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MINUTES - 01152002 - C.91
Contra TO. BOARD OF SUPERVISORS f FROM: INTERNAL OPERATIONS COMMITTEE Costa 9 o u my DATE; JANUARY 5 2002 �`. � SUBJECT: WORKFORCE DEVELOPMENT BOARD 2001 ACTIVITIES REPORT SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION RECOMMENDATIONS: 1. ACCEPT reports prepared by the Workforce Development Board (WDB) Executive Director on the activities during 2009 2. ACKNOWLEDGE that as resources available in Contra Costa County to provide needed workforce development services to the general population are limited, the Workforce Investment Act requires the Workforce Development Board to focus on the needs of the economically disadvantaged. 3. REQUEST the Workforce Development Board to: a. Identify and evaluate options for strategies to improve outreach and assistance to economically disadvantaged individuals throughout the County; and b. Consider a strategy that involves coordination with existing community based workforce development and employment programs, to better leverage limited County resources; and c. Develop productivity indicators to measure the outcomes of workforce development services provided at the One-Stop Centers; and d. Establish a formal system of communication and reporting between the One-Stop Centers, Workforce Development Board and the Board of Supervisors to promote better, more timely financial and performance information and accountability for the Employment and Human Services Department (as the fiscal agent) and the One Stop CONTINUED ON ATTACHMENT: YES SIGNATURE: �� -RECOMMENDATION OF COUNTY ADMINISTRATOR _RECOMMENDATION OF BOARD COMMITTEE =APPROVE OTHER SIGNATURE(S): } JOHN GIOIA,CHAIR MARK DeSAULNIER ACTION OF BOARD ON I ' f 3ti < t %REPROVE AS RECOMMENDED r OTHER .11 Approved as above and REQU�)TEDrthe Internal Operations Committee to provide the Board with information regarding the calculation of the administrative cost. VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A TRUE ? f:: AND CORRECT COPY OF AN ACTION TAKEN � I UNANIMOUS(ABSENT % =✓�`d' ' � AND ENTERED ON THE MINUTES OF THE BOARD OF SUPERVISORS ON THE DATE AYES: NOES: SHOWN. ABSENT: ABSTAIN: ATTESTED ' ✓r31;1 . ) pa''.� r � �.� CONTACT: JUNE ENEA(925)335-1477 JOHN SWEETENf ERK OR THE BOARD OF SUPERVISORS A46 COUN7`Y ADMINISTRATOR CC: WORKFORCE DEVELOPMENT BOARD EXECUTIVE DIRECTOR EMPLOYMENT AND HUMAN SERVICES DIRECTOR l' r INTERNAL OPERATIONS COMMITTEE STAFF F` BYf ",+ DEPUTY WoMorce Devetopment Board January 15, 2002 internal Operations Committee Page 2 e. Centers, and to enable the Workforce Development Board to make more informed decisions regarding the allocation of financial resources. f. Report back to the Board of Supervisors in ninety (90) days on its progress in responding to the above requests. BACKGROUND: On November 5, 2001, the Internal Operations Committee (IOC) received a report from the Workforce Development Board Executive Director and the Employment and Human Services Director on the activities of the WDB. The IOC accepted that report and requested supplemental information regarding the specific services provided by the WDB and one-stop centers, the expansion of services, the distribution of budget and services by region, and the process for considering new programs and services. Attached are the two reports received by the IOC from the WDB Executive Director. The IOC recommends acceptance of these reports and expresses appreciation for the time and effort devoted to preparing them, The IOC also has concerns that funds may not be utilized in a manner that provides services to those who are in most need of assistance, and that communication among the One-Stop Centers, the Employment and Human Services Department and the WDB is not sufficient to promote good decision-making. Therefore, our Committee is requesting that the WDB develop a strategy that moves beyond the operation of the One-Stop Centers to more aggressive outreach to the economically disadvantaged. Our Committee also recommends the measures outlined previously to improve overall communication and accountability of the One-Stop Centers and the fiscal agent. p EVELOO ¢ � , N C F 4f�. - k0q- ::....:.::.,..:.:. :.r..:::...:.:...::::..:.::::.:•,r.::::::..::......:..:..:.....::::::::..:.:.., ...................................................::.•:::.::::...::: xg .. µ....:... i t tr Date: December 10, 2001 To: Internal Operations Committee Supervisor John Gioia.,, Chair Supervisor Mark DeSaulnier From: John Cullen—.Director,Employment and Human Services Department f Ronald A. Wetter, Executive Director-Workforce Development Berard Subject: Supplemental Information on the Workforce Development Board Per your November 5, 2001 request, attached for the Internal Operations Committee consideration is supplemental information concerning the first year operations and activities of the Workforce Development Beard of Contra Costa County. This information addresses four areas: 1. The specific services provided by the Workforce Development Board; 2. The expansion of services provided by the Workforce Development.Board; 3. Budget distribution throughout the three primary regions of the county; and 4. The process for considering new program and services. We look forward to addressing any questions or comments that the Committee may have on December 17. >f Please accept the attached Supplement to the Development.ward first Year Status Report and forward it to the Board of Supervisors with a recommendation to acknowledge and commend the members of the Workforce Development Board and its Youth Council for their successful first year. Attachment C: Julie Enea ' r IDEVELOy ,� a 4t,�� C��3 00 7* s WORKFORCE DEVELOPMENT BOARD OF CONTRA COSTA COUNTY SUPPLEMENT TO THE FIRST YEAR. STATUS REPORT TO THE INTERNAL OPERATIONS COMMITTEE, CONTRA COSTA COUNTY BOARD OF SUPERVISORS December 17, 2001 Prepared by the Workforce Development Board Bureau, Employment&Human Services Department WORKFORCE DEVELOPMENT BOARD OF CONTRA COSTA COUNTY 2426 Bassa lane, Suite 100•Concord,California 94520• (925)646-5582 • Fax(925)646-5517 O evecaO 0 4- 4 d Qr fl Y - r r MRRODUCTION This report supplements the information provided to the Internal Operations Committee by the Workforce Development Board on November 5, 2001. It provides information on 1) specific services provided by the Workforce Development Board of Contra Costa County, 2)the expansion of services, 3)budgetdistribution throughout the three primary regions of Contra Costa County, and 4)the process for considering new programs and services. SERVICES PROVIDED Linder the Workforce Investment Act, specific services must be made available to the public through a One-Stop system. Within the One-Stop system, the public must have access to those program services provided by the required One-Stop partners(nine) of the Workforce Development Board, plus five additional programs. Recall that the purpose of the One-Stop service delivery system is to unify the numerous employment and training programs into a single, customer-friendly set of services. The basic concept of the One-Stop system is to integrate program services and governance structures. Below is a listing of specific services that must be provided through the tine-Stop system. Adult and dislocated worker services are categorized as"core,""Intensive" and"training" services. Core Services Core services provided to adults and dislocated workers through the One-Stop delivery system must include: • A determination of whether an individual is eligible to receive assistance under the Workforce Investment Act; • Outreach, intake, and orientation to the information and other services available through the One-Stop system; • Initial assessment of skill levels, aptitudes, abilities, and supportive service needs; • Job search and placement assistance, and where appropriate, career counseling; • Provision of employment statistics information, including the provision of accurate information relating to local, regional, and national labor market areas; • Provision of performance information and program cost information on eligible providers of training services, and eligible providers of youth activities; • Provision of information regarding how the local area is performing on the local performance measures and additional performance information with respect to the One-Stop delivery system in the local area; • Provision of accurate information relating to the availability of supportive services, including child care and transportation, available in the local area, and referral to such services, as appropriate; • Provision of information regarding filing claims for unemployment compensation; • Assistance in establishing eligibility for welfare-to-work activities and programs of financial aid assistance for training and education programs that are not funded under the Workforce Investment Act; and • Follow-up services, including counseling regarding the workplace, for participants in workforce investment activities authorized under the NVorkforce Investment Act who are placed in unsubsidized employment, for not less than 12 months after the first day of employment. Intensive Services Intensive services are available to adults and dislocated workers who are unemployed and are unable to obtain employment through core services, and who have been determined by the One-Stop operator to be in need of more intensive services in order to obtain employment. These services are also available to those who are employed, but who are determined by the One-Stop operator to be in need of intensive services in order to obtain or retain employment in order to attain self-sufficiency. Intensive services include: • Comprehensive and specialized assessments of the skill levels and service needs of adults and dislocated workers; • Development of an individual employment plan, to identify the employment goals, appropriate achievement objectives, and appropriate combination of services for the participant to achieve the employment goals; • Group counseling; • Individual counseling and career planning; • Case management for participants seeking training services; and • Short-term prevocational services, including development of learning skills, communication skills, interviewing skills, punctuality, personal maintenance skills, and professional conduct to prepare individuals for unsubsidized employment or training. Training Services Training services are available to adult and dislocated workers who have met certain eligibility requirements for"intensive" services and who are unable to obtain or retain employment through such services. 'Individuals receive an"Individual Training Account" (known as an"ITA")to receive training after an interview, evaluation or assessment, and case management,have been determined to be in need of training and have the skills and qualifications to successfully participate in a selected training program that is directly linked to employment opportunities in Contra Costa County or some other area where the individual is willing to relocate. Individuals must select training from a state training provider list. The Board has adopted a training limit of$5,000 per training client. This cap is consistent with the training limits of the three other workforce investment boards within the BASTBAY Works system. Youth Services A very important client group of the Board is youth. The Board's Youth Council oversees programs for eligible youth. These services must provide an objective assessment of the academic levels, skill levels, and service needs of each participant. Each assessment must include a review of basic skills, occupational skills, prior work experience, employability, interests, aptitudes, supportive service needs, and developmental needs. Each participant must generally have a service strategy based on his or her assessment that identifies an employment goal, appropriate achievement objectives, and appropriate services. These programs must also provide preparation for post-secondary educational opportunities, 2 in appropriate cases; strong linkages between academic and occupational learning; preparation for unsubsidized employment opportunities, in appropriate cases; and effective connections to intermediaries with strong linkages to the job market and local and regional employers. The specific services provided to youth include. + Tutoring, study skills training, and instruction, leading to completion of secondary school, including dropout prevention strategies; • Alternate secondary school services; • Summer employment opportunities that are directly linked to academic and occupational learning, • Paid and unpaid work experiences, including internships and job shadowing; • Occupational skills training; • Leadership development opportunities; 0 Support services; + Adult mentoring; • Twelve-month follow-up services; and • Comprehensive guidance and counseling. EXPANsioN of SFyicFs Over the past two years, the Board has sought opportunities to expand its services through grant funding,thereby reducing the need to draw on current Workforce Investment Act funds for these services. The Board has focused on expanding services in the health care field and dislocated workers, as well as youth. Below are four examples of the Board's recent successes in securing additional funds to expand workforce development services within Contra Costa County. HI-B Healthcare Grant In the summer of 2000,the Workforce Development Board, in partnership with Kaiser Permanente, SEIU 250 and the Board's neighboring Workforce Investment Boards in Northern California, received a $2.1 million U.S. Department of Labor Grant for the period August 1, 2000 through July 31, 2002 to conduct an H-IB pilot training project. The project is providing 30 Kaiser Permanente Licensed Vocational Nurses(LVN)with training to advance their nursing careers. Further opportunities for career mobility will be open to LVN students who successfully complete their associate Registered Nursing degree work and pass their state board exams. The H-113 project is also training 284 Kaiser Permanente entry-level, lower-skilled workers as Acute Care Nurses Assistants,Medical Assistants or Unit Assistants, thereby increasing their skill level and income. Unemployed and economically disadvantaged applicants are filling the entry-level positions that Kaiser Permanente employees vacate for upgraded positions. These applicants are being referred to the SEN Local 2501 Kaiser Permanente Partnership through one-stop centers operated by the Workforce Development Board of Contra Costa County and its neighboring workforce investment boards. Overall, the project is expected to affect the health care careers of 840 participants. As of September 34, 2041, the H1-B partnership has enrolled 114 workers in training. Ninety-eight have graduated and advanced to positions as Acute Care Nurse Assistants, Unit Assistants, and Medical Assistants. Ten Licensed Vocational Nurses started their LVN-to-RN training at two local community colleges. Recent information shows that 147 students have graduated from Kaiser Permanente's own Bachelor of Science Nursing(BSN) program developed in concert with Northridge State University. 3 Caregivers Training initiative Grant Earlier this year, the Workforce Development Board and its partnering workforce investment boards for Alameda, Monterey, San Benito, Santa Clara and Santa Cruz counties were awarded a$2.7 million grant under a joint application titled the "Greater Bay Area Training initiative." In total, 38 partners are associated with this effort. This grant is part of the Governor's"Aging With Dignity Initiative," and is often referred to as the"Caregivers Training Initiative" or"CTI." The CTI is focusing on recruiting and providing services to new and incumbent workers at the lower skill levels of the continuum of care and providing them training, support services and follow-up to ensure career growth opportunities. Regional system building is a key feature of the project, with the objective to raise awareness and professionalism within the healthcare industry, while developing regional standards to support the continuum of care. The CTI has three main goals: • To ensure that California's communities have the well-trained caregivers necessary for all levels of care for the state's aging population; • To ensure that California's communities have the well-trained caregivers necessary to provide continuity of care for California's long-term care needs; and • To ensure that caregivers have employment opportunities, not only for entry-level occupations, but also for professional development and career advancement into more highly skilled occupations. The Workforce Development Board has received about$160,000 under this grant to expand health care services within the county in a manner consistent with the strategies outlined in the CTI project. More specifically, the Board will provide access to career development in the low and moderate skill levels of the Continuum of Care for In-Home Supportive Services programs(IHSS), Assisted hiving, and Skilled Nursing Facilities. Emphasis is being placed on increasing the employability skills of entry-level workers as well as incumbent workers earning less than a living wage, particularly home- care workers. This program will use the existing EASTBAY Warks One-Stop Centers. It is anticipated that five welfare-to-work and ten Workforce Investment Act eligible participants will be involved in the program. It is further anticipated that five of these participants will already be employedand ten will be new job seekers. The Board is in the final stages of implementing this project. ftid Response Services Last year the Workforce Development Board increased annual State Rapid Response funding from $100,000 to about $230,800. As was previously reported to the Internal Operations Committee,the Board's Rapid Response services, through early intervention, helps businesses address downsizing or closing workforce issues. The Board sponsors the Contra Costa Transition Team, consisting of public agencies and private organizations, which delivers outplacement services to employers and employees confronting cutbacks or possible business closure. 4 The increased Rapid Response funding will be used to expand services in the following manner: • The initiation of an occupational dislocation study focusing on the nature of dislocations in a weakening economy and the capacity of the One Stop system to accommodate the potential growth in demand for dislocated worker services; • The execution of an`Employer Needs Assessment;" • The development of a regional layoff database; • Contract with the Veteran Assistance Center for Professional Therapists to provide pre-layoff crisis intervention services; and • Additional staff support for the Rapid Response Business Visitation, Retention and Aversion function, which is a proactive approach to a Rapid Response Community Response system. Regional Technolo ies Employment Consortium Project (Re-Tec) Contra Costa County has recently been awarded approximately$992,000 in,grant funding to expand services to 139 dislocated workers employed in high-tech or associated industries. The Board, along with the Workforce Investment Boards of Alameda, San Joaquin and San Mateo Counties, and the Cities of Oakland, Richmond and San Jose, participated in the grant application. The San Jose Workforce Investment Board is the lead partner in this effort. In total, $7.2 million has been awarded to the Consortium to serve a total of 900 dislocated workers within the Greater Bay Area. The effort, know as the"Regional Technologies Employment Consortium Project" (Re-Tec), secures supplemental Workforce Investment Act funds to assist dislocated workers from the high-tech industry through a comprehensive regional approach. The strategy is premised on the acknowledgement that a large portion of the Greater Bay Area workforce is not linked to one single county or workforce investment area but, instead, may live in one county and work in another. The strategy adopted by the Re-Tec partners recognizes the regional nature of the Bay Area's labor markets and employment centers, and gives dislocated workers greater geographic flexibility in receiving dislocated worker services within the Bay Area. Services in the county will be provided through the existing EASTBAY Warks One-Stop Centers. In October 2001,the Board, along with a number of partner agencies(including the Richmond Workforce Investment Board), applied for$3.1 million through a"Youth Offender Initiative Reentry Grant solicitation to reduce barriers to employment by providing intensive case management that incorporates mental health and substance abuse treatment; employment,training and education; housing assistance; and support for young offenders. We recently heard that this grant opportunity was rescindedby the funding agencies. We bring this application to the attention of the Internal Operations Committee so that it sees the opportunities that the Youth Council and the Board are pursuing to further the interests of youth within Contra Costa County. DtslmunoN of WQRKFoRcE 114VESTMENT ACT FuNuNcx IN C©NmA CosTA CouNTY The Board's"core" funding, consisting of U.S. Department of Labor Workforce Investment Act (WIA)and Welfare-to-Work(W-t-W)hands, is generally allocated across the three regions of Contra Costa County based on the service capacity of each regional One-Stop. The Board has not generally adopted a specific "allocation" of funding for each geographic region. However, earlier this year, at the recommendation of the Youth Council,the Board allocated$90,000($270,000 in total) for each of the three regions of the county to serve"out-of-school" youth. 5 The service capacity of the regional One-Stops is based on a 1991 needs assessment undertaken by the former Private Industry Council. The Private Industry Council, in anticipation of the WIA program, established the regional Cine-Stops based on the projected needs of the `general population" in each region. This approach was adopted because, unlike the programs provided under the Private Industry Council—which focused largely on the economically disadvantaged, dislocated workers and youth-- the services provided through the One-Stop centers within the purview of the Board must serve all customers, including those who are employed. (It should be noted that the Workforce Investment Act does require each workforce investment board to focus on the needs of the economically disadvantaged when resources become"limited.") The State Employment Development Department also furnished the Private Industry Council with a report entitled the Disaggregated Allocations that served as the guideline for apportioning the Private Industry Council's core funding across the County. The Board's core funding has a life of two program years; however the funds can be used in their entirety during the first year. The budgeted revenue shown below,therefore, reflects the total available funds, as if'the funds were to be expended during the current program year. The non-core funds, with the exception of the H1-B, grant program, generally have a program life of one year. Table I shows the total funds currently available to the Board for the current program year: Table 1 Available Funding for the Workforce Development Board Total available Board funding: $11,245,585 Total core funding: $ 8,411,567* Total non-core funding: $ 2,834,418 ' The core funds include $1,311,199 in WIA Youth funds that will be contracted to the Contra Costa County Office of Education and other local service providers. The Contra Costa County Office of Education provides youth services in all three regions of the County. Staff expects the mix of youth clients and the resulting cost percentages by region to generally approximate that of other core programs. It is important to note that the City of Richmond Workforce Investment Board has approximately $12 million in Workforce Investment Act funds to also provide services in West County, most notably within the City of Richmond. Because clients can"cross over"the boundaries of various workforce boards, the Workforce Development Board of Contra Costa County is working closely with the Richmond Workforce Investment Board to partner in a manner that can leverage each board's respective resources for those areas adjacent to the City of Richmond. Core Funding Based on the service capacity of the One-Stop centers within the purview of the Board, core funds were budgeted to the three regions of the county generally as noted in Table 2. It is important to note that because West County is served by two workforce investment boards(Contra Costa County and the City of Richmond), customers may cross over"city-county" boundaries to receive services. This was not permitted under the federal laws governing services provided by the two former Private Industry Councils within the County(again the Private industry Councils of Contra Costa County and the City of Richmond). 6 Table 2 General Allocation of Workforce Investment Act Funding West County Central County East County Budgeted amount. $ 2,388,885 $2,885,167 $3,137,515 percent of total in County: 28.4% 34.3% 37.3% i Table 3 shows the"service capacity„ of the One-Stop centers. The service capacity is a function of the number of workstations available per full-time staff(PTE). The FTE capacity within the three regions of the County is as follows: Table 3 Service Capacity at One-Stop Centers West County Central County East County FTE capacity:* 19 23 25 Percent of total in County: 28.4% 34.3% 37.3% * A dedicated Business Services Representative is included in the total for each Cane-Stop. Periodically, staff compares the total number of clients enrolled in the WIA and W-t-W programs to ascertain whether the number of clients correlates with the service capacity in each One-Stop. While the expenditures that result from the client enrollments vary, depending on the individual needs of the clients, staff considers a close correlation between the enrollment percentage and the service capacity percentage indicates an equitable budget projection. Table 4 shows the level of customer usage for each of the One--Step centers during Program Year 2000-01. 'These numbers could reflect a customer having a single visit to a Cane-Stop or using one or more of the One-Stop centers on more than one occasion. Most clients use the One-Stop system on multiple occasions throughout the year. Table 4 Program Year 2000-01 Average Customer Usage in Regions of the County San Pablo Concord Pittsburg Brentwood Total Total Customer Usage 12,133 17,181 10,225 4,036 43,575 Percent of Total 27.8% 39.4% 23.5% 9.3% 100% 7 Table 5 shows the number of"enrolled clients" in Workforce Investment Act and Welfare-to-Work services for the I'quarter of the 20101-2002 Program Year. (Those clients receiving WIA registered core, intensive or training services are considered"enrolled." The Welfare-to-Work clients are enrolled in Welfare-to-Work funded services, but these services are not categorized as `core," "intensive" and"training.") Not all clients that visit a One-Stop center are"enrolled" in the WIA program. Many "self-access" services, such labor market information, computer and fax use, workshops and CalJOBs (the State EDI)job database). Table 5 Number of Enrolled WIA and W-t-W Clients (July 1 through September 30, 2001) West County Central County East County Number of clients enrolled: 221 266 315 Percent of total in County: 27.5% 33.2% 39.3% Because the Richmond Workforce Investment Board serves the City of Richmond,West County receives additional WIA and W-t-W funds that are not accounted for in the Board's budget. Clients, ager receiving at least one core and one intensive service, become eligible for training services. Table 6 shows 1)the number of Workforce Investment Act clients currently enrolled in some type of training on a regional basis, and 2)the costs of training on a regional basis. Table 6 Training Enrollment and Funding West County Central County East County Enrolled in Training 16 (19%) 42(50%) 26 (31%) Funding Used $38,100 (19.2%) $115,400 (58.2%) $44,680(22.6%) Non-Core Funding The HI-B grant, which represents $2,058,239 of the available non-core funding, provides services to clients throughout the greater Bay Area and, hence, does not lend itself to the above allocation methodology. The remainder of the non-core funding does not represent a material amount of the Beard's total budget and, therefore, was not allocated to the three regions of the County. CONSIDERATION OF NEW PROGRAMS AND SERVICES New programs and services are considered by the Board at either the initiation of a.Board member, staff or Board stakeholders, such as a public agency, community-based organization of group of customers. When an idea for a new program or service is suggested to the Board, it is first directed to the appropriate Board committee(usually the Youth Council, Workforce Systems Committee or Business',Services Committee). Following committee consideration and action, it then is referred to the Executive Committee for its review and action. Finally, the proposed program or service is presented to the full Board for its approval and adoption. This process tabes between about three or 8 four months. (The Board and its committees meet once a month.) Typically, a new proposal would be considered by one(or concurrently by two)of the following committees prior to its consideration by the Executive Committee and the Board: • Budget and Systems Performance • Business Services • Communications and Community Relations • Workforce Systems • Youth Council When contemplating a new service or program, the Board considers several factors, including the following: • Level of existing services(if appropriate); • Current and.future demand for services; • Compatibility with the Board's Strategic Plan and objectives, as well as the requirements prescribed in the Workforce Investment Act and related federal and state regulations; • Availability of funding; • Operational implications; and • Potential partners. 9 pEVEL a �O4- Date: October 4, 2001 To: Internal Operations Committee- Supervisor John Gioia, Chair Servisor Ivlark DeSaulni r From: John Cullen--Director, E ployment and Human Services Department Ronald A. Wetter, Executive Director-Workforce Development Board Subject: Workforce Development Board Status Report Per your September 10, 2001, memorandum, attached for the Internal {operations Committee consideration is a status report on the first year operations and activities of the Workforce Development Board of Contra Costa County. We look forward to addressing any questions or comments that the Committee may have on October 15. Please accept the attached Work,force Development Board First Year Status Report and forward it to the Board of Supervisors with a recommendation to acknowledge and commend the members of the WorkforceDevelopment Board and its Youth Council for their successful first year. Attachment C: Julie Enea pev�toa G c M F �04q"`�1 ?J�Stix �r R�01 0 �0 ' #' .................................................................................................... INTRODUCTION This report presents information to the Internal Operations Committee on the status of the Workforce Development Board of Contra Costa County. The report provides background on the Board and its purpose; Board membership and structure; Board services and first year operational information; Performance Measures and Outcomes;Fiscal Review;Major Accomplishments of the Board;and Challenges Before the Board. BAC QR ND AND PURPOSE The Workforce Development Board of Contra Costa County (Board) was established in 2000 pursuant to the federal Workforce Investment Act of 1998 (the Act). The Act created a State Workforce Investment Board and local boards to address the needs of local and regional workforce development systems. The Board replaced the Contra Costa Private Industry Council (PIC),which operated in the county since 1982. The Board is staffed by the Employment and Human Services Department,which was created in February 1999 by the County Board of Supervisorswhen it merged the Social Services Department and the Contra Costa Private Industry Council. The overall,purpose of the Act is to consolidate and improve employment, training, literacy, and vocational rehabilitation programs. The Act creates a state and local workforce preparation and employment systems that are intended to meet the needs of job seekers and those seeking to advance their careers, as well as the employment needs of the nation's employers. The goal is to create a locally-focused, integrated workforce investment system that improves the quality of the local and regional workforce, sustains economic growth and productivity,and reduces dependency on welfare. The Act embodies seven key principles that have guided the restructuring of the County's workforce development system: I. All job seekers are to be given"universal access"to a core set of workforce development services. 2. State and local stakeholders must be given flexibility to ensure that delivery systems are responsive to the needs of local employers and communities. 3. Services must be streamlined by coordinating multiple employment and training programs through One- Stop Career Centers. To make all services available to all customers, the One-Stop system must be accessible to people with disabilities. 4. The system should empower individuals with the information and resources they need to manage their own careers through Individual Training Accounts and better information on the performance of service providers,as well as skills demanded by employers. 5. There must be state and local accountability for performance of the workforce system. Training providers and their programs also must demonstrate successful performance and customer satisfaction to remain eligible to receive funds. 6. Local boards and the private sector must be given a stronger role, by shifting emphasis from the operational details to strategic planning and oversight of the One-Stop service delivery system. 7. Youth activities funded under the Act must strengthen linkages between academic and occupational learning and other youth development activities. The Board's strategic objectives are set forth in its Contra Costa County Workforce Investment Area Five-Year Strategic Plan, which was approved by the County Board of Supervisors in March 2000. The Governor approved the Plan in December 2000. The vision of the Board is: Our common interest is to work toward the ultimate goal of individual economic self-sufficiency, thereby strengthening families,the local economy,and the community at large. The mission of the Board is: The Workforce Development Board of Contra Costa County exists to promote a workforce development system that meets the needs of businesses, job seekers, and workers in order to ensure a strong, vibrant economy in Contra Costa County. The Board has four basic goals. They are: I. Design and establish a workforce development system that will meet employers'needs; 2. Design and establish a workforce development system that meets job-seekers' and workers' needs, including dislocated workers as well as those traditionally outside the workforce; 3. Design and establish a workforce development system that makes the most efficient and effective use of resources;and 4. All performance standards established between the State Workforce Investment Board and the Workforce Development Board of Contra Costa County pursuant to the Workforce Investment Act will be met or exceeded. Pursuant to the Act,the Board has created a Youth Council. The mission of the Youth Council is: The Youth Council of Contra Costa County develops policy, sets program guidelines and provides oversight of Workforce Investment Act services that prepares the youth of our County for economic self-sufficiency and social well-being. The Youth Council's Strategic Plan sets forth six goals: I. Secure or broker additional leveraged funding; 2. Increase coordination and integration of youth services; 3. Increase the quality and quantity of youth services equitably across the County; 4. Promote business involvement in programs that support youth; 5. Increase the visibility of youth services and the Youth Council in Contra Costa County; and 6. Develop a comprehensive youth services system. 2 BOARD MEIv1BERSmp AND STRUCTURE The Board is currently comprised of 37 members (see Attachment 1). Mr. Term Kilpatrick of USS POSCO is the Board's chair and Ms. Mary Anne Acosta of Wells Fargo Bank is the Board's vice-Chair. Currently, there are three business vacancies and one mandated partner seat vacancy. In addition,three business resignations are pending. One business vacancy and the mandated partner vacancy are expected to be filled within the next two months. The Act prescribes the Board's composition. In March 2000, the Board of Supervisors approved the following composition: • 20 business representatives + 9 mandated partners representatives(original number of mandated partners was 7) + 2 labor representatives 2 education representatives 2 community-based organization representatives • 2 economic development representatives The Board's nine One-Stop mandated partners are: 1. State Employment Development Department 2. State Department of Rehabilitation 3. Contra Costa County Community Development Department 4. Contra Costa County Community Services Department 5. Contra Costa County Employment and Human Services Department 6. Contra Crista Community College District 7. Contra Costa.County Adult&Continuing.Education Coordinating Council 8. California Human Development Corporation 9. Joh',Corps The Board is organized into the following committees: 1. Executive 2. Budget and Systems Performance 3. Business Services 4. Communications and Community Relations 5. Workforce Systems 6. Youth Council As earlier noted, the Board also has a 27-member Youth Council that it appoints. The Youth Council's composition is also prescribed in the Act. There are currently three Youth Council resignations pending. The Youth Council roster is attached for the Committee's information(see Attachment 2). BARD SERVICES AND FIRST YEAR OPERATIONS The Board is primarily a policy development body that also has responsibility for overseeing the operations of the One-Step Business and Career Center system and the provision of youth development services through its youth services contractor(s). The Board and its workforce development partners operate four centers within the Contra Costa County workforce investment area (Contra Costa. County, exclusive of the City of Richmond). They are located in Brentwood, Concord,Pittsburg and San Pablo. 3 Unlike the former Private Industry Council-.. whose train function was to coordinate and fund job training and employment preparation and placement programs for eligible adults, dislocated workers and youth ® the Workforce Development Board's main function is to develop, coordinate and oversee the policies of the County's workforce development system. Similarly, where the One-Stop centers under the Private Industry Council served as the primary venue for accessing job training services funded by the Job Training Partnership Act (DTPA), the One-Stop centers under the Workforce Development Board serve as a hub for delivering services that are"brokered" by the staff of the One-Stop Operator and funded through a broad range of federal programs. Hence, a significant portion of the Board's Workforce Investment Act funding is consumed through the labor-intensive activities of brokering workforce development services between the 17 programs available through the centers. The Board designated its nine mandated(ane-Stop partners to serve as an Operator Consortium to administer the day-to-day activities of the One-Stop centers. This designation was recently extended through Program Year 2002-03. The Operator Consortium designated the Employment and Human Services Department to serve as its "lead" agency. The Board and the Operator Consortium closely coordinate their respective activities to ensure consistencybetween policy development (the Board's primary function) and service delivery (the Operator Consortium's primary responsibility). Consortium representatives attend all Board and committee meetings, and Board staff attend Consortium meetings. This has resulted in improving communications between the two entities,and promotes greater harmony between policy development and operational activities. The Operator Consortium and the Board are currently negotiating a One-Stop Operator Agreement that sets forth the roles, responsibilities and obligations of each party with respect to the provision of workforce development services at the One-Stop centers. In addition, the Board has entered into a joint Memorandum of Understanding with the mandated partners. The MOU sets forth each party's role and obligations to mutually support the required One-Stop system. This MOU is incorporated into the Board's Strategic Plan, and was approved by the Governor in December 2000. Associated with this MOU will be separate financial agreements between the Board and its mandated One-Stop partners setting forth each partner's share of supporting the One- Stop centers'. During the first year of operations, the One-Stop centers conducted nearly 44,000 customer transactions, and served over 6,950 new customers (see Attachment 3). Nearly 840 customers visited the One-Stop centers each week. Approximately 380 clients were enrolled in Workforce Investment Act services during Program Year 2000-01, with an additional 328 clients being enrolled in Welfare-to-Work services. The One-Stop counselors enrolled 233' clients in Workforce Investment Act-funded intensive services and 153 in Workforce Investment Act-funded job training. While data is not currently available, many more clients received workforce development services and training funded by non-Workforce Investment Act resources during the past year. Again, it is important to note that a key function of the One-Stop counselors is to "broker" workforce development services and training available at the centers. Under the Act, counselors are required to access non-Workforce Investment Act resources first, such as CalWorks, welfare-to-work or other resources available through the Board's mandated One-Stop partners. If no other resources are available to a client,a counselor can agister a client for services that would be funded through Workforce Investment Act resources. Clients may also receive l multiple services from more than one One-Stop service provider. For example, a client may receive, concurrently, a combination of CalWORKs and State Department of Rehabilitation services. Two different services funded by two different sources. The Board and its mandated One-Stop partners are working to establish a fully integrated workforce services delivery system so that a customer can visit with one counselor and receive a number of different services from those agencies in the centers. The Board, through early intervention., helps businesses avoid downsizing or closure. The Board sponsors the Contra Costa Transition Team,which delivers"Rapid Response services"_such as confidential,quick response and assistance with government regulations to employers and employees confronting cutbacks or possible business closure. 4 In the Board's December 2004 application for additional Rapid Response funding, it set forth plans to initiate two economic studies. One study will focus on job dislocations in a weakening economy and one study will focus on job dislocations in a "thriving" economy. The results of these studies will provide important information to the Board so it can shape and implement more effective and efficient dislocated worker services and Rapid Response strategies. The Board's Rapid Response Division is also creating a countywide database to track business layoffs and closures so that it can better address downsizing issues. The Board is very focused on developing"layoff aversion"strategies to help businesses avoid layoffs or mitigate the adverse economic impact on individuals within the community. (The Board was awarded$230,766 in Rapid Response funding in March 2001, a $130,766 increase over the prior year.) The Board has requested a similar amount for Program Year 2001-02. Under the Act, the Board, through its Youth Council, has restructured in a fundamental way the manner in which workforce development services are provided to youth. Under the former Job Training Partnership Act, youth were served primarily through short-term summer employment programs. Congress, in enacting the Workforce investment Act, mandated a significant change in the delivery model for providing youth services. Instead of providing short-term employment and training programs, Congress required workforce investment boards to provide much more comprehensive, year-round, services to youth, 14 to 21 years of age. This has resulted in the Board using its Youth funding to provide services to fewer youth so it could ensure that the services provided result in the intended outcomes. The Youth Council's strategic plan includes an objective to increase the, coordination and integration of youth services in the county to expand the number of service providers and increase the number of Youth Services funding sources. During the past year youth services were provided by the Contra Costa County Office of Education. The Board, through the Office of Education, served 200 youth through its Workforce Investment Act-funded Youth Development Services, of which 46%were from East County, 27%from Central County and 27% from West County(see'Attachment 4), The Youth Council is currently developing and implementing strategies to further enhance youth development services in both Central and West County, where it is recognized that more services should and can be offered. The Youth Council has adopted a strategy to develop much closer relationships with the Richmond Workforce Investment Board and local community and faith-based organizations that are well positioned to meet the needs of older youth within the more economically challenged areas of the county. The Youth Council articulated in its Strategic plan a need to increase the quality and quantity of youth services equitably across the County. This could include examining the present level of youth services in North Richmond,the Monument Corridor in Concord, and the Bay Point community in Fast County. PERFORMANCE MEASURES ANt3 O TCMffiS The Workforce Investment Act prescribes 17 performance measures for local workforce boards and their One- Stop operators to meet (see Attachment 5). Adults, dislocated workers and older youth (ages 19 to 21) each have four performance outcomes related to entered employment, 6-month employment retention, 6-month earnings change, and employment and credential rates (e.g., completing post-secondary education). Younger youth (ages' 14 to 18) have three performance outcomes related to skill attainment, diploma or equivalent attainment, and retention (e.g., participation in post-secondary education, advanced training, employment, military service or qualified apprenticeships). Finally,the Act requires two customer satisfaction measures: one relates to employer satisfaction and one relates to participant satisfaction. According to the State Employment Development Department, the final performance measures for Program Year 2000-01 will be made available to local Boards in November or December 2001. Preliminary results just received from the State Employment Development Department indicate the Board met or exceeded 11 of 15 measures that were reported. For comparative purposes,the State met or exceeded 1 I of 15 measures(these are the aggregated results of 50 workforce investment areas throughout the state); the Richmond. Workforce Investment.Board met or exceeded 9 of 15 measures;the Alameda County Workforce Investment Board met or exceeded 8 of 15 measures; and the Oakland Workforce Investment Board met or exceeded l I of 15 measures. The Board is currently exploring additional and potentially more meaningful measures of workforce development system effectiveness. The Board is coordinating with EASTBAY Works on this effort. 5 FISCAL REVIEW The U.S. Department of Labor is the primary source of workforce development services funding within the purview of the Board. Table 1 presents a summary of Workforce Investment Act funding for Program Years 2000-01 and 2001-02. (For a more detailed presentation of the Board's various funding sources, please refer to Attachment 6.) Table 1 Workforce Investment Act Funding Program Years(PY)2000-41 and 2001-02 Adult Dislocated Youth Rapid Ices onse Total Workers PY 2440-01 $1,384,212 $2,143,700 $1,069,252 $230,776 $4,827,940 PY 2001-02 $1,257,693 $1,791,534 $1,201,659 $230,776 $4,481,662 Funding -$126,519 -$352,166 +$132,407 $0 -$346,278 Difference Percent -9.1% -16.4% +12.3% 0 -7.2% .Difference As noted in Table 1,in Program Year 2001-02 the Board received an overall reduction in Workforce Investment Act fundingof approximately $346,000 (7.2%). As a result of recent Congressional action to take back previously allocated Workforce Investment Act funds, an additional reduction of$297,000 (7°la) is likely to occur later this year. Consequently,the Board is looking at a possible total reduction of$643,000 by the end of the current program year. The Board's Workforce Investment Act funds support the Board's operations, its four One-Stop centers, including facilities and equipment costs, the provision of core services and intensive services, such as skill assessment, career counseling, and job placement assistance, support services, such as child care,the financing of client training, on-the-job training, and work experience (see Attachment 7). These funds also support marketing and communications initiatives and the EASTBAY Works regional partnership between the Workforce Investment Boards of Alameda and Contra Costa Counties, and the cities of Oakland and Richmond. Due to significant"carry-over"funding from Program Year 2000-01,the Board's Program Year 2001-02 budget is healthy. Program Year 2002-03 will present some budget challenges for the Board because 1)the carry-over funds will have been largely expended, 2) Congress may entertain additional workforce development budget cuts, and 3) there will be fewer Welfare-to-Work dollars available. The Board's Budget and Systems Performance' Committee is beginning to develop a Program Year 2002-03 budget that will take into account these and other budgeting variables. Late last year the Board completed the closeout of its Job Training Partnership Act(DTPA) services. One issue that remains' outstanding is the acceptability of a recently submitted JTPA audit by Worldwide Educational Services (W1S)for Program Year 1999-2040, and the lack of an audit for Program Year 1998-1999. WES was the former Private Industry Council's largest contractor udder the DTPA program. The Employment and Human Services Department, the Board's fiscal agent, has scheduled a meeting with WES and the County's independent auditor,Macias, Gini and Company, for the week of October 15 to resolve this matter in a manner consistent with applicable federal auditing standards and regulations, the contracts under which DTPA services were provided,and the expectations of the fiscal agent and the Workforce Development Board. 6 Table 2 is a summary of funds and expenditures for the Workforce Development Board for Program Year 2000-01. (See Attachment 8 for more detailed information.) As with most Workforce Investment Boards across the country, the Board under spent its first year allocations of Workforce Investment Act funding. (Workforce Investment Act funding is allocated for a two-year period - hence you have two years to spend the money. Historically, the former Private Industry Council tended not to expend all of its first year JTPA funding; hence carry-over funds were usually available. The spending pattern of the Workforce Development Board appears to be following this historic pattern.) There are four basic reasons for the under spending of the Board's Workforce Investment Act funds. First, since Program Year 2000-01 was a transition year - moving from programs funded by the Job Training Partnership Act to programs funded by the Workforce Investment Act- the "ramp-up" period slowed down expenditures, particularly in the area of job training where an entirely new training and enrollment process was created and implemented. (This experience is similar to the County's experience in implementing its CalWC7RKS and related welfare-to-work programs.) Second, the Board had a significant amount of DTPA carryover funds. Most of these funds had to be expended before Workforce Investment Act funds were accessed(first in-first out accounting). Third,the very strong economy resulted in fewer clients accessing intensive services(those services that require more time and resources per client)and job training, on-the-job-training and work experience. Fourth, approximately $700,000 in contractor demands for Workforce Investment Act services were not submitted until late in the program year. These demands have not yet been paid because of financial accounting questions the fiscal agent has with the contractor. Table 2 Summary of Total Revenues And Expenditures Program Year 2000-01 5,�nurce of Revenues Revenues Expenditures Variance Percent spent JTPA Carryover $1,348,613 $929,171 $419,442 69% Workforce Investment Act $4,827,940 $2,634,012 (a) $2,013,152 55% Welfare-to-Work $2,465,347 $1,093,008 (b) $1,372,339 44% Non-Department of Labor $391,893 $391,893 $0 N/A Other $2,294,019 $150,492 f $2,143,526 7% Total finding $11,352,811 $5,198,576 $6,154,235 54% Notes: (a) As earlier noted, Workforce Investment Act funds are allocated for two years, and must be 801%6 obligated for each year. The total expenditures noted here do not include accruals, such as approximately $700,000 in contractor demands for Workforce Investment Act services. (b) This expenditure trend is consistent with the national trend of under spent Welfare-to-Work funding. In addition, the ramp-up period took much longer than anticipated, and establishing the financial management protocol and responding to shifting the regulatory requirements were more cumbersome and time consuming than foreseen. We are now in an operational mode to fully expend these funds. (c) These funds are derived from a U.S. Department of Labor H-IB Healthcare grant received by the Board on behalf of 13 Northern California Workforce Investment Boards and their workforce development partners. The Board is the fiscal agent for these funds on behalf of its partners in Northern California. 7 MAJOR ACCOWLISHN ENTS OF THE BOARD Below is a hist of some of the Board's major accomplishments during its first year of operation. The Board considers this first year a "transition year" because it devoted significant time to transitioning the workforce development system from the former JTPA model to the Workforce Investment Act model. The Board: • Created an entirely neve Workforce Development Board to replace the former Private Industry Council, and had this new Board certified by the Governor. • Successfully transitioned the County's four One-Stop centers' operations from Job Training Partnership Act'-based services to services mandated under the Workforce Investment Act in a manner that had minimal interruption of services to clients. • Established a consortium of the Board's One-Stop mandated partners to operate the One-Stop centers. • Completed establishing the policy and operating infrastructure to successfully evolve the County's former youth services program under the Job Training Partnership Act-based model to a coordinated and comprehensive service model that comports with the Workforce Investment Act. • Developed and had certified by the Governor the County's Workforce Investment Arca Five-Year Strategic.Plan. • Furthered the integration of Small Business Development Center services within the One-Stop Business and Career Centers to better meet the needs of existing and start-up small businesses. • Developed new marketing and communications material to help position the Workforce Development Board as the primary venue for the formulation of workforce development policies within the workforce investment area. • Secured a $2.2 million U.S. Department of Labor H-IB grant on behalf of 13 Northern California counties and partners to work with Kaiser Permanente and SEIU 250 to provide skill upgrade training to various health care professionals, and to provide career avenues and training for economically- disadvantaged individuals within the county. • Secured, along with its partnering applicants the workforce investment boards of Alameda, Monterey, San Benito, Santa Clara.and Santa Cruz counties, a$2.7 million grant related to the Governor's "Aging With Dignity Initiative" for ensuring that California's communities have the well-trained caregivers necessary for all levels of care for the state's aging population, ensuring that communities have the well- trained caregivers necessary to provide continuity of care for California's long-term care needs;and that caregivers have employment opportunities, not only for entry-level occupations, but for professional development and career advancement into more highly skilled occupations. • Issued the annual Occupational Outlook and Vocational Training Directory of Contra Crista County for 1999-2000. • Secured $230,766 in State Rapid Response funding, a $130,776 (130.7%) increase over the previous year. • Significantly improved its working relationship with the City of Richmond Workforce Investment Board, and is currently preparing a "Letter of Cooperation" to work more closely on workforce development issues, particularly in the North Richmond area. The two Boards are working closely on 1) a Young Offenders Grant application(to be filed in October 2001), 2) improving coordination on the provision of youth and adult services in the North Richmond and West County area,and 3)participating in an apprenticeship training initiative in North Richmond. 8 CHALLENOU AND OffgRTUNITIES BEFORE THE 130ARD With the transition year behind the Board, its energies will now be focused on various challenges and opportunities to farther evolve the regional workforce development system within the County. Below is a list of some of the major challenges and opportunities before the Board. Assessing service uaos. Both the Board and the Youth Council are beginning to evaluate service gaps for adults and youth customers. From these assessments will come new policies that 1) enhance workforce development services to those customers who are in most need of services, and 2) result in more efficient and effective deployment of both the Board's resources and those resources of its One- Stop and other community partners. Future funding and resource allocation. Assess how best to deploy the declining amount of Workforce Investment Act funding in a manner that will best meet the needs of the Board's various customer bases throughout the county and sustain the existing workforce delivery system and its One-Stop centers. Data Acquisition. Currently,there is both a statewide and local recognition that workforce system data acquisition and evaluation is inadequate. It takes too long to receive the data and respond to it through policy and operational adjustments. Some data takes 12 to 18 months to receive; much too long to be of any policy value to the Board. Hence, the Board is now discussing how best to acquire and evaluate through various database systems workforce development system information that will allow it to 1) better understand the effectiveness of its services and policies, 2) review and evaluate on a real-time basis workforce development data, and 3) develop policies that will evolve the workforce development system in a manner consistent with the direction set forth in its strategic plan. Board recruitment and retention. During the first year of operations,the Board had nine resignations,of which seven were business representatives, one was from an economic development organization and one was a mandated partner. As noted recently by the Internal Operations Committee, there is an imbalance on the Board with regard to geographic representation. The Board is working with the offices of County Supervisor John Gioia to recruit more business representatives from West County. The Board as approved the nomination of Mr. Jack Welsh of MSC Pinole Point Steel, Inc., (nominated by,the Richmond Chamber of Commerce) for the Board of Supervisors' consideration. The Board has received an application from a Hospital Administrator from Kaiser Permanente in Richmond. Board members from West County have been asked to identify qualified candidates for appointment to the Board. The Board is also working to increase representation from East County. WorkforceDevelopment Partners. Both the Board and its Youth Council have recognized a need to accelerate the development and nurturing of new workforce development partners throughout the county. Through the evolution of these new relationships, the Board hopes to 1) expand access to financial and other resources to better meet the needs of the Board's customers,2)expand the portfolio of service providers serving the Board's customers, and 3)-help share the growing costs of providing workforce development services to the county's growing population. The Board is focusing on local community- and faith-based organizations, school districts and other training providers, and local business and economic development organizations, such as chambers of commerce and industrial associations. The Board is also working much more closely with the Richmond Workforce Investment Board on coordinating and partnering on workforce development initiatives to benefit West County. Attachments 9 Attachment 1 t`�E��caun AGF' % fi L Mt e� RONALD A. WETTER UECU VE DIRECTOR Sepleinber t,M]. W Board Membership p Kosten 2000-2001 Acosta,Mary Anne Union Batik of California Term Expires: Vice President&Manager 1555 Mount Diablo Boulevard Walnut Creek,California 94596 Phone: (925)945-8067 Fax: (925)945-8684 Committee Assignments: Executive Babiak,Pedro Lighthouse Computer Group Term Expires: President 838 Escobar Street Martinez,California 94553 Phone: (925)335-5125 Fax: (925)228-5515 Committee Assignments: Workforce Systems Barone,Anthony Clare Computer Solutions Term Expires: President 2580 San Ramon Valley Boulevard,#B 107 San Ramon,California 94583 Phone: (925)277-0690 ext. 14 Fax: (925)277-0694 Committee Assignments: Business Services,Executive Beck,Bob CCC Adult&Continuing Education Coordinating Council Terni Expires: President 1151 Stoneman Avenue Pittsburg,Califomia 94565 Phone: (925)473-4460 Fax: (925)473-4470 Committee Assignments: Communications and Community Relations Bernet, Barbara Neighborhood House of North Richmond Term Expires: Erecutive Director 305 Chesley Avenue Richmond,California 94801 Phone: (510)235-9780 Fax: (510)235-3112 Committee Assignments: Youth Council,Executive in order to respect Board members'privacy,e-mail addresses are not disclosed in this publication. tfyou wish to rend an e- mail to a member,please contact them directly for that information. iVorkforcc,Dei=elt)pttteizt Boardgf GC Cowity Confliickntial Memberrizip,Roster 2000-2001 Se1ueniber 1, 2001 Best,Linda CC Economic Partnership Term Expires: Executive Director 1001 Galaxy Way#102 Concord,California 94520 Phone: (925)681-3266 Fax: (925)681-3269 Committee Assignments: Communication and Community Relations, Executive Caverl,At Vets Memorial Association of El Cerrito,Inc. Terns Expires: Board Chairman Post Office Box 333 El Cerrito,California 94530 Phone: (510)528-4381 Fax: (510)669-9929 Committee Assignments: Business Services Colon,Torry CC County Community Services Department Term Expires: Director 2520 Stanwell,Suite 200 Concord, California 94520 Phone: (925)646-5910 Fax: (925)646-5904 Committee Assignments: Business Services Costa,Joseph E. Crockett Award&Trophy Services Term Expires: Owner 1525 Pomona Crockett,California 94525 Phone: (510)787-1507 .Fax: (514)787-1433 Committee Assignments: Workforce Systems CuUefn,John CC County Employment&Human Services Department Term Expires: Director 40 Douglas Drive Martinez, California 94553 Phone: (925)313-1579 Fax: (925)313-1575 Committee Assignments: Budget and Systems Performance -2 - to order to respect Board members privacy, e-mail addresses are not disclosed this publication. ZO ou wish to send an e-mail to a member,please contact them directlyfor that information.. f lorkforce.I�eve19 ;trent Board of CC' Coun v Confidential Mimbersh! Roster-2000-2001 September 1, 2001 Duong,Jahn Quoc —Resignation Pending-- Term Expires: Durst,Effie C. Dow Chemical Company Term Expires: Human Resources Business 901 Loveridge Road Partner Pittsburg,California 94565 Phone: (925)432-5601 Fax: (925)432-5598 Committee Assignments: Communications and Community Relations Fenley,Michael Hilltop Mall-;Management Office Term Expires: General Manager 2200 Hilltop Malt Road Richmond,California 94846 Phone: (5 10)223-6900 ext. 8 Fax: (510)223-1453 Committee Assignments: Youth Council Foley,Richard --Resignation Pending— Term Expires: Gallup,Lisa RaymondJaynes Financial Services Term Expires: ,Financial Advisor 9694 Tareyton Avenue San Ramon,California 94583 Phone: (9.25)828-2022 Fax: (419)821-8681 Committee Assignments: Budget and Systems Performance,Youth Council,Executive Clover,Bob Martinez Area Chamber of Commerce Term Expires:, Executive Director 620 Las Juntas Street Martinez,California 94553 Rhone: (925)228-2345 Fax: (925)228-2356 Committee Assignments: Business Services Goglio,Joe Central Labor Council Term Expires: Director cif AFL-CIO Community 1333-E Pine Street Services Martinez,California 94553 Phone: (925)372-8648 Fax: (925)228-0224 Committee Assignments: Workforce Systems,Youth Council - 3 - In order to respect Board members`privacy, e-mail addresses are not disclosed this publication. Ifyou wish to send an e-mail to a 13i"c rylcfor~ce Bert=elo rrre>zt 73ocrrct of CC C«urttt Con tdendal Uembersliip Roster 2000-2001 S'cpteniher 1. 2001 Guerrero,J. Ernie La Tapatia Mexican Restaurant& Cantina Term Expires: Proprietor 1802 Willow Pass Road Concord,California 94524 Phone: (925)685-1985 Fax: (925)685-0849 Committee Assignments: Workforce Systems Hall,Bruce Bruce's Sun Valley Car Care Term Expires: President 625 Contra Costa Boulevard Concord,California 94523 Phone: (925)687-5353 Fax: (925)798-9483 Committee Assignments: Communications and Community Relations Kennedy,Jim CC County Community Development Department Term Expires: Director 551 Pine Street,5th Floor-North Wing Martinez,California 94553-0095 Phone: (925)335-1255 Fax: (925)335-1265 Committee Assignments: Communications and Community Relations Kilpatrick,Tarn USS-POSCO Industries Term Expires: Ad ager-Human Resources 900 Loveridge Road Pittsburg,California 94565 Phone: (925)439-6191 Fax: (925)933-8179 Committee Assignments: Executive Manning,Becky Civic Bank of Commerce `Perm Expires: Regional Vice President do 742 Bancroft ti Manager Walnut, Creek, 94598 Phone: (925) 817-2204 Fax: (925)974-8525 Committee Assignments: Workforce Systems Martin,Judy Employment Development Department Term Expires: Employment Program Manager 363 Civic Drive Pleasant Hill,California 94523 Phone: (925)642-1577 Fax: (925)689-3378 Committee Assignments: Business Services _4_ In order to respect Board members'privacy, e-mail addresses are not disclosed this publication. Ifyou you wish to send an e-mail to a matnhPr nleasecontact them directly for that information.. Workforce Develo !trent l�`oard E{C:C' County Corgi 'deMembership Roster. 000-2001 September 1, 2001 Movers Moore,Kathi Department of Rehabilitation,Pleasant Hill District Term Expires: District Adrrrinistralor 1485 Enea Court,Suite 100 Concord,California 94520 Phone: (925)602-3990 Fax.: (925)689-1797 Committee Assignments: Budget and Systems Performance Ovick,Joe Contra Costa County Office of Education Term Expires: Superintendent refSchools 77 Santa Barbara Road Pleasant Hill,California. 94523 Phone: (925)942-3432 Fax: (925)472-0875 Committee Assignments: Workforce Systems Perms,Randy Bay Alarm Company Term Expires: Director of Operations 925 Ygnacio Valley Road Walnut Creek,California 94596 Phone: (925)940-2378 Fax: (925)940-2328 Committee Assignments: Workforce Systems Prieto,Juan Francisco California Human.Development Corporation Term Expires: Family Development Specialist 7351 Brentwood Boulevard,Suite F Brentwood,California 94513 Phone: (925)240-0803 Fax: (925)240-0907 Committee Assignments: Business Services Robinson,Kathleen Robinson&Associates Terra Expires: PrincipallPresident 3255 Santa Paula Drive Concord,California 94518 Phone: (925)676-9644 Fax: (925)825-2868 Committee Assignments: Workforce Systems,Executive Rubenstein-Hoxie,Cara Rehabilitation Serwtca of Northern California Teras Expires: President&CEO 490 Goll`Club Road Pleasant Hill,California 94523 Phone: (925)682-6343 ext,390 Fax: (925)682-6375 Committee Assignments.- Workforce ssignments:Workforce Systems,Executive - 5 - In order to respect Board members privacy,e-mail addresses erre not disclosed this publication. Ifyou wish to send an e-mail to a nnwtnrf fham rlirarlltf rnr th.11 i»/nrasirrl n» Wm race Development Board of CC Couq), Confidential Membership ship Rover 2000-2081 S'¢t�teitier 1, ?loll Sakamoto,John R. Eichleay Engineers Inc.of California Term Expires: Vice President 1390 Willow Pass Road,Suite 600 Concord,California 94520 Phone: (925)689-7000 Fax: (925)689-7006 Committee Assignments: .Business Services Shipp,Brenda ,Star Med,Inc. Term Expires: Branch Manager 2351 Powell Street San Francisco,California 94133 Phone: (800)676-7078 Fax: (415)296-8862 Committee Assignments: Budget and Systems Performance Spence,Charles CC Community College.District: Term.Expires: Chancellor 500 Court Street Martinez,,California 94553 Phone: (925)229-1000 ex. 1210 Fax: (925)370-2019 Committee Assignments: Business Services, Executive Thorpe,Edward —Resignation Pending-- Term Expires: - 6- In order to respect Board members'privacy,e-mail addresses are not disclosed this publication. Ifyou wish to send an e-mail to a member,please contact them directly for that information.. Attachment 2 s 13 a • v c Qy 3 N ria ` r' �. +rt. 5`* > V L er t.? j QJ v VIS ref * X� r� d t , p v C. ' ami ani n. ami �� r !r o :Y w cif} dtsn U tM o 0 Oc bo 4.0 e. =: 0 w n « 0 d3 u L) r^ WA rz .ON .0 41,? � , suCy `� ` C U 0 °s lag Rz Its 0 E. LI E O C> _ v Attachment 3 One-Stop System Customer Activity & Demographic Information Overview ' July 1,2400 through June 30,2001 Universal Customer Information Overview • Almost 7,000 Universal Customers were served through June 30, 2001. • TheContra Costa County One-Stop System is used an average of 838 times per week. • Approximately 16%of Universal Customers attended orientations for mandated partner programs. • Over 20%of Universal Customers attended skill-building and informational workshops. • Universal Customer Demographic Information Highlights: 80%are between the ages of 22 and 54; 56%reside in East County; X 49%possess a high school diploma or GED; ■ 57%are unemployed;. a 54%claim an annual income of$12,800 or less; a 6%are disabled; 0 6%are veterans. Workforce Investment Act(WIA)Client Information Overview • Almost 400 eligible WIA clients received on-going case management and associated program services through June 30,2001, 189 in the WIA Adult program and 192 in the WIA Dislocated Worker program. • Approximately 40'/o of WIA enrolled clients participated in training activities. • Approximately 19%of MA Adult clients are receiving public assistance,while only 2%of Dislocated Workers are receiving public assistance. • Approximately 10%of WIA Adult clients are disabled. • Approximately 5%of WIA Dislocated Worker clients are disabled. • Approximately 3%4%of all"WIA clients are veterans. Welfare-to-Work(WtW) Client Information overview • Over 300 eligible WtW clients received ongoing case management and associate program services through June 30,2001. • Approximately 53%of WtW enrolled clients participated in training activities. • Approximately 51%of WtW clients are between the ages of 18 and 35. Approximately 3%of WtW clients are disabled. WIA Adult Client Demographic Information July 1, 2000 through June 30, 2001 San Pablo Concord Pittsburg Brentwood Total % of Total Gender Male 16 14 14 ill 55' " 35% Female 20 40 16 26 102 65% Age Group 21 &under 2 0 1 7 10 6% 22-54 27 50 28 24 129 82% 55&over r 7 4 1 6 18 11% Ethni!Rq White 8 28 7 8 51 32% Black. 14 10 16 2 42 27% Hispanic 9 8 6 27 50 32% Asian 5 4 1 0 10 6% American Indian 0 1 0 0 1 1% Pacific Islander u 3 0 0 3 2% Caber 0 0 0 0 0 0% Residency West County 36 3 0 0 39 25% Central Coun!y 0 46 0 1 47 300 Bast County 0 4 30 36 70 45% Other 0 1 0 0 1 1°la Education 11th Grade or less 5 2 4 10 21 13% HS M orna or CLEC? 31 52 26 27 136 87% Student-Past HS 0 0 0 0 0 0%o Ern to merit Status Employso 2 10 2 0 14 9% Unemployed 34 44 28 37 143 91% Lather Income Level LOW(<$12A09) 31 38 30 31 131 83% Medium $12,801-$25,590) 4 9 0 6 19 12% High{> 5,5a1 1 6 0 0 7 4% Public Assistance 4 9 10 7 30 19% Disabled 3 3 41 515 10% Veteran' 1 3 3 0 7 4% WIA DislocatedWorker Client demographic Information July 1, 2000 through June 30,20tH San Pablo Concord Pittsburg Brentwood Total % of Total Gender Male 7 15 8 17 47 28% Female 28 53 16 25 122 72% Age Group 0 21 &under 1 0 0 1 2 1% 22- 4 29 58 18 37 142' 84%d 55 &over 5 10 6 4 25 1 % l thnici White 16 46 14 26 102 60% Bleck 7 4 2 1 14 8% His nic 8 6 . 4 15 27' 16% Aslan 5 13 3 0 21 1201a American Indian 0' 0 0 0 0 00/0 . Pacific Islander 4 0 1 0 5 3% Other 0' o 0 0 0 0% Residency West Cou 35 1 0 0 36 21% Central County 0 57 1 1 59 35° East Court 0 5 23' 40 68 40% Other 0 5 0 1 6 4% Educetlon 11th Grade or less 3 3 0 5 11 7% HS Dl o a or GED 31 65 24 37, 157 93% Student-Post HS 1 0 0 0 1 1% Employment Status Em to ed 0 0 0 0 0 0% UneM» 2 ed 35 68 24 42 169 100% Other Income Level Low tMEM0 3 7 21 7 19, 11% Medium($12,801425,590) 29 42 15 22 108 64% High(>$25,591) 3 19 7 ' 13 42 26% Pudic Assistance 0 0 1 2 3 2% Disabled' 3 2 01 4 9' 6% Veteran 0 012 3 51 3% Attachment 4 e Jr., r� CL 44, w w o°`, e s .yF�a. t iMa -- Y 3 n ,+Y,a46.,l '.. l +q'�l.'SS `tv f�,. ��k� ; Y��Sa}t-�j��t{•. .j.7' Aw•aJ r=-�•ca274r.».v.42�.c .w,..�..-_r ia.-..r.�&<.S�.M1 ...,,:i..,w.-.v.ia:^�,> � 1 y��„� "';y„t tF�fi�Dwy� �°" fi� 5 4�a Di a 4 }' Fxs d9z,�" T" gig# ° t �r �§� ,.��.�,a�.�,....��h Y N' a;,�$� �;e^t4 �d��ii' t�'t t D�F ��#t �• �,�, '� A � �$ i. k � 61¢3 �a��.(4.l g'�• }� ` f tau +c � ;"��t ��a�; a�"�xa,�a#�• rfS tiy�� � yixE�� ;t �,��, c � +R d'�t" < - s 2•y E-�,� -Z(n g,x•€ a;. '�ds�S days t u�qµ,..�'�• W/� `i14 � �� ( +n Y,+� � L ^+v,3 .�,� S•.w'iDM- A�'� • S'asia5.l.aia..t.'iU:}«9t.YY��.�.bi.�l�'lu..usv.w,s";v.� ; ��s+ �£ 1^ � "PF �y,,,°I}�' flt a'. ;>tf3'� #r '�;'x�a%+ f'�. 3 q •� �'ta6��� � .moi � 7�I' ��t xn „Fps`. f� a'� 9} } f(#fr Mp; <�` ��d�T . �p.Cp Jf[.-a'�t{'f`�lr•at��;1� 1 h w� 41 '�cls�-��i ?,�''S�y� "^�'fS ��$�'��! ,���`` �,F•�s+�.,. ti� 1 � pia F t� �F�cS•p•'. k.. ti4"W•i'.' s a9�. ''+c� � X V� � c + a'faG,a� 72 a �a a� �y� 5:•� as A 4 IT3ri3Si yak 44�q� i` ''"qty w w 0 • s #h u to s • r • • • � r § 4:4 �fR,k,�'# tz�`'�u t i "•2 «€ ]s�f� `��"]� �� � �R d rt f}4"n.""' t x Y l i rw 7 c Mf 711 +vt� 7-77 nn it '` §fit>w l�`E y !�{ Wa;a y s.. 2 g a 5 K J tt'{'3;}t •t�it'P 4 fi� r3 6 ,✓ ,�'"9AFsi..' "4.�^S of, s gipp' S a.? attJ�tsiti>,•'' *.,.. y;{ troy } ti.n �:?e� y�.t , r'^ zP { � 7 w► 4az„3� Shy {a 5 > WINe=�'Kit ^', « Nr �` « • xgggIgg, -- I - 't}'t .. V}� kA ot+' ' E vx z MIll fm P4 V ff�a� �}■.'ti �,�� � s x �� - � Kid 3c*� ��.� �i ij_ 1} k v .�. _ ffNf . f w +n ® a Attachment 5 WIC. Required Indicators is Four core indicators for Adults,Dislocated Wrkrs,Youth ( .9-21) Entered Enployment 6-Month Retention 1 6-M6nth Earnings Change Employment&Credential Rate ■ 'Three core indicators for Youth (1448) Sldll Attaimmt } Diplotna orEgMvalentAttamment Retention Two metamer satisfaction.measures Employer Satisfaction 2 Participant Satisfaction 15 WU Required Indicators •These are ML-rite.indicators •'They may not tell your story or adegc :telt'refect the health ofyour" organization and programs •For example,what about.... ► Referrals wross progm s(e.g.,processes) IndMdLW On top Center performance ► Performance relative to "corm &' Attachment 6 t f i s t t t t t 1A 44 � w vs► #Ar #� iA 64 re3 W h ui to r ro 6 i S N 0 10 U. ! Vw w #+� Ce $fk N$ ► �► 64 69 y} 64 �l } tM �w�r !'� �} � U. "6% 41 to " 0 � 6%6& tib 63 44 � � cc gal a ILt u tTt 3X � w9IyX/, ���y V- 1"; fL y�� 40w �'I �p y� yy, y,� {�, y� may,, Y�� 69 4�4 4 46 E N 4 OM -SM �- C0 to C 0395 N t� tONr �» !t�} t" t; a t vj ui M 0i �= c`i rz V °0 44 sa a to ms + <4% rr Qwv% 651 V* I&I"t ow " pus 44 c� d m ► C N.., C4Iw 0 Mtl. C�i � C> t'7C�} L3f�l34 � � tx14� W � t�i3 Attachment 7 Workforce Development Board of Contra Costa Prellminary Budget overview(Core Funding) Program Year 2001-02 [revenue PY 2001 $ 5,540,483 PY 2000 Carry-Over $ 3,285,425 Total Revenue $ 8,826,909 Current Obligations/Planned Expenditures WDB, Policy Support $ 1,263,836 One-Stop Centers $ 907,500 One top Operator $ 2,027,365 CCC Office of Education $ 630,000 Out-cif-School Youth $ 270,000 SBCMC $ 100,000 Oakland Private industry Council 100,000 Aiternative Transportation Project $ 64,000 .lUlI Match/Support $ 60,000 WtW Support Services $ 400,000 Worldwide Educational Services 350,000 Marketing $ 200,000 Eastl3ay Works Cost Sharing $ 150,000 Participant Training $ 500,000 EHSD Overhead Charges $ 250,000 Total Obligations/Expenditures $ 7,272,701 Balance $ 1,564,208 f. Description of Current Obligations/Planned Expenditures • WDB Policy Support Costs: includes WDB staffing costs, WDB staff facilities casts, WDI3 5na slaff frNWelcos s, membership fees, WDS meeting space rental, etc. • One-Stop Centers. facilities casts for the One-Stop Centers, including mases, utilities, alarms, equipment rental/purchase, etc. Also includes a 10% add-on for potential build out of new space in East County. • One-Stop Operator: staffing, equipment, supplies, etc. for the current One-Stop Operator. CCCOffice of Education: funds obligated by the WDS for services to in-school youth. Out-of-School Youth: funds set aside by WDB to procure services to out-of-school youth. SEDC: funds obligated by the WDB to the Small Business Development Center. Oakland Private industry Council: includes $50,000 in WtW funds for supportive services a a ase eve opmert require by grant) and $60,O00 in WIAIWt N funds for contracting/processing/payment services for clients in training. Alternative Transportation Project: funds several transportation expansion and education efforts (required—by gran L.MI'Matcl /Support. based on historical data. $40,000 match of WDB funds required by tM!'co" ffiracf'wi State EDD. Additional $20,O00 funds expansion of Occupational Outlook Report and other labor market research and activities. WfVV Support Services: funds set aside by Wd8 to procure support services for WtW c leri r Ziw—afflVy WDS, funds will be designated to Operator for contract negotiation and coordination inatiC n of services in One top Centers. Worldwide Educational Services: estimate of funds awed to Worldwide for services reficeiR to wtvv clients- using Program Year 2000.01. * Marketing. estimate based on past 3 years data. Used to Band marketing coordinator p6s'ifio`n tVDB marketing materials and events, {ane-Stop system marketing materials-and everts, etc. . EastBayWork Cost Sharing: estimate of WDB share of EastBay Works regional system suppo cos ._InEludbis SmartWare support staff costs,technology support costs, regional training, regional Brant writing efforts, etc. Participant Training: estimated cost of ITA, OJT, Customized Training, and Work xperren oir e_nrolled clients. PY 2000-01 average training cost. $3,100. * EHSD Overhead Charges: includes County support costs for contracting services, fiscal serviie—es, 'pSyroll serve, Auditor-Controller services, etc. Attachment 8 X z - aram 0 0 0 t° lw v� sa > m CL 0Z 0Z � 0-0, w � tr � zw � m o C a m c m c � ° � o a- = ° =* tem $ ps0x CO60t 0 s�. 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