not members of an eligible family." 7. The Superintendent of Public Instruction will develop the method for determining the maintenance of effort relative to the number of individuals served during 1997-98 Fiscal Year in Adult Education programs. 8. Funding is made available to ROCP and Adult Education providers when the existing ADA CAP is reached, and all JTPA 8%-50% funding is encumbered within the respective county. Calworks Funding Formula by, County Allocations COUNTY CO. Co.% of Total AFDC Co. Percent Co. Funding Ad'Co. Fund NAME CODE St Adt Po Nov-96 of State AFDC of State AFDC of State AFDC I NOTE - ALAMEDA 1 1 4.30% 31,026 4.00% $ 1,700,592 $ 1,686,146 $ 650,000'13a a endes below$50,000 ALPINE ' 2� 0.00% 33 0.00% S 1,809 $ 50,000 $ 289,187 Ori !nal Allocation of the 13 AMADOR 3:' 0.10% 361 0.05% $ 19,787 $ 50,000 $ 360,813 jArnount to be adjusted BUTTE 4. 0.61% 7,317 0.94% $ 401,058 S 397,651 CALAVERAS 5 0.11% 825 0.11% $ 45,220 $ 50,000 0.68%1%of State AFDC of the 13 COLUSA 6 0.05% 318 0.04% $ 17,430 $ 50,000 $ 42,114,187 1Adjusted amount to be proratec CONTRACOSTA 7 2.70% 14,026 1.81% $ 768,791 $ 762,260 DEL NORTE 8 0.08% 1,185 0.15% $ 64,952 $ 64,400 i ELDORADO 9 0.42% .1,994 0.26% S 109,295 $ 108,366 FRESNO 10, 2.24% 30,804 3.98% $ 1,688,424 $ 1,674,081 GLEIJJ 11 0.08% 712 0.09% $ 39,026 $ 50,000 HUMBOLDT 12: 0.40% 3,770 0.49% $ 206,641 $ 204,885 IMPERIAL 13" 0.37% 7,290 0.94% S 399,578 $ 396,184 IM'O 14 0.06% 420 0.05% S 23,021 S 50,000 KERN 15 1.83% 21,461 -2.77% "S 1,176,317 $ 1,166.324 KINGS 16 0.34% 3,452 0.45% S 189,210 $ 187,603 LAKE 17 0.17% .2,369 0.31% S 129,849 $ 128,746 LASSEN 18 0.09% 872 0.11% $ 47,796 $ 50.000 LOS_ANGELES 19 29.78% 250,026 32.26% $ 13,704,382 $13,587,967 MADERA 20 0.30% 3,378 185,154 S 183,582 2 . 0.77% 1,310 1�791 $ MARIN . 71,803 $ 71,194 MARIPOSA 22 0.05% 392 0.05%1 $ 21,486 $ 50,000 ' MENDOCINO 23 0.27% 2,597 0.34°/ S 142,346 $ 141,137 t 24 0.60%1 10.298 1.33%, $ 564,452 $ 559,657 MODOC 25 0.03% 397 0.05%1 S 21,760 $ 50,000 - - MOt10 26. 0.03% 88 0.01%1 $ 4,823 $ 50,000 : ! _MJPfTEREY 27 1.20%16,467 0.83%1 S 354,468 S 351,457 NAPA 28 0.37%1 1,202 0.16% $ 65,884 $ 65,324 NEVADA 29 0.26%1 953 0.12%1 S 52,236 S 51,792 DRANCf 30 8.1o%1 34,568 4.46%1 S 1,894,735 $ 1,878,640 _ PLACER 31 _ 0.58% 2,612 0.34% $ 143,168 $ 141,952 PLUMAS 32 0.07% 408 0.05% $ 22,363 $ 50,000 RNERSIDE 33 3.93°'. 31,370 4,05% $ 1,719,447 S 1,704,841 " SACRAMENTO 34 3.50%1 46,592 6.01% S 2,553,793 $ 2,532.099 SAN BENITO 35 0.12% 953 0.12% S 52,236 $ 51,792 SANBERNARDINC 36 4.77%i 55.397 7.15% S 3,036,411 $ 3,010,617 SAN DIEGO_ 37 8.39%I NFR56,266 7.26% S 3,084,042 $ 3,057,844 SAFWCISCO 38 2.43% 10,869 1.40% S 595,750 S 590,689 SAN JOAQUIN 39 1.62% 19,3582.50% $ 1,061,047 $ 1,052,034 SAN LUIS OBISPO 40 0.73% 3.212 O.d1% S 176,056 S .174,560 SANMATEO 4 1: 2.18%1 3,834 1 O.49%1 S 210,149 $ 208.363 1 SANTABARBARA 42 1.24°x, 5,726 0.74% $ 313,853 $ 311,1861 SANTACLARA 43' 5.03% 23.887 3.08% $ 1,309,290 $ 1,298,168 SANTA CRUZ 44- 0.77% 3.253 0.42% S 178,303 $ 176.788 SHASTA 45" 0.49% - 6,236 0.80% S 341,807 $ 338,903 SERRA 46 0.01% 55 0.01% $ 3,015 S 50.000 SLSK(YOU 47' 0.15% 1,645 0.21% $ 90,165 $ 89.400 I SOLANO 48 1.14% 8,042 1.04% $ 440,797 S 437,052 SONOnAA 49 1.30% 5,548 0.72% $ 304,096 $ 301,513 I STANISLAUS 50 - 1.25% 13,723 1.77% $ 752,183 S 745,793 I - SUTTER 51; 0.22% 1,649 0.21% $ 90,385 $ 89,617 TEHAMA 52, 0.17% 1,744 0.23% $ 95,592 $ 94,7801 TRINITY 53 0.04% 395 0.05% $ 21,651 $ 50,0001, TULARE 1 54: 1.05% 15,449 1.99% $ 846,788 $ 839,595 TUOLUMNE 55 0.16% 1,173 0.15% $ 64,294 $ 63,748 1 VENTURA 56. 2.25% 8,566 1.11% $ 469,518 $ 465,530 YM- O 57"' 0.47% 4,152 0.54% S 227,579 $ 225,645 1 YU6A " 58' 0.20% 2,699 0.37% $ 158,899 $ 157,550 1 Totals 100.00% 774.924 1 100.00% $ 42,475,000 S 42,477,457 1 n stiles 9118197 1 Application for CalWORKs Funding Application Due: November 14, 1997 t California Community Colleges CalWORKs Unit 1107 9th Street Sacramento, CA 95814 Appendix A California Community Colleges • Welfare Reform Funding For CaIWORKs Recipients 1997-98 Fiscal Year Total Coordination, Additional 1995-96 Welfare Job Devlmnt, " Child Care, AFDC Reform &Curriculum Work Child Work Study, ISTRICT Headcount Allocation Development Study Care - ot-tr♦st tion , LLAN HANCOCK 1,418 $ 659,388 $ 158,253 $ 184,629 $ 151,659 $ 164,847 NTELOPE VALLEY 1,759 .817,958 196,310 . 229,028 188,130 204,490 ARSTOW '.329 152,989 36,717 42,837 35,187 38,248 UTTE 1,848 859,344 206,243 240,616 197,649 214,836 ABRILLO 857 398,516 95,644 111,584 91,659 99,629 ERRITOS 2,002 930,956 223,429 260,668 214,120 232,739 HABOT LAS POSITAS 1,229 571,501 137,160 160,020 131,445 142,876 ohabot College 1,057 Les Positas College 172 HAFFEY 1,693 787,267 188,944 220,435 181,071 196,817 ITRUS 1,223 568,711 136,491 159,239 130,804 142,177 OAST 2,752 1,279,715 307,132 358,320 294,334 319,929 , oasfne College 798 3olden West College 957 grange Coast College 997 OMPTON 1,662 772,851 185,484 216,398 177,756 193,213 ONTRA COSTA 3,416 1,588,484 381,236 444,776 365,351 397,121 UM Costa College 1,419 t�i 4)o Valley College 744 Los Medanos College 1,253 ESERT 1,077 500,819 120,197 140,229 115,188 125,205 ;.CAMINO 2,006 932,816 223,876 261,188 214,548 233,204 FATHER RIVER 147 100,000 24,000 28,000 23,000 25,000 JOTHILL-DEANZA 1,610 748,671 179,681 209,628 172,194 187,168 3eAnze College 1,218 ' =oothill College 392 4EMONT-NEWARK 369 171,590 41,182 48,045 39,466 42,897 Ohlone College AVILAN JT 426 198,095 47,543 55,467 45,562 49,523 LENDALE 1,535 713,795 171,311 199,863 164,173 178,448 ROSSMONT-CUYAMACA 2,188 1,017,448 244,188 284,885 234,013 254,362 ,uyamace College 560 aarossmont college 1,628 - ARTNELL 778 361,780 86,827 101,298 83,209 90,446 4PERIAL 1,617 751,926 180,462 210,539 172,943 187,982 ERN 2,850 1,325,287 318,069 371,080 304,816 331,322 3akersf ld College 1,W2 :etre Coso College 647 %rterw7le College 621 WE TAHOE 264 122,763 29,463 34,374 28,235 30,691 kSSEN 600 279,008 66,962 78,122 64,172 69,752 DNG BEACH 3,104 11,443,00 346,416 404,152 . '331,982 360,850 DS ANGELES 14.521 6,752,449 1,620,586 1,890,691 1,553,066 1,688,106 r ".Los Angeles 2,221 .jngales.Cdy. Z775 Los Angeles Harbor 848 Los Angeles Mission 693 Los Angeles PWw 764 -15- Total Coordination, Additional 1995-96 Welfare Job Devlmnt,. Child Care AFDC Reform 8 Curriculum. Work Child Work Study, 1STRICT Headcount Allocation Development Study Care or Instruction Teles Southwest 2,038 _t 2s Angeles Trade-Tech 2,361 Los Angeles Valley 1,685, West Los Angeles 1,136 OS RIOS 6,852 $3,186,268 $ 764,704 $ 892,155 $ 732,842 :: 3 796,W- American River College 2,461 Consumnes River College 1,561 Sacramento City College Z830 IARIN 671 312,024 74,886 87,367 . 71,766 78,005 ENDOCINO-LAKE 620 288,308 69,194 80,726 66,311 72,077- ERCED 2,502 1,163,462 279,231 325,769 267,596 290,866 LIRA COSTA 918 426,882 102,452 119,527 98,183 106,720 :ONTEREY PENINSULA 472 219,486 52,677 61,456 50,482 54,871 T. SAN ANTONIO 2,051 953,741 228,898 267,047 219,360 238,436 T. SAN JACINTO 797 370,615 88,948 10"3,772 85,241 92,654 APA 545 253,432 60,824 70,961 58,289 63,358 ORTH ORANGE 1,849 859,809 206,354 240,747 197,756 214,952 ..press College 922 =uilerton College 927 ALO VERDE 215 100,000 24,0001 28,000 23,000 25,000 ALOMAR 1,426663,108 159,146 185,670 152,515 165,777 ASADENA 2,310 1,074,180 257,803 300,770 247,061 268,546 RAL.TA 4,873 2,266,007 543,842 634,482 521,182 566,501 lege of Alameda 1,021 zany College Z254 N College 1,285 . �. /lege 313 AN HO SANTIAGO 4,013 1,866,096 447,863 522,507 . 429,202 466,524 EDWOODS 1,012 470,593 112,942 131,766 108,236 117,649 10 HONDO 1,363 633,812 152,115 177,467 145,777 158,453 IVERSIDE 2,246 1,044,419 250,661 292,437 240,216 261,105 AN BERNARDINO 3,204 1,489,901 357,576 417,172 3429677 372,476 :�raRon Hill College 499 San Semardino Valley College 2,705 AN DIEGO 11,040 5,133,741 1,232,098 1,437,447 1,180,760 1,283,436 San Diego City College 8,977 San Diego Mesa College 1,522 an Diego Miramar College 549 AN FRANCISCO 4,078 1,896,322 455,117 530,970 436,154 474,081 AN JOAQUIN 2,874 1,336,447 320,747 374,205 307,383 334,112 AN JOSE-EVERGREEN 2,354 1,094,640 262,714 306,499 251,767 273,660 Evergreen Valley College 1,159 San Jose City College 1,195 AN LUIS OBISPO 454 211,116 50,668 59,112 48,557 52,779 questa College AN MATEO 924 429,672 103,121 120,308 98,825 107,418 Prada College 244 ZoDege of San Mateo 338 SWav College 342 ANTp BARBARA 792 368,290 88,390 103,121 84,707 92,072 ANTA CLARITA 230 106,953 25,669 29,947 24,599 26,738 . VMONICA 1,234 573,826 137,718 160,671 131,980 143,457 E7EIAS 1,537 714,725 171,534 200,123 164,387 178,68'i`�J HASTA-TEHEMA TRINITY 1,752 814,702 195,528 228,117 187,381 203,676 IERRA 824 383,171 91,961 107,288 88,129 95,793 ISKIYOU JOINT 466 216,696 52,007 60,675 49,840 54,174 -16- Total Coordination, Additional 1995=96 Welfare ` Job Devlmnt, Child Care AFDC Reform &Curriculum Work Child Work Study, ISTRICT Headcount Allocation Development Study Care or Instruction :�':�O COUNTY 965 448,737 107,697 125,646 103,210 112,184 _ ONOMA 1,622 754,251 181,020 211,190 173,478 188,563 .Santa Rosa Junior College DUT'H ORANGE 765 355,735 85,376 99,606 811819 88,934 *%4r)# Valley College 310 Saddleback'College 455 . OUTHWESTERN 1,584 736,580 176,779 206,242 169,413 184,146 TATE CENTER 4,403 2,047,451 491,388 573,286 470,914 511,863 Fresno City College 3,434 Kings River College 969 ENTURA COUNTY 1,600 744,020 178,565 208,326 171,125 186,004 Moorpark College 257 Oxnard College 676 Ventura College 667 ICTOR VALLEY 1,968 915,145 219,635 256,241 210,483 228,786 TEST HILLS 491 228,321 54,797 63,930 52,514 57,080 LEST KERN 249 115,788 27;789 32,421 26,631 28,947 raft College LEST VALLEY-MISSION 1,060 492,914 118,299 138,016 113,370 123,229 Mission College 515 West Valley College 545 DSEMITE 2,929 1,362,023 326,886 381,366 313,265 340,506 :olumbla College 261 Modesto Junior College Z668 URA 2,299 1,069,064 256,575 299,338 245,885 267,266 TATE TOTAL $65,000,000 $15,600,000 $18,200,000 $14,950,000 $16,250,000 ote: ach district's allocation is equal to the greater of$100.000 or approximately$465.01.for each AFDC welfare recipient enrolled the district in 1995-96. 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O p c� +,^ �N Com`, cN p O 04 ° 43 pp C�` („� � -� LC C-4 ++ t p o y b d- U � Nr'' UEt00NNa � C,4 C �cvtn M¢` ( Om + knCA U M cf) teNN c a N C13v Z, rcd U ,� �4 �'M � � % C) ° �� t,,y � �✓ wp., w U � w ,.� C-A 01) U ►� � �,�' a W X UU 00 %0) P-4 QW u C ol a ' O oQ rA p a oa .d i o V v M 00 O �O cn it cn ow A U cn 4-4 � o bD G) eo cd ° a� t�U 00 117 ►'.t (� � Aa • Attachment • • SE E,_- _ [ ..0� o� CONTRA COSTA COUNTY •` - " Social Service Department John Cullen, Director SrA�C_U_ Louise Greek, Employment Operations Section October 30, 1997 . Californiaa Department of Social Services 744 P St., MS 6-136 Sacramento, Ca. 95814 Dear Ms. Greek Attached is the initial proposal for the Contra Costa County Non-Custodial Parent Employment and Training Demonstration Project. As we discussed in our telephone conversation today,this proposal is in initial form and will be further refined as we work with you on the specifics of our ideas. Contra Costa County staff from the District Attorney Family Support Division, Private Industry Councils (City of Richmond and Contra Costa County PTCs) and Social Service Department have committed to this project as a significant element of the county's overall efforts to reduce poverty by moving families from welfare to work Please do not hesitate to contact me at (510) 313-1654 at your earliest convenience to begin further development of this proposal. Sincerely, Christina Linville, Welfare Reform Planning ADMINISTRATIVE OFFICE: 40 Douglas Drive Martinez CA 94553-4068 Voice (510) 313-1500 FAX (510) 313-1575 CONTRA COSTA COUNTY NONCUSTODIAL PARENT EMPLOYMENT AND TRAINING DEMONSTRATION PROJECT: PROPOSAL October 31, 1997 SUBMITTED BY: f 1 John B. C en Garyancey Social Service Department Coun District torney EXECUTIVE SUMMARY (to follow) Mission Statement Contra Costa County intends, through a collaborative partnership among public and private agencies, to establish the Non-Custodial Parent Employment and Training Demonstration Project. .This project is designed to increase the amount/frequency of child support payments, to, improve the quality of the relationships among custodial parents, non-custodial parents and their children, and to decrease costs related to poverty and family instability by offering a range of pre- and post-employment services to non-custodial parents of children receiving Ca1WORKs benefits and a range of counseling and training services to families participating in the program. Project Goals and Objectives ***Note: Specific numbers of persons we intend to place in employment, specific increased dollar amounts of child support paid and specific measures of success of parenting training will be developed.*** 1. Increase the amount of child support payments made by the project participants by_% per month. 2. Increase visitation with the child by the noncustodial parent, where appropriate, by % per month. 3. Measure of the indicators of child and family health and stability. Description of Major Program Elements Pre-employment services . . Employment-seeking skills training Employment search assistance f Employment placement services Employment development services On-the-job-training Post-employment Services Short-term training, concurrent with work activities Employment retention counseling Contra Costa County Non-Custodial Parent Employment and Training Demonstration Project 1 AOD 1 treatment program Participation in the county's already-existing drug/alcohol diversion services and treatment program Parenting training ,r Workshops to help parents develop and maintain quality relationships with their children Child and spousal abuse prevention training Classes to prevent and/or reduce incidents of domestic dispute/violence Case management services to the family unit, including the NCP Mediation Family dynamics e lAlcohol or Other Drug Con"Costa County Non-Custodial Parent Employment and Training Demonstration Project 20 Background A recent report completed by the DHHS Office of Child Support Enforcement provides an analysis on data characterizing the circumstances in which children are being raised. This report concludes that: • approximately 50% of all American children will live in single-parent homes at some point before they turn age 18; • a common pattern is for the noncustodial parent to become increasingly detached from the child(ren). Studies indicate that less than 25% of nonresident fathers visit their children once a week,whereas nearly one-third have not visited their children for at least twelve months. It is believed that a great many NCP's do not visit their children because they do not pay support. Many feel that, because they do not pay, they are not "entitled" to participate in the child's life; in many instances, the custodial parent ties payment of support with the right to visit, and denies visitation. For many low-income families, restricting services to only the custodial parent's family unit will not ensure self-sufficiency. In Contra Costa County, approximately 3,300 of the 14,000 AFDC cases (most of which are headed by one-parent, female heads of households) report some earnings but are still financially eligible for cash aid benefits. It is clear that many of these families will leave the welfare system only through a combination of income such as earnings and child support. Beyond the issue of economic self-sufficiency, it is believed that increasing the quality of the relationship between the NCP and his/her child(ren), as well as the relationship between the estranged parents in regard to issues of child-rearing, results-in_ economic savings in the child welfare, family court, school and other systems. In situations where the noncustodial parent has been chronically unemployed and has little or no history of paying support, the project will instill the payment of support as a top priority for that parent when he or she first becomes employed. All discussions regarding the importance of employment, self-sufficiency, and responsibility will refer to, and reinforce, the need to pay support and to participate in the lives of one's children. The project includes additional funding to enable the district attorney's staff to file contempt motions for those participants who refuse to pay support once they are employed. Since there is sometimes no pattern of payment among these individuals, in some instances it may be necessary to take extreme action to ensure cooperation and participation. Contra Costa County Non-Custodial Parent Employment and Training Demonstration Project 3 Note: It is the intention of Contra Costa County to participate in the G'hild Support Assurance Demonstration Project that will be offered in 1998 and to coordinate these two demonstration projects to serve the population that intersects in both projects. See Appendix A for county demographics. Contra Costa County Non-Custodial Parent Employment and Training Demonstration Project 4 Target Group The project will be implemented in three phases. Participants in all phases will meet the "target group" criteria outlined in the project, with one exception: Contra Costa County wishes to include those with "zero dollar"support orders who are not technically "delinquent" obligors, as no amount.was ordered due to the NCP's inability to pay. Orders will be modified in these cases as soon as the NCP has income to consider in determining the amount of the order. Phase 1: The initial target population for the first six months of program operation will be (1/1/98-6/30/98): • GA2 recipients who live in the city of Richmond who are noncustodial parents of current AFDC recipient children Phase : Will expand to include (7/1/98): • GA participants who are NCPs, county-wide • NCPs who have seasonal or other intermittent employment, county-wide • NCPs who have ct. and SLMs cases • NCPs of parents participating in the Child Support Assurance Demonstration Project, county-wide Phase 3: Will open the project to (1/1/99): • any unemployed noncustodial parent whose children are receiving Ca1WORKs grants, up to the limit that program funding will allow. Currently there are about 800 GA recipients county-wide who are absent parents of AFDC recipient children, and who have active child support files, Of these, approximately 195 have active Domestic Relations (DR)3 files. 112 of those are employable (non-disabled) and 58 of those reside in the city of Richmond. 83 of the 195 have support orders on file (including"zero dollar"orders needing modification), 37 of whom live in the city of Richmond. It is from these that the Phase 1 target group will be determined. Residents of the City of Richmond have been selected for the Phase I target population because of the caseload density (both AFDC and GA) in Richmond, and because the City of Richmond Private Industry Council wishes to participate in Phase 1 of this 2General Assistance,the County-funded program for indigents with no linkage to other support programs. 3a DR" is the designator for DA Family Support files Contra Costa County Non-Custodial Parent Employment and Training Demonstration Project 5 j program. Additionally, the Richmond GA office has space to accommodate NCP interviews with Child Support Collections staff for the project. Lastly, Contra Costa's GA program utilizes an automated system (Pegasys), which can be modified to include project information. Eligibility There are 58 noncustodial, unemployed parents that are potentially eligible for Phase I of this program. These are GA recipients who are employable; that is, they have no verifiable physical or mental disability which precludes employment,have an active DR file and reside in the city of Richmond. General Assistance in Contra Costa County is time-limited to three months out of any twelve-month period for persons who are employable. During the course of this project, the noncustodial parents who actively and cooperatively participate in the project may receive an additional three months of aid, for a total of six months out of any twelve month period. Phase II will add approximately ; Phase III will add _more up to a limit that program funding will allow. Services Pre-Employment Services An initial continuum of employment services would be provided to NCP program participants through the General Assistance program. In addition, nonexempt . CalWORKs custodial parents would be offered immediate access to Ca1WORKs Welfare-to-Work Services (WTW) program. The GA employment services include: • an in-depth assessment to determine the level of employability, and to develop case plans. Assessment includes identification of mental or physical disabilities, and identification of barriers to immediate employment,which may include AOD problems. • work experience assignments ("workfare"); • job search (both self-directed and supervised); • monthly case management appointments; • job seeking skills workshops (5 days of classroom instruction followed by intensive job search and job placement services); • job development; Contra Costa County Non-Custodial Parent Employment and Training Demonstration Project 6 E• • limited participation in vocational training programs. The NCP-ETDP4 will add on-the-job-training assignments made and subsidized by PIC for all NCPs who need these services; and would transfer the post-workshop case management, job search, job placement and job development services for project participants who are unsuccessful in finding employment to PIC. PIC will provide placement in a work experience, OJT or short-term vocational training slots as appropriate, as well as post-employment services. Post-Employment Services PIC will provide post-employment services, in the form of: • job retention counseling • training as appropriate, concurrent with work activities, to increase earnings. AOD Services Contra Costa County currently provides a substance abuse treatment program for GA recipients who have an alcohol or other drug problem. The General Assistance Alcohol and Drug Diversion Service (GAADDS) Program is a six-month, outpatient treatment program which provides substantive services. For the duration of this project, noncustodial parents will be offered services' in the GAADDS program. Additionally, CalWorks custodial parents with AOD problems will be permitted to participate in GAADDS, as well. Parenting Training Local programs, such as the Contra Costa Family Stress Center, offer parenting training in the S.T.E.P. (Systematic Training for Effective Parenting) model. There are classes for parenting in general, and specific classes for parenting adolescents. These classes will be included as a component of the program for both the noncustodial and custodial parents; they can choose to attend together or separately. 4Non-Custodial Parent Employment and Training Demonstration Project 5These services will be provided concurrent with, or subsequent to, services provided in the General Assistance program for GA participants. 'Participation is required for GA participants Contra Costa County Non-Custodial Parent Employment and Training Demonstration Project 7 Organizations such as Battered Women's Alternatives offer training in the prevention of child and spousal abuse. These classes will be included as a component of the program for both the noncustodial and noncustodial parent, particularly where there are or have been allegations of abuse by one parent or the other. Mediation Contra Costa County has a Family'Court Facilitator who will be contacted to assist in developing a mediation program for project participants with disagreements in the area of custody, visitation and other family issues. Contra Costa County Non-Custodial Parent Employment and Training Demonstration Project 8 BUDGET (See Appendix B) 1/1/98 - 6/30/98 $500,000 7/1/98- 6/30/99 $750,000 7/1/99 - 6/30/00 $1,000.000 Costs District Attorney-Related Costs See Appendix C for description of DAFS duties and responsibilities for this program Program Service Costs Assessments -- provided in-kind by SSD GA staff Job Seeking Skills Workshop -- provided in-kind by SSD GA staff Job Search, Job Placement and Job Development -- provided in-kind by PIC AOD Treatment -- for NCP, provided in-kind by SSD Parenting Training -- $ Child and Spousal Abuse Prevention Training-- $ Administrative Costs Space For co-located DAFS Collection Officer -- in-kind provided by SSD For Job-Seeking Skills Workshop -- in-kind provided by SSD/PIC Office Equipment Contra Costa County Non-Custodial Parent Employment and Training Demonstration Project 9 ,A.ncillaryxpenses Transportation for participants Child care for training participants Computer Programming and Equipment Programming: _hrs at $ /hr = $ Sun Workstation and Printer --Phase 1 = $ Case Management .Ancillary Services Project Program Manager/County Research Coordinator Contra Costa County_Non-Custodial Parent Employment and Training Demonstration Project 10 EVALUATION County Research Coordinator Name Alana Hogan, Welfare Reform Analyst Address Contra Costa County Social Service Department 40 Douglas Dr., Martinez, Ca. 94553 Telephone (510) 313-1718 Fax (510) 313-1758 Data Collection: 1. Pre and post studies to measure: • Child support payments • Visitation patterns • Number of absences from school, for school-age children • Number of contacts with police/courts for domestic reasons • Amount of earned income for custodial and non-custodial parents • Other measures as determined PROGRAM MANAGER Name Christina Linville, Welfare Reform Planning Address Contra Costa County SSD 40 Douglas Dr., Martinez, Ca. 94553 (510) 313-1654 (510) 313-1758 (fax) Co-Coordinators: DAFS: Laurie O'Donnell Richmond PIC: Upesi MTambuzi CCC PIC: Linda Chandler COOPERATIVE PARTNERS Social Service Department DA Family Support Division City of Richmond PIC Contra Costa County PIC Community-Based Organization(s) Family Court Facilitator Contra Costa County Non-Custodial Parent Employment and Training Demonstration Project 1 1 Appendix A County Demographics Cou y Dem ghicsr p Contra Costa County is located in the San Francisco Bay area, approximately 20 miles east of San Francisco. It stretches from the urban west county which includes the cities of Richmond, El Cerrito, and San Pablo; through the suburbs of central county, including Martinez, Concord, and the upper income areas .of Walnut Creek and Danville; to the farthest reaches of east county, which is a combination of new suburban developments and what remains of the county's agricultural lands. County Characteristics: The population of Contra Costa is approximately 879,000. The county's ethnic make-up is: %Asian;%African-American;_Caucasian; % Hispanic; and % other. Average income: Average housing cost: Contra Costa is served by two DTPA Service Delivery Areas (SDAs): f Contra Costa County Private Industry Council (PIC) City of Richmond PIC AFDC Population Densitv: The AFDC caseload' as of September 1, 1997: 13,558 (14,630 cases open during September) 48% reside in west county (50% of those live within the city of Richmond) 17% reside in central county 35% reside in east county Labor Market Conditions: Contra Costa County enjoys a low unemployment rate countywide; with areas of high unemployment in east and west county. Specific labor market information will be compiled in the final version of this document. Training provided for project participants will be aligned with local labor market opportunities.. 'AFDC Family Group (FG) and Unemployed Parent(U) cases i Appendix A Child Support Enforcement Caseload: Information regarding District Attorney Family Support Division activities for the month of May, 1997, is as follows: • 16,519 calls, 9,334 pieces of US mail, 3,538 items of interoffice mail and 2,654 faxes, 870 office visits; • 284 complaints, 206 orders for support/arrears/reimbursement; • Paternity established for 202 children; • 562 wage and health assignments; • 11,195 referrals from welfare, 76 non-aid applications; • Of 70,861 open cases: 29,796 are without orders; I of the 29,796, unable to physically locate 10,452 to establish the order; of the 29,796, NCP has been located in 2,471 of those cases and orders are in the process of being established; • 41,065 cases have orders: in 25,065 of these, trying to physically locate the NCP to take enforcement action; f 5,000 are paying on a regular basis. • Collection programs include SLMS, FTB and 270: f in May, handled 474 cases in which the NCP's license was intercepted for failure to.pay child support; referred 13,174 cases to the FTB for child support collection-- collections for May totalled $221,292; r PC 270 program currently has a caseload of 222 cases. Child Support Collections: Information regarding District Attorney Family Support Division collections for the month of May, 1997, is as follows: • 11,679 checks and cash payments, total May deposit: $4,101,852; • $3,752,554 distributed ($1,957,324 for welfare recoupment and $1,917,822 for non-aid families. ii Appendix A Number of Potential Participants: Phase 1: 582 Phase 2/3: Undetermined at this time Cost per Participant: To be determined Use of additional funding resources: (community funding, grants, etc.) to maximize program dollars: Social Service Department General Assistance program/ Social Service Department GAADDS programa Private Industry Council' 2The September, 1997 General Assistance caseload was 2,231. Approximately 800 of those individuals are absent parents in AFDC cases and approximately 195 have active Domestic Relations (DR) files. 112 of those are employable (non-disabled) and 58 of those reside in the city of Richmond. It is from these that the Phase 1 target group will be determined. 3Services will be funded by CCC for General Assistance participants,and by program funding for non-GA participants 'Services will be funded by federal Balanced Budget Act Welfare-to-Work funds for those eligible to such funds, and by program funding for other participants. iii dv CL 0 w � v 0 ao q U Fes► � ti •E ZLLm � W O tit � o d •� cy eo W cr- Zs Q t� ;? v C as y ba ¢ CL Vci o � Z v O Zo �ad 0 U o co H 4 ' U a 4 - w � U �? E t9 u :o b ami -IOU CL CC 0 Ix E Z m j th a Q rn +• m 4 � U o E d in U .0 .� � n o not U. a y .°�' � WN 0 � ucao VU 1= � c � � CL Z ,� W r a co o W .« d ,, «• oa � c 0 .0 cc 0 N a U r W � � o 150- !'� N Q0 -6 H U O ms's co To: Christina Linville Date: 10-27-97 ,From: Laurie O'Donnell Cc: Peggy Scelsi District Attorney Gayle Graham Family Support Glenda Weaver D.A. SERVICES FOR NON CUSTODIAL PARENT EMPLOYMENT AND TRAINING DEMONSTRATION PROJECT The DAFSD responsibilities for the implementation of this program are as follows: • A collection officer reviewing the history and court orders for child support related to the target group of NCP's • A collection officer coordinating with the employment and training groups for the purpose of collecting child support. *SLMS release should NCP volunteer for the program *Modification, of orders in accordance with CA guidelines. *Serving wage assignments *Tracking the delinquencies *Answering question to NCP's and CP's • Enforcing work program court orders that require NCP involvement. (Contempt) • Advise NCP's of their rights and responsibilities surrounding child support. As a result of DAFSD involvement in the demo project, we hope to: • Increase child support collections P.02 OCT-27-1997 1433 510 313 4221 • Educate NCP's as to rights and responsibilities • Increase the NCP's involvement in their. child(ren's) life. Based upon DAFSD traditional duties, the above expenses currently fall under the normal claiming process. Any other DAFSD duties may not be claimable and would require funding from the project. P.03 OCT-27-1997 14:33 510 30 4221 Phase 3: Unemployed NCPs of CalWORKs children countywide. Phase 2: (1) GA participants who are unemployed NCPs of CalWORKs children countywide. (2) Seasonally or intermitently employed NCPs of CalWORKs childre Nwide. Phase 1: GA participants who are unemployed NCPs of CaIWORKs children in Richmond. (3)NCPs of parents parbci- paling in the Child Support Assurance Demonstration Project, county-wide