HomeMy WebLinkAboutMINUTES - 10201998 - D2 D.2
TBE BOARD OF SUPERVISORS OF
CONTRA COSTA COUNTY, CALIFORNIA
Adopted this Order on October 20, 1998 by the following vote:
AYES: Supervisors Uilkema, Gerber, DeSaulnier, Canciamilla and Rogers
NOES: None
ABSENT: None
ABSTAIN: None
SUBJECT: ANNUAL DEPARTMENTAL PERFORMANCE
REPORT OF THE SOCIAL SERVICE DEPARTMENT
IT IS BY THE BOARD ORDERED that the report from the SocialService Director
on departmental performance is ACCEPTED.
I hereby certify that the foregoing is a true and
correct copy of an action taken and entered on
the minutes of the Board of Supervisors on the
date shown.
ATTESTED:
Phil Bat helor, Clerk of the Board
of Supe isors and County Administrator
By 4 MR cz�y""
June L. Mc uen, eputy Clerk
Contra Costa County
SOC
ial SeMce Depdrtment
John B. Cullen, Director
Report to the Board of Supervisors
October 1998
`In partnersh*
with the community,
we provide services
that support and,protect families,
individuals and
children in need,
and promote personal responsibility,
independence and
self-sufficiency.
"Ib. Board of Supervisors
FROM: John B. Cullen
RE: Department Performance Report
DATE: October 20, 1998
As predicted last year, 97--98 did challenge our ability to meet some essential service-
delivery responsibilities at the same time that we were instituting major system-wide
improvements.
Thousands of Contra Costa residents were served this past year through our Family
and Children's, Adult and Senior and Employment-Focused Services! Deliverables
ranged from providing for needs such as food, medical care and shelter, to employ-
ment preparation assistance and job placement, child and adult protection, in-home
care for disabled and frail elders and senior health and nutrition services to name
just a few.
The Department did succeed in addressing many of our initiatives and new program
goals this past year which this report will highlight. Significant progress has been
made in areas which directly strengthen families, protect children and adults in our
County, and promote community and service delivery.
97/98 did have some disappointments. We did not achieve the desired efficiencies in
our CWS/CMS implementation effort; we did not achieve the legislative changes we
sought for additional funding of Receiving Centers, we did not obtain or deliver in a
timely manner buildings, remodels and some essential equipment; and we underesti-
mated many of the CalWORR.s implementation impacts.
Both the accomplishments and the disappointments of 97198 will provide direction
as we address the challenges that our new year will bring. The following;information
is provided to the Board as a report for Annual Performance for 1997/1998 and a
glimpse of our challenges for 98199.
2
Department Overview
The Contra Costa County Social Service Department is organized into three opera-
tional bureaus: Administration, Employment and Supportive Services and Social
Services. Additionally, within the Director's office are Personnel and General
Assistance Divisions and the Public information Office. Our organizational chart is
located on the last page of this report.
The Department is charged with the responsibility for management of millions of
dollars in taxpayer resources to deliver nearly 40 Federal, State and local programs,
which provide basic financial assistance, nutritional and medical support, protective
services, self-sufficiency and employment services. We provide these services to
approximately 90,000 Centra Costa County adults, children, and families each year.
Our taxpayer-supported services are delivered through the exemplary efforts of 1,068
staff"in facilities throughout the County.
Personnel Resources
The Department has 1,068 allocated full time positions. As of September 1998, posi-
tions were deployed as follows: 128.6 to Department-wide Administration and
Personnel; 639.3 to Employment and Supportive Services Bureau, 300.85 to Social
Services Bureau.
our continued major growth area had been in line staff"and line supervisors. This
has been driven by demands for client services and new program mandates.
The follow chart summarizes the total staff by functional area from 1988 to to 1998.
Staffing Comparisons
(Permanently Filled--FTE Positions)
AS OF AS OF
1988 9/21138 Difference
Management C'l 27.00 27.00 0.00%
Administrative Support (1) 61.40 62.00 + 0.98%
Line Supervisor (3) 84.00 103.00 + 22.62%
Line Workers 703.70 876.75 + 24.59%
TOTAL 876.10 1,068.75 + 21.99%
Includes Director, Assistant Directors,Division Managers,Personnel Officer,Computer Systems Officer,Office Managers,AAA
Director,Welfare Fraud Prevention Manager and.Staff Development Manager.
�x>Includes AAA Staff Assistants,Administrative Analyst series,Personnel Analysts,Dept.PC Coordinator,Program Specialists and
Program Analysts,Staff Development Specialists,Public Information Officer,Accountants,Systems Analysts,Appeals Officers,
Executive Secretaries,Pre-Hearing Review Specialist,and farmer Data Operations Specialist.
Includes Clerical,Eligibility,Welfare Fraud,Social Work,Vocational Supervisors,Volunteer Program Coordinators.
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Affirmative Action
The Department employed a total of 1055 individuals, of whom 395 considered them-
selves to be in ethnic minority groups. There are 887 females in a Department of
1,068 employees. The chart below provides a breakdown of this representation.
Comparison of 96/97 Workforce Statistics
YEAR ENDING YEAR ENDING
GENDER 12/31/97 12/31/96
# 96 # 96
Males 1.68 15.9 162 15.9
Females 887 84.1 860 84.1
TOTAL 1,055 1,022
ETHNICffY
White 641 60.7 627 61.4
Black 214 20.3 206 20.2
Hispanic 121 11.5 115 11.3
.Asian/Pacific Islanders 73 6.9 67 6.6
American Indian/ 6 0.6 7 0.7
Alaskan Native
TOTAL (Minorities Only) 414 39.3% 395 38.6%
Sick Leave
The Department is continuing to monitor the sick leave accrual usage of our employ-
ees, which is currently down from 819 to 78%. During this past year we found that
approximately 48% of our staff used less than 759 of their accruals (average use was
40%), while 52% utilized. 75% or more of their accruals. Many of our employees
utilized well in access of 100% of their accumulated benefit; thus raring the overall
department average. This reflects normal long-term illness, family illnesses and
child birth.
4
Staff Development
The Staff'Development Division is an important resource which assists our managers
and staff"in meeting the Department's goals and objectives. Our role include internal
consulting, curriculum design, classroom training and meeting facilitation.
Through the Staff`Development Division, the Department provides direct in-house
training plus coordination of externally provided training with educational institu-
tions such as U.C. Berkeley, U.C. Davis, Fresno State, as well as collaborative efforts
with community consultants, the County's raining Institute, local EDD and PIC
offices as well as neighboring County offices.
In fiscal year, 1997--1998, we conducted over 3,800 hours of training,to more than
4,500 participants in all programs.
We provided technical program training for the Employment and Supportive Services
Bureau, as well as professional development classes and opportunities to implement
Welfare Reform. In the Child Welfare Division, we are providing new worker train-
ing, professional development opportunities, and workshops on the most recent
issues in Child Welfare.
The Department managers have worked together to produce a new supervisors' train-
ing series. The training focuses on the basic employee-personnel issues; how the
Department operates; the supervisor's role; and techniques, ideas and tools that
enable workers to become effective supervisors. This is a high energy, real life series
offered by our most experienced staff`
Financial Resources
The adjusted budget for fiscal year 1997 - 1998 for the Social Service ;Department
consists of all operating and direct costs to clients. The total budget was $219,123,273
with revenue offsets of$194,632,059 leaving a net County cost of$24,491,214. In
addition, $34,292,225 in Food Stamps were distributed and we were responsible for
managing an IHSS payroll of$24,888,302 for a total of$278,303,760 in services and
assistance.
Listed below by Budget Unit and source of funding is the Department's adjusted budget.
BUDGET UNIT 1997-1998 FED/ST ADJUSTED
ADJUSTED BUDGET REVENUE NET CO COST
Services & Admin. 97,728,789 81,394,323 16,334,436
Categorical Aids 114,194,651 113,237,736 956,915
GA 7,123,813 — 7,123,813
Indigent Interment 76,050 -- 76,050
Dept. TOTAL 219,123,273 119,632,059 24,491,214
Information 'Iechnology
Information 'Technology (IT) is used extensively to enhance the productivity and effi-
ciency of staff in support of the Department's Mission. Specific areas where IT is
deployed include Employment and Supportive Services, Social. Services and
Administrative support.
Employment and Supportive Services is supported by a number of difference IT sys-
tems. These include Welfare Case Data (WCDS), GAIN InformationSystem (GIS),
Program Efficient General Assistance System (PEGASYS) and Medi-Cal Eligibility
Data System (MEDS). These systems automate a variety of functions, including the
computing and issuance of benefits, generation of notices to clients, compilation of
workload statistics and the provision of fiscal and audit reports.
Social Services is supported by the Child Welfare Services/Case Management System
(CWS/CMS), the Emergency Shelter Care System (ESC) and the In-Home Supportive
Services payroll System.
Administrative Support relies extensively upon networked personal computers to per-
form such functions as inventory, archived records management, contract adminis-
tration, fraud prevention and administrative hearings. Office automation is also uti-
lized to perform word processing, database, scheduling and internet access tasks.
6
. Employment and Supportive
Services Bureau
"We help families
become healthy,
strong and
self-sufficient."
The Employment and Supportive Services Bureau is organized geographically with divisions
responsible for each portion of the County. Within each division are eight to twelve units, each
consisting of eight to ten Employment Specialists (Social Service Program Assistant) or Benefit
Specialists (Eligibility'Workers), a unit clerk and a supervisor, and a child care unit consisting
of five to six Child Care Specialists, two unit clerks and a supervisor. Centralized functions of
Quality Control and Special Projects are located in Martinez, as are Program.Analysts who pro-
vide policy and procedural direction.
During the corning year, the Bureau will have primary responsibility for completing
implementation of an employment focused service delivery system in accordance
with the mandates of Federal and.State Welfare Reform bills. This is a dramatic refo-
cus in the mission of what had been the Income Maintenance Bureau. The goal is to
place 8,000 CalWORKs (" ANF) recipients into work activities and then help as many
as possible move on to self-sufficiency.
The major service delivery programs operated by the Employment and Supportive Services
Bureau include:
CalWORKs Welfare to Work Services
The major components of Welfare to Work services provide education, training and
employment services to recipients to provide them with the skills necessary to
become self-supporting, thereby avoiding long-term dependency. Welfare to Work
components include orientation and appraisal, training programs, ,job club/search,
pre-employment preparation, on the job training, child care, transportation and ancil-
lary expenses for supportive services.
CalWORKs (California Work Opportunity and Responsibility to Kids)
formerly AFDC
CaIWORKs provides cash for needy families with children because of the absence,
incapacity, unemployment or death of either or both parents. State law "sets a
monthly limit on the amount of CaIWORKs money one may receive to meet living
expenses. Other income to the family is deducted from the cash grant after allowing
certain deductions. As part of the State's "Mork Pays" strategy, clients are now able to
keep more of what they earn, while receiving CalWORKs. In a typical month,
approximately 12,800 families are being served by this program
CaIWORKs Child Care Block Grant Program
This program combines the six formerly independent child care programs of GAIN,
NET, Cal-Learn, CRAP, Supplemental Child Care and Transitional Child Care into one
consolidated child care program. ;This program serves clients while they are active in
Welfare to Work activities as well as when they transition off'cash aidbut still need
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subsidized child care assistance to remain working. This program is administered
through specialized child care units in each district office whose staff work in cooper-
ation with Employment Specialists to provide child care supportive services to the
families.
Cal-Learn
Cal-Learn is a program designed to encourage and assist pregnant and parenting
teems to remain in and graduate from high school. About 540 teen parents are assist-
ed through Cal-Learn yearly.
CaIWORKs Foster Care
CaIWORKs Foster Care (CWFC) is the Federal, State and County aid provided on
behalf of thosechildren who have been placed in foster care and meet the eligibility
requirements. Approximately 2,200 children are in f ster care in Centra Costa
County and are being served by CWFC.
Medi-Cal
Medi-Cal is a group of eight major medical care programs which provide comprehen-
sive medical services to children and adults in low-income families. The program
pays for medical care received by persons who meet eligibility criteria. Single adults
and families who are eligible but whose incomes are above prescribed levels must
pay or obligate their excess income toward the cost of medical care. The Medi-Cal
program pays for the remainder of program-covered medical care received.
Transitional Medi-Cal (TMC) extends Medi-Cal coverage for up to 12 months (soon to
be 24) to help farmer CaIWORKs recipients mare the transition to self-sufficiency
and independence. Approximately 67,000 persons in our County are receiving
Medi-Cal.
Food Stamps
The Fuad Stamp program is designed to assist low-income households increase their
food purchasing power, to reduce hunger and raise nutrition levels while strengthen-
ing our agricultural economy. Federal law sets the monthly limits on the amount of
Food Stamps a household may receive. The amount of the benefit is based on the
size of the household and the household's income, after certain deductions are
allowed. The amount of the household's real and personal property must be within
limits set by the Federal Government. About 15,000 families receive ,Food'Stamps in
our County each month.
9
General Assistance
The General Assistance (GA) program determines eligibility to a cash grant program
for primarily single, unemployed adults who are not currently eligible for State- or
Federally-funded assistance programs (e.g., CalWORKS or SSI). Services are also pro-
vided which help clients prepare for self-support. Approximately, 1,500 individuals
are currently receiving General Assistance in our County.
General Assistance Employment Services
Employment services programs assist employable GA applicants and recipients in
preparing for and obtaining immediate, unsubsidized employment. GA staff provide
case management services, and supervise client participation in Workfare, Job
Search, vocational training and job seeking skills workshops. Each month approxi-
mately 400 GA clients participated in these employment programs.',
General Assistance Advocacy Services
Advocacy Services Staff assist clients applying to receive disability benefits. This
includes helping clients hill out ,applications for Social Security benefits, gathering
and producing supporting documentation and providing representation at appeals
hearings.
Customer Relationships, CalWORKs
Individuals make initial contact by phone or in person. They are given applications
to complete and return appointments for the determination of their eligibility. In
emergency situations, "Expedited Fond:Stamps" or "Immediate Need CalWORKs" can
be provided in a day or two. Applications are taken at four major district offices
located throughout the County. In addition, applications for Medi-Cal are processed
at the Country Hospital and ongoing cases are served at the North Richmond and Bay
.Point Service Integration Team (SIT) sites for residents choosing to take advantage of
them.
The Department is exploring or implementing new methods to better serve our par-
ticipants. Among these is the introduction of voice mail so participants can leave
messages for their workers, and greater computer automation to speed the process of
eligibility determination. We have developed and maintain contracts for-,nine Food
Stamp issuance sites located throughout the County and plan to eliminate the need
for the use of stamps through the use of Electronic Benefit Transfers systems. We
also maintain bath formal and informal appeal processes for those applicants or par-
ticipants who are not satisfied with decisions made in their cases.
10
Performance Indicators
Federal and State governments have established Accuracy Standards and Quality
Control processes within our major aid programs. We completed Federal fiscal year
1997 with a CaIWORKs error rate lower than that of the State average. Our Food
Stamp error rate was one of the lowest in the State and below the Federal tolerance
level. We are continuing to develop and apply corrective actions which include rein-
forcement training, additional desk guides and other measures. CaIWORKs and Food
Stamp accuracy rates are:
FFY 97 (10/96 - 9/97) CalWORKs Food Stamps
Centra Costa County 98.19% 93.02%
State 96.11% 89.04%
FFY 98 (10/97 - 9/98) CaIWORKs Food Stamps
Contra Costa County 97.94% 92.45%
State 96.38% 89.42%
Additional Accomplishments, Employment and Supportive Services
• New Federal and State welfare reform laws, a favorable economy, ';unstinting efforts
of County Employment and Supportive Services Bureau staff and an;unprecedented
era of local and regional partnerships are combining to produce encouraging out-
comes for the first months of the CaIWORKs and Welfare to Work Services programs.
i Caseload Decline: On July 1, 1997, there were 14,513 AFDC cases. On July 1,
1998, there were 12,510 CaIWORKs cases. This represents a caseload decline of 14%.
• Number of Jab Placements: In State fiscal year (SFY) 1998 which ended June 30,
1998, there were 2,344 job placements, an increase of 41% over SFY 1997 placements
(1,667) and 119% over SFY 1996 (1,067).
Percentage of cases with earnings: As of August 1998, 23.2% of all CaIWORKs
families reported. earnings. The current rate of reported earnings for -parent families
is 52%. These figures are even more impressive when measured against the caseload
decline, as participants who find jabs more easily, leave the rolls and the families
remaining need to overcome more significant employment barriers.
+ Earned Income: The earnings of our hardworking CalWORKs participants topped
$2,000,000 in August 1998. These earnings benefit the whole Centra Costa communi-
ty in the forms of taxes paid and goods and services purchased. These earnings also
buy eligibility for the Earned Income 'Tax Credit, which can increase each family's
income by up to 40%.
11
�► During the past year, Employment and Supportive Services Bureau staff have par-
ticipated in the most extensive structural and procedural changes in institutional
memory. There were 146 Eligibility Markers promoted. to Social Service Program
ist
and assigned as Employment Specialists and Child Care Specialists. GAIN
Social Work staff have been assigned as Senior Employment Specialists. .Along with
many Eligibility Work staff,, new Employment and Sr. Employment staff"have
changed programs, units and assignments. Extensive initial training has been con-
ducted.
• Specialized Child Gare Units have been developed to provide participants with
child care assistance in each of the four district offices. These child care units have
successfully transitioned over 1,000 participants from the six former childcare units
in the CalWORKs child care block grants and provide on-going services. They have
also granted:cases for an additional 250 neve families, bringing the total of active child
care cases to 1,250 at this time. The represents approximately 1,875 CalWORKs chil-
dren
hipdren being served by our CalWURK.s Child Care Block Grant program.
* Each Employment Services office has begun operating in the new Pre- and Post-
Assessment Service Delivery model, and has begun inviting current participants to
enroll in the Welfare to Work Services Program.
i Lobbies have been redesigned to include children's play areas, information about
jobs and community resources. One office has an employment "Resource Room"
with phone banks and job services Internet access.
• Efforts continued to capture, track., stare and analyze data related.to Redesign and
Welfare Reform outcomes such as increased employment and income, and increased
terminations due to employment.
+ Staff participated in many workforce development groups, including the Children's
Policy Forum, Workforce Development Advisory Panel, One-Stop planning, East Bay
Works project, regional transportation meetings and Welfare Reform coordinators
meetings.
* One-Stop Career Centers in West, Central and East County have opened to the
public. CalWORKs staff are being located on site, with. NCP staff to be located on site
early in 1999. Additional One Stops will open soon in other locations.
12
+ Diablo Valley College and Los Medanos college have contracted with the Social
Service Department for cin-campus CalWORKs Coordinators to coordinate services
and child care for their CalWDRKs students and Employment Specialists are on cam-
pus at Los Medanos College.
• A Speaker's Bureau Rapid. Response 'Team was formed and staff trained to make
Welfare :Reform. presentations. Community-wide forums and numerous meetings on
welfare reform have been held.
• Staff'developed a "Medi-Cal Outreach" campaign to inform potentially eligible indi-
viduals and families about the Medi-Cal program.
13
Child. Welfare Services
"We work with families
to ensure the safety of their children
and to assist them
in reaching their full potential.
When children
cannot be cured for
by their families
due to safety issues,
we place these children
with families that can snake
a lifelong commitment to them.
We work in collaboration
with the community
towardhealthy independence
for families and their children."
Child Welfare Services are aimed: at protecting children froom abuse, neglect and
exploitation. CWS encompass an array of activities that include receiving chid abuse
referrals from the community, investigation of child abuse allegations, petitioning the
Juvenile Court in dependency matters, provision of in-home and out-of-home ser-
vices to ameliorate the abuse issues, and adoption. our goal is to provide services to
maintain the child safety with his or her parents, and when that is impossible, to find
a permanent home where the child:will enjoy legal permanency.
Emergency Response
CWS Emergency Response provides a 24-hour, 365 days per year response to allega-
tions of child abuse. Persons reporting abuse and neglect call our centralized screen-
ing unit where social workers make a determination on what course of action to take.
This screening unit received over 21,000 calls in the past year. When it is decided
that a call requires face-to-face contact by Children's Services staff, the case is for-
warded to the Emergency Response Intake Unit. A staff person will then meet with
the child and the family regarding the abuse allegation.
Family Maintenance
We provide services that help families in crisis stay together. If a child can remain
safely in his or her parent's home, a social worker can provide supervision and other
services to help strengthen the family's foundation.
Family Maintenance can be provided through a voluntary agreement between the
parents and the Social Service Department or under Juvenile Court Order. These
services are offered for up to 12 months. Nearly 700 children are currently being
served by this program..
Family Reunification.
When a child is removed by Juvenile Court Order from their parents' care due to
abuse or neglect, services are provided to attempt to remedy the conditions which
led to this removal. A reunification plan is designed to help the family resolve those
issues and problems which brought this family to the attention of the court. There
are 570 children'in the County being served by this program.
Permanency Planning
CWS Permanency Planning services assist children in establishing a permanent fami-
ly. The law requires that adoption be the first permanent plan pursued if reunifica-
tion between the parent and child is not successful. If adoption is not pursued, then
guardianship is considered as a permanent plan. Lang-term foster care is the least
desirable plan. Approximately 1,350 children are being served at any point in
time in this area.
r�
Independent Living Skills Program (ILSP)
Youth ages 16 and older are provided with services to help them prepare for emanci-
pation from the foster care system when they turn 18 years of age. They receive
hands-on experience in a variety of areas including budgeting, locating and obtaining
housing, writing resumes and job interviewing.
in addition, youth attend workshops focusing on self-esteem issues; sexual responsi-
bility, conflict resolution and peer counseling. Youth are encouraged to explore
opportunities for higher education and are taken on campus tours and given help in
completing college applications and financial aid paperwork. Over 500 youth have
participate in the ILSP. This year, 43 graduated from high school, with 28 of them
going on to college.
Family .Enhancement Collaborative
The Family Enhancement Collaborative now provides in-homy; Family Preservation,
Kinship Care and Shared Family Care. Family Preservation is countywide, Kinship
Care sites are located in Pittsburg and Richmond, and will serve the relative caregiver
of dependent children as well as non-dependents who are in danger of entering the
child welfare system. Shared Family Care, in the North Richmond area, is seen as a
"whsle family" placement alternative. Bath parent and child move into a mentor's
home for up to six months.
Foster Rome Licensing
An essential part of our Child Welfare Program is the recruiting, licensing and moni-
toring of County homes for the placement of faster children. 'there are currently
over 2,200 children in foster care. About half of then are planed with relatives. The
other remaining 50% live primarily in one of 400 foster homes licensed in the
County by our Department.
Adoptions
As a licensed. Adoptions Agency, we place children in permanent.homes. services
include freeing children for adoption by terminating rights of parents who have
abused and. neglected them, recruiting and screening prospective adoptive parents,
placing Freed children in homes and finalizing adoptions. We also provide services
for children whose parents voluntarily relinquish their own rights. in the last year,
we found loving',adoptive homes for 187 children.
16
Federal Family Preservation and Support Program (FPSP)
Four high risk areas of the county have been targeted to receive these services.
Funds are spent according to the request of focus groups in each targeted communi-
ties. Services are provided through our contracts with community based organiza-
tions.
rganizations. FPSP activities include information and referral, crisis intervention, case man-
agement, family support, parenting groups, after school and summer activities for
youth, employment training and placement and community development services.
Children's Interview Center
The CTC is a child friendly site where children tell a specially trained forensic inter-
view
nterview specialist about an alleged sexual molestation incident. The interview is viewed
by the District Attorney, child welfare and law enforcement. The interview is also
video taped to preserve the evidence for future court proceedings.
Options for Recovery
This program recruits and trains relative caregivers and foster parents to care for sub-
stance impacted children from birth to three years, who are entering the out of home
care system. 'these caregivers also receive respite services. New to the program is
our Early Intervention and outreach Specialist who attempts to connect substance
abusing parents with appropriate treatment services.
Additional Accomplishments, Children's Services
• Eighty-nine Child Welfare Staff completed 450 hours of training on a variety of
child welfare practice issues and computer skills development.
• Provided 22 days of new worker training to 9 newly-hired social workers.
• Provided child abuse prevention through contracting with community-based ser-
vices in the amount of$375,000.
* Provided Family Preservation through contracting community-based service in the
amount of$1,700,000.
* 'Trained over 140 families on Foster Pride/Adopt Pride, a 21-hour curriculum
designed for new Foster/Adopt parents.
• Increased adoptions by 21% in fiscal year 1997--1.998.
• Recognized foster parents at our annual Foster Parent Luncheon.
17
• Graduated 43 foster youth though. the Independent Living Skills program. Twenty-
eight are going on to college.
• Opened our first Children's Receiving Center in Antioch in September, 1997, and a
second ReceivingCenter in Richmond in June, 1998.
i Began the implementation of the CWS/CMS which included computer infrastruc-
ture, staff`training, and support for 300 users.
. Continued development of our Family Services Collaborative, a number of services
to strengthen families, including Shared Family Care, Family Preservation, In-Home
Intervention. and Kinship Care.
* opened the Children's Interview Center (GIC) in January, 1998, following the sig-
nificant efforts of many service partners, including Mt. Diablo/John Muir, Family
and Children's IYust Fund, Sheriff, District Attorney and Rape Crisis.
Developed a proposal for a home visiting program for all newborns called
"Welcome home, baby!" seeking public and private funds for start up.
* .Received 50 Section 8 rousing certificates, worth over $300,000, for Housing and
Urban Development for parents reunifying with their children from Foster Care .
rs
Adult and Aging Service Div sio
"We assist older adults
and people with disabilities
to maximize self-sufficiency,
safety and independence.
We provide casework services
and resource information
that offer a choice
of community services
and care options.
We serve with compassion
and respect the dignity and
self-determination of adults.,,
The Adult and Aging Service Division consists of the Area Agency on Aging (AAA)
and the Adult Social Services programs. AAA programs target the elderly residents of
the County and are provided pursuant to the Federal Older Americans Act and relat-
ed State legislation.
Adult Services,programs are provided by the State Welfare and Institutions Code and
reach out to disabled adults who are at-risk of institutionalization, abuse or neglect.
These services are delivered through our offices in East, West and Central County.
Senior Information and Referral
This program maintains current information on services and resources for persons,
age 60 and over. We provide telephone counseling regarding available resources and
services, including comprehensive assessment of client problem, We provide out-
reach services to isolated elderly, coordinate volunteer tax consulting, offer health
promotion and disease prevention education through public presentations and cable
television. In fiscal year 1997-1998, Senior Information and Referral provided 20,275
contacts, 32,948 separate referrals to service, and 7,557 outreach contacts serving
14,656 seniors, age '60 and over.
.Health. Insurance Counseling and Advocacy Program (HICAP)
HICAP maintains a corps of trained volunteers to counsel the elderly regarding
Medicare and supplemental insurance, health maintenance organizations, longterm
care insurance, medical bills and claims. This office provided over 4,000 hours of
counseling regarding health insurance options and: health insurance claims to 1,420
individuals through the efforts of both staff and our trained volunteers.
Planning, Coordinating and Advocacy
Program development services are provided in cooperation with other public agen-
cies and co :munity-based organizations to develop a community-based system of
services for elderly residents of the County. The County Advisory Council on Aging,
on behalf of all elderly residents of the County, also provides Advocacy services.
In-Home Support Services (IHSS)
IHSS provides for eligibility services and reimbursement of housekeeping and per-
sonal care services for low-income frail and disabled individuals allowing these per-
sons to live at home safely and avoid institutionalization. We serve over 4,700 per-
sons each month in IHSS.
20
Adult Protective Services (APS)
APS provides intervention services to protect more than 275 elderly or dependent
adults at any given time, who are suspected to be victims of physical, emotional or
financial abuse or neglect. We evaluate more than 60 new referralseach month.
Conservatorship Intake
our staff investigate the need for conservatorship of adults who are gravely disabled
by mental illness. As authorized by the Superior Court, our staff assume responsibili-
ty as temporary conservators to authorize needed mental health treatment or to
arrange food, clothing and shelter for the conservatee.
Congregate Meals and`Ilransportation
Under interdepartmental agreement, the County Health Services Department, Senior
Nutrition Program provided 173,375 meals at 20 congregate meal sites throughout
Centra Costa County to nearly 700 individuals per day, age 60 and over, we provided
over 65,000 one-way rides on paratransit to 1,000 individuals to and from various con-
gregate meal sites.
Home Delivered Meals
The Senior Nutrition Program delivered over 160,000 meals to nearly 700 individual
home-bound seniors,per day, age 60 and over.
Case Management and In-Home Services for Frail Elders
Under a contract with Senior Outreach Services, we provided over 1,100 hours of
assessment, 1,000 hours of care planning, over 1,300 hours of service' arrangement,
over 1,000 hours of follow-up and monitoring to nearly 400 frail individuals, age 60
and over, who were at risk of premature institutionalization. In addition, 52 of these
individual case management clients received 9 minor home modifications to allow
them to live independently at home, 27 hours of respite care and nearly 550 hours of
housekeeping.
In-Home Services Registry
Through a contract with Senior Outreach Services, we provided approximately 2,500
hours of recruitment, screening and referral of home care providers to over 1,200
individuals, age 60 and over, who were in need of affordable in-home care service
providers.
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Home Visiting
Under contract, Senior Outreach Services provided over 20,000 hours of volunteer
home visiting to 230 socially isolated individuals, age 60 and over.
Legal Services
During 1997-1.098, under contract with Contra Costa Senior Legal Services, Inc., we
provided nearly 6,000 hours of legal assistance to nearly 1,200 individuals, age 60 and
over.
Long-'brm Care Ombudsman
Under a contract with Ombudsman Services of Contra Costa, Inc., we provided over
10,000 hours of complaint investigation and resolution services to over 3,000 resi-
dents, age 60 and over, of spilled nursing facilities and residential care facilities for
the elderly.
Senior Community Service Employment Program
The Office on Aging Senior Employment Program provided subsidized part-time
employment and training to low-income persons, age 55 and over, totalling 12,200
hours through an interdepartmental agreement with the Private Industry Council.
Senior Peer Counseling
Aging and Adult Services is collaborating with Mental Health Services, providing
office space, information services and referrals to the Senior Peer Counseling. This
program trains active older men and women to assist fellow seniors to cope with
life's challenges through individual counseling. There are currently 27 trained coun-
selors and 15 new volunteers in training.
Customer Relations, Aging and Adult Services
Direct client services provided under the Aging and.Adult Services generally are tar-
geted toward low-income, minority and frail seniors. voluntary client donations are
accepted by programs with the congregate and home-delivered meals programs,
obtaining nearly'$494,000 annually in the client contributions.
In--Home Support Services are provided to individuals who meet the low-income and
functional disability standards set by the State, based upon an in-home assessment of
the client's needs. Monthly hours of service are granted to individual clients who
then hire their own independent provider of service, who is paid at minimum wage
through a State automated payroll system.
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Adult Protective Services and.Conservatorship services ar provided to at-risk individu-
als regardless of income, depending upon individual circumstances. Clients may be
self-referred or referred by other social service agencies, health care institutions, law
enforcement, family caregivers or interested general public.
Area Agency on Aging services :are generally accessed through the Senior
information tall-free telephone numbers publicized throughout the County. In-Home
Supportive Services are accessed by telephone or in person at our district offices in
Antioch, Richmond and Martinez.
Additional Accomplishments, Aging and Adult Services'
• Updated the Four Year Area Plan on Aging for Contra Costa County for 1997:-2001.
• Produced sic Senior Information Journal cable television shows for broadcast on
CCTV.
• Saved: or recovered over $135,000 for clients through the efforts of our Health
Insurance Counseling and. Advocacy Program (HICAP).
•
Transitioned 15% of the Senior Employment Program enrollees from subsidizer) to
unsubsidized employment.
• Automated data collection for the National Aging Programs Information System.
• Established a contract with the St. Vincent de Paul Society to assist In-Home
Support clients to find appropriate home care workers.
• Recruited a consultant to initiate implementation activities on an In-Horne Support
Services Public Authority.
• Relocated offices to Summit Centre, Martinez, including co-location with the
Senior Peer Counseling Program of County Mental Health
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A glimpse imp of future challenges...
As we enter this new fiscal year, the Department is focusing extra effort on address-
ing the fallowing challenges.
Organization
The evolution of primary service programs and changing Federal and Mate policies,
require that we reexamine our organizational structure. Improving our ability to
deliver services is our goal. Realigning our administrative structure to better support
family and children's services, adults and senior services and workforce development
services can result in greater attention and success in meeting service mandates and
local objectives..
Staffing
Increasing competition for skilled staff has affected the public sector as well as pri-
vate
rivate enterprise. We must improve our ability to secure primarily line staff via thor-
ough and timely recruitment, expedited hiring processes, proper classification utiliza-
tion, realistic salary and benefit packages. Twining programs will also need adjust-
ments to prepare both internal staff'and newly arrived employees for job require-
ments.
Service Delivery
98/95 will bring new service delivery mandates in the CalWORKs, Children's 'Welfare
Services, Adult Services and.Area Agency on Aging areas. We will need additional
staff, training, space and technology support as we begin to ramp up these new ser-
vices.
New mandates in the Adult Services areas, as well as continuous service evolution in
CalWORKs will require more community and interagency collaborations.
Capital Improvements
Long term capital improvement needs have been identified which foresee the need
for East, Central and West County service delivery centers focused on
Family-Adult-Children's Services, separate from regional service centers responsible
for Workforce Development Services.
More immediatesolutions are required for a Weber building replacement in
Richmond, and rehabilitation of current offices. Policy choices and financial plans
will soon be presented to the Board.
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Revenue
Budget, allocation and claiming processes for many of our core proms
(CalWWORKs, CWS, Adults) are in the midst of major change. Action is required on
our part to secure favorable long term formulas to insure service delivery viability.
Financial.'partnerships will need to be expanded with community and interagency
groups to blend funding, minimize duplication and maximize service outcomes. We
will also need to continue efforts to seek and obtain discretionary funding through
foundations and grant sources„ especially to finance demonstration projects and new
initiatives.
In closing...
I want to recognize the tremendous efforts of Department staff in enabling us to
better address the objectives this past year. Thanks also to the many support
agencies-CAO, HR., IT and General Services-that have worked to assist us.
Finally, I wish to recognize and thank the ward of Supervisors for your ongoing
support for Family and Children's Services and consistent encouragement to improve
our service delivery system in Contra Costa County.
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