HomeMy WebLinkAboutMINUTES - 06231992 - H.3 H. 3
THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA
Adopted this Order on June 23 , 1992 by the following vote:
AYES: Supervisors Powers, Fanden, Torlakson and Schroder
NOES: None
ABSENT: Supervisor McPeak
ABSTAIN: None
SUBJECT: Presentation of Jim Hicks, AFSCME on Social Service
cutbacks.
Jim Hicks, Business Agent for AFSCME Local 512, appeared
before the Board and discussed cost saving ideas for the Social
Service Depart, suggesting alternate ways of reducing the Department' s
budget to avoid the Phase II staff reductions.
He submitted the attached sheet showing proposed Phase II
cuts, which, he advised, would result in cutting 12 female employees
and no male employees.
Mr. Hicks also submitted the attached report and
recommendations on Budgeted Vacant Positions, Positions Funded in
Other Departments, Contracted Services, Non-Mandated Programs, Program
Implementation, Operational Streamlining, and Social Services Staff
Hours/Costs.
Mr. Hicks requested the combining of Phase II and Phase III ,
and that the Board look at the ideas listed on the attached report,
that the County work together with Local 512 .
Vice Chairman Schroder expressed the Board' s appreciation
for Local 512 ' s cooperative attitude and effort in the situation that
exists today.
Supervisor Torlakson suggested eliminating the issuance of
food stamps and redirecting the savings into job training.
The County Administrator expressed his appreciation to Jim
Hicks for working with him during these difficult budget times.
IT IS BY THE BOARD ORDERED that the comments and
recommendations of Jim Hicks, AFSCME, on Social Service cutbacks are
REFERRED to the County Administrator and Social Service. Director.
1 hereby certify that this is a true and correct COPY of
an action taken and entered on the minutes of the
Board of supervisors on the date shown.
cc: County Administrator ATTESTED: 2.3. 9 9
Social Service Director WIL SATC1 ' OR,clerk of the Board
of supervisors and`County Administrator
Sy OL U V Deputy
RECEIVED
PHASE II CUTS
JUIN 2 31992
CLERK BOARD OF SUPERVISORS
CONTRA COSTA CO.
UNREPRESENTED MANAGEMENT
..: ..
Class�fieation #Tatal # Female #:Male : Budgei Cuts:::
Director F1,
0 1 0
Assistant Director 1 2 0
Systems Officer 0 1 0
Personnel Officer 1 1 0 0
Director of AAA 1 0 1 0
SS Fraud Prevention Manager 1 0 1 0
Division Managers 15 7 8 0
Computer Coordinator 1 0 1 0
Administrative Service Assts 4 1 3 1
AAA Administrative Services Assts 8 7 1 2
Personnel Service Assts 2 2 0 0
Fraud Unit Supervisor 1 0 1 0
Appeals Officers 5 4 1 0
TOTAL 44 23 21 3
REPRESENTED MANAGEMENT
Classfieation # Total #`Femafe #:Male Budget Cuts
Program Analysts 21 20 1 7
Systems Analysts 5 4 1 0
Eligibility Work Supervisors 42 39 3 0
Social Work Supervisors 35 25 10 1
Clerical Supervisor 13 13 0 2
[TOTAL 103 88 15 10
Management cuts in Phase II by sex:
Female: 12
Male: 0
ATTACHMENT
INTRODUCTION
Local 512 submits this alternate proposal outlining cost savings to avoid the Phase II staff
reductions.
We agree with the Department's position that cuts should not impact line staff. After
reviewing the Department's recommendation to eliminate seven Program Analyst positions,
we believe line staff will be severely impacted. Program Analysts exist to serve line staff.
Program Analysts act as liaisons to the State Department of Social Services, to other County
Departments, such as Health Services, Probation, County Counsel, and liaison to community
groups.
Program Analysts provide line staff with needed information to do their jobs. The Program
Analyst is expected to be the expert in their program and ensure that the program is properly
implemented by monitoring law and regulation changes, recommending actions, training
staff, developing procedures, formulating implementation instructions and assuring
compliance. This commitment of resources has resulted in Quality Control error rate
performance that consistently falls below the sanction level and is superior to the rate of most
other California Counties.
In developing our proposal, we looked at the services provided and in some cases made hard
decisions to eliminate non-mandated services. We know it is difficult to chose between
services for disabled adults, services for abused children, or drug and alcohol treatment. The
non-mandated services we suggest be eliminated fall well outside the statutory mandates for
Social Services and in some cases, duplicate the services already provided by other agencies.
The Department currently funds a drug/alcohol treatment program for General Assistance
clients. Social Service is not a drug/alcohol rehabilitation agency. Social Service is also not
a job training or employment agency for General Assistance clients. Other agencies exist to
meet these needs. We believe the Social Service Department must redefine its role and
purpose. Current service levels cannot be maintained with fewer staff and less support to the
line staff.
The implementation of all of the attached cost savings proposals will reduce county costs by
$3,574,922.
ATTACH=
Recommendations
Budgeted Vacant Positions
Recommendation:
Cancel all non-essential funded vacant 'tions in the department.
POSI
Program Impact:
None.
Fiscal Impact:
Cl—sification 0 of Ea.Ave Mo Salary Annual Savings 25% County Share
Plus Ba&dW
Various 57 $4,000 $2,736,000 $684,000
Does not include 5 EW Sup
or H wdfarefhaud positions)
............................ .........................
.. ....................................................
...............1-.1. . ......................... ..........................
... .....................................................................
Positions Funded in Other Departments
Recona-iteiiiation:
Cease funding of 3 positions in other departments(I at the Personnel Department and
2 at County Counsel).
Program Impact:
None for ASA in Personnel; for County Counsel, possible reduction in attorney staff time
for Juvenile Court.
Fiscal Impact:
classific-fion i of Month Salary Annual Savings
rodudes Benou)
ASA HI (Personnel) 1 $5,509 $66,103
Attorney(County Counsel) 1 $4,521 $54,252
Clerk(County Counsel) 1 $2,425 $29,099
... ........... .. . . .......
... ....... ...........11 ......................................1 ...................................1
............. .. ...........11::....................................I I........................................
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Contracted Services
Recommendation:
Reductions of personal service contracts. Also eliminate second welfare director from July through
November.
Program Impact:
Required work responsibilities to be transferred to Program Analysts where appropriate. Less
productivity in areas where analysts do not have sufficient time to complete all assignments.
Fiscal Impact:
If contracts are extended to 12 months, total annual costs would approximately$127,500.
Classification I of Told Contract
Costs
ASA 111 1 $12,083
Appeals Ofcr 1 $7,856
EW Sup 1 $7,723
Employ.Prog Coord 1 $11,134
Interim Director 1 $41,010
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Recommendation:
Reduce/eliminate contracts for translator/interpreter services.
Program Impact:
Translator/interpreter services should be provided by existing line staff who receive a
differential for there services. Evaluate current guidelines for the bilingual staff and
modify procedures to provide time for them to complete these tasks, such as:
When clients learn English, move them from the bilingual caseloads; reduce caseload
size; reduce number of difficult cases in caseloads.
Fiscal Impact:
TOW Contract 75%Reduction
Costs Savings
Contracts for Translator/Intrepreter Services $179,006 $134,250
ostSaIs Su Ta
..................
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J
Contracted Services (Continued)
Recommendation:
Reduce/eliminate contract for General Assistance Alcohol and Drug Diversion Services
(GAADS). Options for evaluation:
Health Services to pay 1/2 of costs to cover treatment portion of program;
Social Services to pay 1/2 of costs for testing and screening of clients.
or Reduce services by half.
or Testing and scoring services could be completed by a Program Analyst.
Program Impact:
Anticipated cost effectiveness of the program has not been achieved. Social
Service cannot afford to pay for services that are not effective. Though data is still
being collected, information to date shows savings of only 30% of total costs.
Fiscal Impact:
Total Contract 50%Reduction
Cosa
GAADS Contract $450,000 $225,000
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Recommendation:
Non-renewal of contract to eliminate GAIN expenditures to the Child Care Council for
administration of GAIN Child Care payments; transfer this responsibility to Social Service
Department staff.
Program Impact:
None, services continue to be provided, but by Social Service Department staff.
Costs for these services are exceedly high for administering GAIN child care
compared to adminstration costs paid by the department for SDE and Transitional
Child Care: Contract total of$465,372 includes$121,000 of administrative costs.
TCC staff could be untilized for payment issuances.
Fiscal Impact:
Total Contract Administrative
Costs Costs
GAIN Child Care Council Costs $465,372 $121,000
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Contracted Services (Continued)
Recommendation:
Remove collection of Food Stamps overissuances from the contract for the Office of
Revenue Collection.
Program Impact:
Improvement of rate collections, in meeting the timeliness requirements for beginning
collection activity, in the collection of necessary statistical data and greater control over
meeting adequate notice requirements(timeliness, completeness, language requirements).
We have been notified by SDSS with concern over the significant drop in our collection
rate(40% drop third quarter to third quarter 89-90 to third quarter 90-91.)
Fiscal Impact:
Tota!Contract Fstimated, Less staff apses Savings
costs FS portion if done inhouse
Estimated Contract 92-93: $250,000 $125,000 $70,000 $55,000
....Savings u
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Non-Mandated Programs
Recommendation:
Full scale evaluation and elimination of non-mandated programs such as:
Adoptions
Foster Home Licensing
Targeted Assistance for Refugees
Employment Services(GA/Work Programs)
In this evaluation, consideration should be given to
Programs not providing direct support to line staff(Adoptions and Foster Home
Licensing).
Non-mandated programs that can be provided by other agencies(Employment
Services and Foster Home Licensing)
Programs in overmatch status(Foster Home Licensing).
The Independent Living Skills program should not be reduced or eliminated due to 100%
funding. Food Coalition and Volunteer Services should not be reduced since they provide
direct services to line staff and/or clients.
Program Impact:
Staff impacted by reduction or elimination of non-mandated programs could be redistributed
to mandated programs and assignments.
Fiscal Impact:
Insufficient time to analyze costs.
=Cost Savings
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Program Implementation
Recommendation:
Immediately implement a fully functioning Early Fraud Detection and Prevention Program.
This program is funded at the 100% level from state and federal funds. The department
proposal was approved for funding and implementation for January, 1992.
Program Impact:
Supports existing line eligibility staff in accomplishing efficient, accurate, and timely
application processing. Supervisory positions would be held for staff threatened with
demotions.
Fiscal Impact:
Total program savings of$7,501,944. Administrative costs are 100% reimbursed with
exception of 1 Investigator. In September, 1991, a independent budget analyst report to the San
Franciscio County Board of Supervisors showed a total savings of•$4.71 per every dollar
spent and$9.29 savings for every general fund dollar spent, based on actual operation
of their early fraud detection program.
25% County
item Yearly Savings Share
Net Program Savings $6,486,068 $1,621,517
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Operational Streamlining
Recommendation:
Issue aid benefits once per month for AFDC(full monthly grant will be issued on the
first of each month).
Program Impact:
Currently part of the AFDC grant is issued on the first of the month and the remainder
on the 15th. More than 70% of the clients receive unequal payments with the midmonth
as low as$5.' Elimination of the 15th check would save some staff time in processing
requests for early.iWa se and lost warrants but may require additional staff time in .
dealing with problems of clients not successfully budgeting money to last through the month.
Fiscal Impact:
/ten Monthly Annual Savings
Savings
DP Mid Month Process $1,200 $14,400
Mailing (Postage) $4,700 $56,400
Warrant Stock(16,000 * .31)and misc. charges $4,960 $59,520
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Page 5
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Operational Streamlining (Continued)
Recommendation:
Redefine distribution systems so that regulation, procedural, and informational
materials are distributed to appropriate staff. Use computerized distribution lists to eliminate
unnecessary printing, delivery, sorting, and filing.
Program Impact:
The distribution codes for have become outdated resulting in overproduction of manual material.
Fiscal Impact;
/ton /of 1 of pstbucation Esanated a mess Estimated Cost/ Total estimated
pages per M0 copies/publ. Copy Me=Costs
Average publication 10 24 150 $0.40 $1,440
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Recommendation:
Reduce Central Service messenger deliveries to each office from twice per day to once per day.
Program Impact:
Reducing this service will cut the cost in half and still provide daily delivery. There will be
minimal program impact as most work is now done online. One added benefit of once
a day delivery would be freeing district mail clerks for other duties.
Fiscal Impact:
lean /of staff Total Mandy Charge Est. 1/2 Cost/mo. Annual Savin—'
Driver Clerks 3 13,031 $6,516 $78,186
if coded by Depart )
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Recommendation:
Close all Social Service Department offices one day per week.
Program Impact:
Several other counties(including Riverside, Solano, Mendocino)have realized significant
savings by closing office one day per week or one day every 2 weeks. To ensure savings,
staff would not be allowed to enter buildings. Flex hours would still be offered.
Fiscal Impact:
item Costs Estimated Estimate 1/S of
FY 92/93 Peed Costs Non fired costs
Building maintenance costs $1,901,756 $901;756 $200,000
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Page 6
Social Services Staff Hours/Costs
Recommendation:
Mandatory reduction by 16 work hours for all analysts and management staff. Time limited
to 6 months with renegotion in January 1993: Work haus reduction to be treated as .
Absence with Leave and all benefits to continue.
Program Impact:
Reduction/eliminiation of planned layoffs. Experienced staff will continue to work in existing
capacity but man hours(and costs)will still be reduced. Allows the department to plan
and train staff for positions expected to be vacated over the next few years through
attrition. Shares staff hour reduction with all management staff but does not directly
impact line staff or the delivery of services. Conditions:
1) Benefits remain at current levels, including retirement contributions and vacation and
sick leave accurals.
2) Temporary reduction in hours.
3) If attrition occurs or funds become available, hours would be increased to full time
before other items funded.
4) 9/80 schedule would continue. Additional time off would be taken on opposing
Fridays or Mondays.
5) Would only agree if all managment classes, including directors,also incur equal hour reduction.
Fiscal Impact:
CTassifuaaon B of Mo.Salary Sal/hr 16 hr./mo Staff•Mo.Sayings
Wo B-efirs) (173 hrs/mo) per Mo. for 12 monAs
Prog Analysts 21 $4,224 $24 $391 $98,446
Sr. Systems Analyst 4 $4,224 $24 $391 $18,752
ASA 111 5 $4,148 $24 $384 $23,018
PSA 1 $4,148 $24 $384 $4,604
AAA Staff.Asst 111 1 $4,467 $26 $413 $4,958
SS Appeals Ofcr 5 $4,058 $23 $375 $22,518
Dept. PC Coord 1 $4,123 $24 $381 $4,576
Dept Personnel Offic 1 $5,289 $31 $489 $5,870
Director, Offc on Ag 1 $4,790 $28 $443 $5,316
SS Computer Sys Ofc 1 $5,061 $29 $468 $5,617
Div Mgr 16 $4,790 $28 $443 $85,057
Asst Dir 3 $5,856 $34 $542 $19,497
Director. 2 $8,202 $47 $759 $18,206
Total Cost Savings $316,434
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