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MINUTES - 06231998 - D7
v D7 TO: BOARD OF SUPERVISORS FROM: TONY COL6N, DIRECTOR COMMUNITY SERVICES DEPARTMENT DATE: June 23, 1998 SUBaECTc ADOPTION OF 1999 COMMUNITY SERVICES BLOCK GRANT COMMUNITY ACTION PLAN (CAP) SPECIFIC REQUEST(*OR RECOMMENDATIONS)&BACKGROUND AND JUSTIFICATION 1. RECQMMFN])ED ACTION: a. Receive comments from public hearings held by the Centra Costa County Economic Opportunity Council on June 16, 1998, .Tune 17, 1998, and June 18, 1998 on the proposed 1999 Community Services Block Grant Community Action Plan. b. Consider any public comments at today's meeting. C. Adopt 1999 Community Action Plan and submit Plan documents to the California Department of Community Services and Development by June 30, 1998. II. BACKGRC» - Contra Costa. County has been a designated. Community Action Agency (CAA) for many years and thus is eligible for Federal Community Services Block Grant Funds. These funds flow through the State government to designated local Community Action Agencies. Each year the State Department of Community Services and Development (CSD) requires that all federally designated Community Action Agencies develop a Community Action Plan (CAP). This Plan outlines documented community needs resulting from poverty. Also in the Plan are proposed strategies and work plan for assisting low Income County residents in breaking the cycle of poverty. The State CSD also requires that Community Action Agencies hold a public hearing to gather and consider community input prior to the submission of this Plan to the State. CONTINUED ON ATTACHMENT: YES SIGNATURE: / RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE APPROVE OTHER ja VY SIGNATUR 1; mi ACTION OF BOARD ON JLM 23, 19 98 APPROVED AS RECOMMENDED X OTHER _ Von OF SUPERVISORS I HEREBY CERFITY THAT TIM IS A TRUE X UNANIMOUS(ABSENT ) AND CORRECT COPY OF AN ACTION TAKEN AYES: NOESs AND ENTERED ON THE M94UM OF THE BOARD ABSENT„ ABSTAIN: OF SUPERVISORS ON THE DATE SHOIVN, F� CONTACT: TONY COLON,313-7354 ATTESTED PHIL BATCHELOR,CLEXk OF THE BOARD OF cc: CAO ' SUPERVISORS AND COUNTY ADMINISTRATOR CSD BY tri DEPUTY M382 (10188) Page 2, CSBG Community Action Plan, June 23, 1998 The Economic Opportunity Council, representing the Board of Supervisors, which has been actively involved in this process, conducted three public hearings to hear and consider community input on the proposed 1999 Community Action Plan. The first hearing will be held on June 16, 1998, the second on June 17, 1998, and the third hearing will be held on June 18, 1998. The proposed CAP for 1999, which utilizes approximately $505,000 in CSBG funds, will focus resources on developing and establishing functional linkages and collaborative projects with other County departments and community based organizations. These collaborative efforts will concentrate on the planning, development, implementation and evaluation of the statewide priority of "Family Self- Sufficiency and Support Programs." CSBG funds will be used to provide administrative and service staff support to the following programs administered by the Contra Costa County Community Services Department: Child & Adult Care Food Program Child Development/Title IV-A Community Development Block Grant Department of Energy H.E.A.P. Head Start C.C.C. Keller Canyon Mitigation Funds L.I.H.E.A.P. State Preschool C.C.C. Transportation Occupancy Tax Funds The balance of CSBG funds will be used to support ongoing contracts with community based organizations. CSBG funds will also be used for the following departmental positions either in full or in part: Director Administrative Services Officer Community Services Block Grant Program Coordinator Accounting Supervisor Program Specialist Executive Secretary Account Clerk Program Specialist Senior Clerk Senior Clerk The 1999 Community Action Plan is due to the State on June 30, 1998. p* Community Services Department Contra cold de Child nuld nu ment 374-39 trition 374-3850 CosiCommunity Action 313-7363 Administration Cos 1220 Morello,Suite 101 Head Start 646 5540 Martinez,California 94553-4711 1"11 u i {l 1 w"1{� (510)313-7350 o Fax(510)313-7385 r ' Tony Colon, Olrector ✓ ..;t t � $ x �, pv pr,.,t rvpix i f�S b x--- � � � d "'r€�� P)" v �� s ... Zo N �P- /' Contra Costa County Community Services Department 1999 Community Action Pian Table of Contents 1. Certification of Assurances/Signature Page 1 2. Agency Mission & Vision Statement 2 3. Community Information Profile 3 4. Requirement 1: Acceptance of CSD's Statewide Priority 3 5. Requirement 2: Agency Plan for Reduced Federal Funding 3 6. Requirement 3: Assurances 5 7. Requirement 4: Public Hearing Process 6 8. Requirement 5: Community Needs Assessment 8 9. Requirement 6: Monitoring & Evaluation Plan 22 19. Problem Statement 23 11. Outcome Goals & Objectives 27 12. Program Activities & Delivery Strategies 33 DRAFTo., COMMUNITY SERVICES BLOCK GRANT 1999 PROGRAM YEAR COMMUNITY ACTION PLAN TO: Department of Community Services and Development Attention: Field Operations 740 North 10th Street, Room 258 Sacramento. CA 95814 FROM: .Agency: Contra Costa County Community Services Department Address: 1220 Morello Avenue Suite 101 City: Martinez, Ca 94553 Agency Contact Person Regarding Community Action Plan: Name: Al Prince Title: Administrative Services Officer Phone: ( 925 313 -7361 FAX: ( 925 ) 313738 CERTIFICATION of ASSURANCES The undersigned hereby certify that this agency complies with the Assurances described i Requirement 3 of this 1999 Community Action Plan. The descriptions of how these assuranc( will be met must be included in the Community Information Profile, CSD 410-.2a. Board Chairperson Date Executive Director Date DRAFT State of California Department of Community Services and Development CSBG Community Action Pian—Agency Vision and Mission Statement CSD 410-1a(Rev.3/98) AGENCY VISION and MISSION STATEMENT Contractor Name: Contra Costa County Community Services Department VISION STATEMENT: The Department's vision statement is to" Utilize and leverage CSBG dollars efficiently and effectively to assist and enable the poor to pull themselves out of poverty, and to provide assistance and support to prevent others from falling into poverty". MISSION STATEMENT: The Department's mission statement is to: "Establish and maintain collaborative efforts and exchanges with other County Departments and a host of private and community based organizations in the planning, development and implementation of successful joint partnerships to provide comprehensive, quality services to program eligible County families and individuals that over time: (1) limit and/or prevent economic dependence (2) elevate poor individuals and families out of poverty into self sufficiency, and (3)provide a comprehensive support environment to prevent others from failing into poverty". DRAFT 2 Z.7 Department of Community Services and Development CSSG Community Action Plan--Community Information Profile CSD 410-2a(Rev. 3/98) COMMUNITY INFORMATION PROFILE Contractor Name: Contra Costa County Community Services Department Requirement 1: The County's Acceptance of the CSR's Statewide priority of"Family Self Sufficiency" Both the Contra Costa County Economic Opportunity Council and Board of Supervisors have accepted Community Services and Development's (DCSD) Statewide priority and strategy for making "Family Self Sufficiency" the number one priority for the County's Community Services Block Grant program for 1999. The planning, development and implementation of Family Self Sufficiency programs with CSBiG funds will continue to focus on enabling and empowering program eligible families to break the cycle of poverty and dependence on public assistance programs. The Department will continue its efforts to develop meaningful, proactive partnerships with ether County Departments and local community based organizations to combine resources in a"team approactf to provide comprehensive program assistance to our clients, that over time, will enable them to become more self sufficient and less dependent on government programs. Critical element to the success of these new partnerships will be: • the ability of the new partnerships to focus on the overall needs of our clients over time; • the ability of these partnerships to marshal resources; • to provide a continuum of program related services that concentrate specifically on what each family unit requires; thus enabling them over time to become and remain self sufficient via their own resources and abilities, and not dependent upon the resources of others. The new concept of DCSD "set side" funds for technical assistance would be directed by the Department to improve the infrastructure of the many community base organizations (CBO) serving our communities. Many of our current agencies lack the structure and capacity required to compete and thrive in today's environment, yet they remain for many of our clients an integral part of the County's overall support structure to provide and promote self sufficiency. Requirement 2: The County's Proposed Contingency Plan for Coping with Reductions in Federal Funding as required by Government Code 12747(a). The Department continues to plan and prepare for integration strategies that realistically preserve program integrity in alignment with available program resources to alleviate the negative impact to clients in the event future Federal CSBG funds are reduced or eliminated. These strategies include: DRAFT 3 + The continued search for additional grant funds that either complement or improve the -0.7 Department's current service infrastructure. Grant applications funded in the last year atone have resulted in an increase of projected revenues of approximately$5,477,356. Most of the new dollars have come from the Head Start program, followed by the Child Development program. As a result, the Department's budget has increased approximately 41 %, from a FY 97-98 budget projection of$13,269,461 to a FY 1998-99 budget projection of$18,746,817. Pending competitive applications for additional program funds exceed $15 Million dollars. • Improving the efficiency and effectiveness of the current program support arm of the Department in providing more cost efficient support to Department programs and Divisions under the "umbrella" of the CSBG funded Community Action Agency. • To further reduce food costs and expand market possibilities, the Child Nutrition Division is seeking outside funding to open a second kitchen in eastern Contra Costa County. • The Department has successfully achieved the goal of securing the Balboa Elementary School in the City of Richmond for the purpose of opening and operating a Family Services Center. Earlier this year the Department successfully negotiated and developed a long-term partnership agreement with the Northern California Council of the Communities who purchased the 2.5-acre facility. Currently, the property is being used to operate several classes for the Department's Child Development and Head Start programs, along with the classes for the Social Services Department. If funded, the 1998 Head Start Expansion proposal includes the purchase and installation of a portable classroom at the Balboa campus to further expand program services to low-income families in Vilest Contra Costa County. • The Department is in the process of reorganizing all accounting and payroll functions using a centralized format. As part of this process, all accounting positions have been reviewed and adjusted to ensure that staff experience and capability are in line with program requirements and expectations. Further, the Department is revising the current accounting policies and procedures to ensure to ensure compliance with the requirements of the new centralized accounting system. A centralized accounting unit will ultimately streamline current processes, eliminate waste and duplication, and increase both the quantity and quality of accounting information to both internal and external sources. • The 1997 collaboration between the Department's Housing and Energy Division's and the County's Building Inspection Division continues to generate positive results. The partnership currently weatherizes an average of 52 homes per month at an average profit of$57.00 per house. In 1996, the Department was losing on average approximately$500.00 per house. As this new collaboration enters into its second year, we believe that further economies of scale can be exacted through the continuation of this collaborative process. • The Department is in the process of upgrading its current computer systems, replacing older, slower and obsolete models with current, up to date computer equipment and software. • The Department is in the preliminary stages of setting up a local Area Network(LAN) between the Department's 32 officestfacilities, as well as connecting with the County's Wide Area 4 DRAri Network (WAN) and participating with the Department of Community Services and Development on automation systems as mandated by SB558. • The Department and Economic Opportunity Council are currently involved in'a strategic planning process to reorganize the current Departmental structure and develop a new Department-wide service delivery process for our clients. The estimated completion date for the planning phase is December 1998. It will take approximately two years (December 2000) to implement the plan. Requirement 3: Assurances A. Departmental Compliance with Mandated Requirements assurances: The County certifies that it will fully comply with the following: • Federal Community Services Block Grant Act(public Law 97-35, Title VI, Subtitle B, as amended), • California Government Code Section 12745; • Public Law 103-252 Human Services Amendments of 1994, Title 1; • Community Service Block Grant Amendments of 1994 B. Departmental Assurances Regarding Program Services, Program Activities and Eligible Recipients The Contra Costa County Community Services Department (CSD) is the designated Community Action Agency for the entire County. CSD's projected FY 1998-99 budget is $17.6 million dollars, which is accessed through a combination of federal, state and local funding sources. With a staff of over 400 employees at 32 County wide locations, along with 18 County- wide Community based organizations under contract, the Department providesa wide array of eligible human services programs and activities serving the needs of low-income County residents. The Department's focus continues to be providing comprehensive services that over time will enable and empower our clients to strive towards self-sufficiency. At the same time, the Department recognizes that client circumstances sometimes require that emergency services/resources be available to assist during times of extreme difficulty, and has made these services available through either direct funding or referral programs. Low-income families and individuals receiving services through the DCSD programs of CSBG, DOE, LIHEAP and Mentoring shall meet all mandated eligibility guidelines in accordance with Contract requirements prior to receiving program services. included in this group are homeless individuals and families, migrants, elderly poor, and TAN'F eligible individuals and families. In fact, the current CSBG contract has in place both a local Homeless provider(Shelter Inc.) and an elder care provider(West County Adult Day Care) to see to the special needs of both client populations. 5 DRAFT C. departmental Assurances Regarding Coordinated Activities: • The Department will continue to coordinate, when appropriate activities between anti- poverty poverty programs and emergency crisis intervention programs under Title XXVI of Federal Public Law 97-35, as amended. • The Department will continue to work with the County's Private Industry Council (PIC) to ensure better cooperation and collaboration regarding enhanced services for program recipients for both Departments. The Department's Economic Opportunity Council recently issued an invitation for the PIC to appoint one of its members to the EOC. Discussions between both Departments continue regarding the expansion of current joint program activities, including the current development of an "early start" RFP for the County. • The Department will continue to coordinate with staff of the County Social Service Department, the locally designated CaIWORKS provider, in an effort to promote self- sufficiency among Temporary Assistance to Needy Families recipients in accordance with State Unemployment Insurance Code, Article 2, Section 10521(b) and Section 10523. • The Department is committed to coordinating its plans and activities with all other DCSD funded program entities in the County in accordance with Government Code Section 12747(c). Examples include the collaboration with the Building Inspection Division for the DOE and L.IHEAP weatherization programs, CSBG contracts with Community based organization's Cambridge Community Center, Saint Vincent dePaul, Shelter Inc., YWCA of Contra Costa County and the West County Adult Day Care. Also, the County has contracts with the Court Appointed Special Agency(CASA), New Connections and Bay Area Community Resources to provide second round Mentoring services to program eligible youth. • The Department will also continue to provide, when appropriate, services to the poor to assist them in receiving benefits they are eligible to receive under health, food, income and housing programs designed to meet the basic survival needs of the poor in accordance with Government Code Section 12745(f). Requirement Number 4• Documentation of Public Hearing Process. The County scheduled and noticed three (3) public hearings in Contra Costa County to take public comment on the proposed 1999 Community Action Plan. All three hearings were legally noticed in local newspapers in advance of each hearing. In addition, letters were sent to both the clients and staff of local community based organizations requesting their attendance. The dates and locations for the above referenced hearings were as follows: Day/Datfkf rime,. Location of Public Hearing. Tuesday, June 16, 1998 at 6:00 p.m. City of Pittsburg Council Chambers 6 DRAFT Wednesday, June 17, 1998 at City of Richmond Council Chambers 6:00 p.m. Thursday, June 18, 1998 at 6:00 p.m. Contra Costa County District Attorney's Office Martinez, Ca Public testimony is summarized as follows: This space will list public comments This.space will list public comments This space will list public comments This space will list public comments This space will fist public comments 7 DRAFT This space will list public comments Requirement 5: Description of Needs Assessment and Goals-Setting Process A. Description of the service delivery system targeted to low4ncome individuals and families in the service area. As mentioned previously, The Contra Costa County Community Services Department {CSD} is the designated Community Action Agency for the entire County. 'LSD's projected FY 1998:99 budget is $97.6 million dollars, which is accessed through a combination of federal, state and local funding sources. With a staff of over 400 employees at 32 County- wide locations, along with 18 County-wide Community based organizations under contract, the Department provides through five Divisions' a wide array of eligible human services programs and activities serving the needs of approximately 24,000 tow-income County residents each year. The Department's focus continues to be providing comprehensive services that over time will enable and empower our clients to strive towards self- sufficiency. At the same time, the Department recognizes that client circumstances sometimes require that emergency services/resources be available to assist during times of extreme difficulty, and has made these services available through either direct funding or referral programs. Current funding sources for the Department is as follows: Child &Adult Food Program Child Development Community Services Block Grant Community Development Block Grant Department Of Energy Head Start Low income Housing & Energy Assistance Programs Pre-School Contra Costa County Contra Costa Community College District 'The true Departmental Divisions are Child Nutrition,Child Development,Community action,Head Start and Housing&Energy. 8 DRAFT B. 0►escription of how linkages will be developed to fill identified gaps in services through information, referral, rase management and follow-up consultations As the designated Community Action Agency for the County, the Department has developed over the past fifteen years a significant number of linkages with a multitude of different human service agencies through the County and the Greater Bay Area. These linkages/relationships are designed to assist clients in acquiring needed services that are currently not provided by the Department. Four of the five Departmental Divisions have outreach, intake information and referral components that are tailored to the parameters of Divisional programs and the needs of our clients. Division staff all utilize the existing linkages referenced above to fill identified Ws in services for clients. Case management and follow-up consultations are employed by Division staff to provide continued support and better ensure'a greater probability of Success for the client. Primary emphasis shall be placed on attempting to fill identified gaps in services with existing resources from non-CSBG funding sources. C. Description of how funding under the CSBG program will be'coordinated with other public and private resources. Currently, 1998 CSBG funding is being used to provide staff'support to the above referenced ten programs f contracts administered directly by the Community Services Department. Funding for these programs and contracts is derived from federal, State, County and Local Municipality funding resources. The Department currently receives approximately$17.1 million dollars of funding that is used and coordinated in concert with the$505,000 currently received in 1998 CSBG funds. The Department plans to continue this successful coordination of human services dollars in its CAA efforts for 1999. D. Description of Needs Assessment Process and Outcomes The Department's strategic process for the development of its 1999 Community Action Plan needs assessment and goal setting process utilized the following resources: • The most recent United Way Needs Assessment conducted by the Bay Area United Way; The Children's Report Card, the 1997 County Head Start Needs Assessment, data for the 1998 Children's Report Card currently in development, the Contra Costa County Continuum of Care Homeless Plan July 1996-.lune 2001, Association of Bay Area Governments(ABAG) "Projections W, the California Budget Project and the Contra Costa County 1998 Head Start Expansion Grant. • Input from the Economic Opportunity Council's Executive Committee. • Input from both Departmental and County staff regarding current needs assessment data and program activity data for Departmental programs impacting the proposed client population. DRAFT 9 • A Countywide survey taken by the Contra Costa County Executive Committee in March of 1998. • A Head Start parent interests and needs trend analysis conducted by CSD in April of 1998. • Local newspapers, including the Contra Costa Times, the West County times, the East County Ledger, the Oakland Tribune, the San Francisco Chronicle and the San Francisco Examiner regarding issues and items surrounding community needs. ■ Members of the EOC and CSD staff conducted a total of three public bearings in different areas of the County to solicit public comment on the proposed Plan. • Information gathered at the recent "Retreat" on June 5-6, 1998 for members of the EOC, middle managers for the Community Services Department and other stakeholders regarding CSR's strategic plan. • Information impacting our clients that result the from the many work groups, teams, associations and organizations CSD managers belong to throughout the greater Bay Area. E. Needs Assessment Outcomes Once again, the desired outcome of our needs assessment process was to reiterate CSD's commitment to DCSD's statewide priority of Family Self-Sufficiency. t Welfare Reform continues to dramatically alter the service delivery systems that currently exist in the County. Internally, we need to do everything to assist our clients in preparing for these changes.We also must prepare ourselves by developing delivery systems that will be able to provide and handle the continuum of services our clients/customers will require. We must also find the financial resources needed to purchase land and construct Child Development Centers across the County so that we can provide full day, full year subsidized child care to the thousands of County families who require it in order to go to school or hold down a job. Externally, we need to continue our efforts to strengthen our partnerships and linkages with the other human service providers in Contra Costa County, as well as devote existing CSBG funding to support staff to provide needed technical assistance to local CBO's in building, expanding and improving the CAA service delivery continuum. Funds designated by the State and Federal government for the CAA',network of Further, approximately$101,000 in 1998 CSBG funds are currently being directed to five County based subcontractors to provide a broad array of human services to the poverty programs in this County are not sufficient to enable the Department and others to meet the needs of the poor. We need to become more efficient and effective with the funds we receive now, and expand our capacity to secure other funding from other sources. 10 DRAFT ♦ Other issues resulting from the public hearing process. Other Issues resulting from the public hearing process. ♦ Other Issues resulting from the public hearing process. GRAFT Contra Costa County oanpurfl rYAVP!' la/rYY MY MLirYrMld ��a rinrw «u a WS r.«.r .w nrwaanes N6 ws VMS= rrnonc ... ..,..t«... .� rw..y.wwwww. 1. Contra Costa County: Geography, Population Contra Costa County is situated northeast of San Francisco, and is bounded by San Francisco and San Pablo Bays to west, the Carquinez Straits to the north, the Sacramento River Delta and San Joaquin County to the east, and by Alameda County to the south. At approximately 750 square miles and an estimated population of 865,300 in 9995, it is the ninth largest County in the State of California. The residents of Contra Costa reside in three geographically distinct regions, each separatedby ranges of hills, From west to east the regions are: West County Region (population 224,875) • Central County Region (population 445,816) East County Region (population 194,609) 12 CRAFT. The West County region, with its access to the San Francisco Bay, is home to , approximately 224,375 people, or 25.99° of the estimated 1995 County population. This contains much of the County's heavy industry and the highest concentration of the poor within the County. It is highly urbanized, as almost all of the usable land hes been converted to either residential or commercial development. Approximately 45 % of the County's AFDC recipients reside in West County. The Central County region, with a population base of approximately 445,816, or 51.52% of the County's population, consists of two very distinct sub districts, south central and north central. The north central portion is rapidly developing from a suburban area to a major commercial and financial headquarters region for both the Bay Area and the western United States. The south central section is also evolving into a major commercial center and is home to several of the wealthiest communities in the United States. Approximately 15% of the County's AFDC recipients reside in Central County. The eastern part of the County has an estimated population of approximately 194,609, or 22.49 %. 1t too is also undergoing substantial change to what once was a predominantly rural area with both an agricultural and heavy industry base to a series of small to medium size suburban communities. Unlike the central portion of the County, most of the recent growth in east County has been in the area of residential development at the expense of agriculture with limited commercial growth taking place. Much of the heavy industry that once was prevalent in East County from the 194U's through 197Us has shut down and has yet to be replaced with an alternative source of employment. This section of the County still has targe parcels of undeveloped land, making this one of the only Counties remaining in the greater Bay Area that still has available land for residential development. Approximately 39 % of the County's AFDC recipients reside in East County. Contra Costa's largest urban population centers consist of the city of Richmond in West County(population 105,400), the cities of Concord and Walnut Creek in central County (populations of 115,500 and 77,200 respectively), and Antioch and Pittsburg in east County(populations of 74,900 and 68,000 respectively. There are 13 other incorporated cities in the County ranging from populations of 9,800 to 42,000. Children Mnd Families in Poverty in Contra Costa County The 1,990 Census recorded that 57,867, or 7.3 % of all County residents were found to be living below the poverty level. Criticisms regarding the accuracy of this data centered on underreporting from the homeless and illegal alien communities, groups highly likely to be impoverished, so it is best to treat this percentage as extremely conservative. Of the total 301,087 households for whom poverty was determined, 19,055, or 6.3 %, were living below the poverty level. Approximately 4,240 or 40 % of these below poverty households consisted of female-headed households. Despite the robust economy of the 1990's, the number of County children and families in poverty continues to increase. The rate of poverty in Contra Costa County increased from 7.3% in 1990 to 13.7%in 1993. As of March of 1998, there were approximately 12,923 open AFDC cases with over 24,000 children and 12,000 adults participating in the program. The percentage of children that were eligible for free/reduced price breakfast program in the County jumped from 15.8% of the 1991 eligible population to 25% in 1997. 13 DRAFT In addition, General Assistance cases nearly doubled and the number of Food Stamp cases increased over 50 %9 between 1989 and 1992. The poor in Contra Costa County all face an extremely difficult task of breaking the bonds of poverty. Many of the poor have limited education and job experience in relationship to the current job market. Given the booming economy, unemployment is at an all time low. 1992-1999 County employment projections also note a significant increase of available jobs, which, on the surface, appear to raise the probability of employment possibilities for poor County residents (see table one). table one Industry 1992 1999 Numerical Percentage Chane Chane ricultural 3,260 3 720 460 14.10% Construction 57,330 63 840 §'510 11.40% Manufacturing 30,100 31 700 1 600 5.30% Transportation, 18,600 20,600 2,00010.80% Communication, Utilities Wholesale 11,000 12,300 1,300 11.80% Trade Retail Trade 56,300 64,600 8 300' 14.70% Finance, 27,500 29,300 1,800 6.50% Insurance, Deal Estate Government 44 '100 45 300 1 200 1 2.70%lo Despite the positive indicators, most of work available is either unattainable, given the educational and experience level of most low income job seekers, or, is for service industry positions that typically start at the minimum wage. Currently, the fastest growing County occupations are Sales Clerk with an average wage of$5.75 per hour and an Office Clerk with an average wage of $9.79 per hour. Educational and training programs that can increase the probability of employment and the wages paid are overwhelmed by the demand for enrollment,'and are further challenged by the limited job market for employment positions that pay good starting wages. Both the County's Social Services Department and Private Industry Council have done an excellent job of bridging the gap in bringing individuals and families back into the work force. Unfortunately, the sheer volume of clients that require years of basic education along with vocational education that will enable them to be safe and thriving in today's workplace combined with the mandates of Welfare Reform make it exceedingly difficult for many to succeed. Even if the issue of education has been resolved and our clients have the ability and drive to go back to work, their efforts to successfully integrate and remain in the existing work force are further complicated by the excessive dost of living factors that exist in the greater Bay Area. Last August, the California Budget Project estimated that the basic costs for a single parent with two school age children to live in Contra Costa County was P2.238. The"bare 14 DRAFT 7 bones budget"for the same family was $25,020-(see table two). The same single parent working full time at minimum wage would only earn $14,064 (see table three). table two BASIC AND'BARE BONES EXPENSES OF UVI'NG IN CONTRA COSTA COUNTY Ex ndltures Basic Gusts Bare Bones Housing & Utilities $91528 $7,5962 Basic Phone Service $204 $204 Food at Home $4,104 $4,104 Food Away from Home $980 $0 Clothi $300 $180 Medical $11992 $11992 Savings, Emergency $720 $0 Tran rtetion $1418 $1418 Child Care $11,724 $89621r Recreation Education $240 $0 Personal Care $300 $300 Miscellaneous $840 $600 Totals: $32,238 $25,020 Even if the single parent referenced above was able to survive on the 'bare bones' budget of$25,020, she or he would only be able to earn "after taxes", anet wage that would amount to little over 50 % (56.21%) of the funds needed to cover this family's annual obligation! In fact, the same parent would have to earn at least$12, per hour an entire year to be able to subsist on a bare bones budget, which is a 118 % increase over what a minimum wage job currently pays! table three PROJECTED WAGE EARNINGS &TAXES Minimum INa a Earn n s and Taxes Annual! Full Time at Minimum Vitae $5.50 p2r hr $11,440 Takes Federal & State $932 Earned Income Tax Credit $3,556 Totals $14,064 The examples for this dilemma are endless. A recent HUD report indicated that Contra Costa County leads the greater Bay Area with the highest rents.. Commuting to San Francisco five days a week from the central portion of the County on BART costs in excess of$45.00 a week.. Child care in a licensed day care facility averages $159.00 per child per week. The State Department of Education reports that less than 10 % of the children eligible for subsidized child care is being served. Cost of living factors must influence our approach to the development and implementation of programs that assist people off of public assistance. 2 Assumes fair market rent of a one bedroom rather than a two bedroom apartment. 3 Assumes chRd care in a family day care home. DRAFT 15 .........................1.11......1.1.1111.11.11,11,........ ......................... ...... ..................... ....... ............. ...... 7 Projected Wages J•,�� yi'rvn'�a5'x'Sh?�E!� `�� .n,�°� k :f�+YF $..'i • ■Bare Bones Budget 3ktPx s �', ®Basic Budget 0 10,000 20,000 30,000 40,000 Infrastructure Issues The implementation of Welfare Reform legislation is having a significant impact on the poor in this County. California's current welfare to work plan identifies three major phases: 1. Clients in acute osis apply for cash aid. 2. Clients engage in welfare to work activity. 3. Clients move from cash aid to the labor force and unsubsidized work' While the County is doing everything in its power to redesign the current'services delivery infrastructure in order to prepare for Welfare Reform and the impact of phase three, the immensity and complexity of the conversion process for just the County is significant. When one attempts to take into consideration both the coordination and implementation of the same process for all of the service providers in this County, the task is overwhelming. In addition, critical elements for the suss of Welfare Reform in such areas as available child care, food, housing, transportation and/or employment opportunities for recipients coming off of welfare are clearly inadequate when compared to the projected need, resulting in additional concerns and confusion regarding successful outcomes. The challenge facing the County's service providers in the age of Welfare Reform will be our joint ability to successfully support and sustain our clients through the difficult and challenging transition from welfare to work. In order to successfully meet the challenge ahead requires a through understanding of what we believe will be the biggest obstacles. The Contra Costa County'Pol'icy Forum, the advisory board to the County Administrator, reported that child care and'transportation represent the two biggest obstacles facing the poor when they graduate to the world of work. A poll currently being conducted by the County Administrator's Office of City Managers in Contra Costa County lists"Child Care" as the number one County-wide Issue. A parent interest and needs analysis was conducted by CSR's Head Start Division in April Of 1998 using 1997 parent survey and current 1997/1998 data from Family Partnerships. The results are as follows: 16 DRAFT 1897!1998 Parent Needs Survey Results: 1997 1838 1988 Ranking Extended Hours of Head Start Program 20% 55% 4th Better Transportation 17% 33% 8th Bus Step Close To Home NN 83% 1st Affordable Hames NN 44% 6th Safe Homes NN 22% 9th Assistance With Utility Bills 7% 64% 2nd Subsidized Housing NN 47% 5th Job Training Assistance NN 42% 7th Food Assistance 19% 620 3rd All of the above referenced issues require an organized County wide network of nonprofit and governmental organizations linked and working together as a team to combat the effects of poverty in our County, and to develop systemic approaches and solutions to the resolution of the myriad of problems and issues facing the poor. While significant progress has been achieved, especially with many of the governmental organizations within the County, the additional work needed to accomplish this goal in the area of non-profit participation as a viable partner in this effort is significant. CAA concerns currently center on these County's nonprofits, and the technical assistance that we believe is required to enable and empower these institutions to adequately assist theirlour clients as part of the new CAA infrastructure. In fact, the Department'believes it is necessary to utilize 1999 CSBG funds to hire at least one full time staff person to provide training and technical assistance to local non-profits to improve each agency's own infrastructure and increase their potential as service providers to the overall community. For the Community Services Department, the traditional role placed on the nation's CAA's in each community has been greatly enhanced by the Department's dominant role as the largest provider of subsidized child cage and development services in Contra Costa County. We believe that the Department's role in improving the future of our clients as a result of Welfare Reform is best served by our continued efforts in the basic services provided by CANs nationwide, and, equally important, as the signature child development provider in this County. DRAFT 17 Lack of Subsidized Child Care �+7 The Community Services Department continues to be the largest provider of subsidized child care and child development services in Contra Costa County. At present, the Department provides Head Start services to approximately 1,183 program eligible children and families ages three to five through 14 different County operated centers, 16 home based family day care facilities and two Delegate Agencies. Child Development services are provided to an additional 1,191 children daily through 11 County operated centers and six community based organizations. Despite these significant numbers, the need for subsidized child care in this County far exceeds the current capacity. Current projections indicate that approximately 33,885 poor families require subsidized child care in the County. Of this number, less than 5,284 or 15 % of these families are actually able to 14,000 - 12,000 - 10,000 4,041)12,00010,000 8,000 - a Eligible Children 6,000 ■Children Served 4,000 - 2,000 - 0 . ,0002,0000 East West Central obtain subsidized child care in licensed County facilities for their children . These statistics, while certainly bad now, will only get worse when the cycle of welfare reform "graduates" the current recipients out of the system. The County's Social Service Department is set to enlist 7,000 CalWORKS (former AFDC) clients into welfare-to-work activities in 19%, and an additional 7,800 Cal WORKS participants in 1999. Approximately 14 of these families have Head Startage children (ages three to five)that will require subsidized child care that currently is not available. As of May of 1998, there were already more than a thousand children waitlisted for the Department's Child Development and Head Start programs. Another Concern that must be addressed is the number of child care facilities that will have to be built in the next five years if we intend to provide full day, full year child care to CalWORKS families. The advent of class size reduction in Contra Costa's School Districts has all but depleted the existing inventory of age appropriate classroom space within the County. To buy lend and construct age appropriate facilities will cost between $125.00 to $150.00 per square foot.While extremely expensive, the County is left with few other viable options if we intend to meet the challenge that CalWORKS continues to present us. 4 Centra Costa County's Children's Report Card,August, 1997 DRAFT 18 77% Housinrz fHomel sshess Despite the host of affluent communities that dot the south and southwestern portions of the County, in excess of 13,000 individuals experience an episode of homelessness each year. More than 75% of this number are members of a family, including approximately 7,000 children. On any given night, more than 3,600 people are homeless, living on the streets, on a friend's couch, or emergency shelters. In addition, many others are at risk of becoming homeless, such as the nearly 17,000 very low income households in the County who are paying over 30 % of their income for rent and who are struggling each month to make ends meet. Homelessness is usually the result of a number of factors that converge upon a person's life.While the circumstances of the factors causing homelessness vary from person to person, most can be traced to the following three issues: $hortaoe of Affordable lJousino A lade of affordable housing continues to be a major factor that drives individuals and families into homelessness. Conversely, the lack of affordable space continues to present a barrier for those who are homeless trying to find a plaice to live within their means. A recent report issued by HUD indicated that a record 5.3 million impoverished households with very low incomes have a desperate need for housing assistance because they face a crisis of unaffordable rents and substandard living conditions. The 5.3 million households with worse case needs are made of an estimated 12.3 million people, including 4.5 million children that spend on average over 50 % of their incomes on rent. With some of the highest housing costs in the nation and a median rent of approximately$650/month, many people are unable to find housing that is within their means, and remain extremely vulnerable to the possibility of losing their dwelling in the event that other financial demands and/or crises surface. Lack of Access to Support Services For a significant portion of the homeless population, access to key support services is paramount and must be addressed in order to facilitate their return to housing and a stabilized life style. Examples of key support services include: health care,mental health services, drug and alcohol treatment services, utility bill payment services, employment and training services, and child care. Low Incomes Almost 90 % of people who are homeless have a monthly income of less than $1,000, over 60 %have a gross monthly income of$500or less. With a"bare bones" budget of$533 per month for just rent and utilities, it is impossible for them to cover their costs of living, thus continuing the cycle of vulnerability and crisis. The need for affordable housing continues to be eclipsed by the reality of the cost of housing in this County. The median sale price for a home on Contra Costa currently 19 DRAFT ranges from a low of 107.000 for the city of Pittsburg to high of$525,OCA in the City of Lafayette. The current economy continues to drive housing prices up, including the cost of rental properties. This will continue to negatively impact the homeless that are trying to find affordable space as well as those who have somewhere to live but cannot afford. Our efforts as a CAA must continue to focus some of our attention and energy to this growing problem and it s short and long term solutions. Food Secititity_ An effort in Contra Costa is being made to replace the term hunger with the term food security. Food security is a broader term, defined by the American Institute of Nutrition as access by all people at all times to enough food for an active healthy life" and includes at a minimum: a) the ready availability of nutritionally adequate and safe foods, and b) the assured ability to acquire acceptable foods in a socially acceptable way (e.g., without resorting to emergency food supplies, scavenging, stealing, or other coping strategies). Food insecurity means lack of needed access to safe, nutritious, culturally acceptable and affordable food. Food security remains a constant problem for those in poverty. While rooted in poverty, food security encompasses a multitude of contributory factors, and extremely serious consequences. inadequate nutrition, from either a poor or insufficient diet, can result in a variety of health consequences that have significant social and economic casts. The Contra Costa Food Bank currently distributes food to more than 5,5030 households each month. Despite this number, staff at the Food Bank tell us that the number of people who are currently not being served, or, who are underserved due to the limited supply of food, is significant, and continues to grow. Some of the food banks and church pantries report to us that they typically run out of food for the poor they serve within 24 hours of the receipt of their weekly allocation, and the number of people they are forded to turn away each week continues to increase. Transportation A significant problem for the poor continues to be a lack of adequate, accessible and/or affordable transportation throughout the County. As mentioned earlier , the County consists of approximately 750 miles divided between into three distinct regions separated by ranges of hills. Public transportation, while improving, is not accessible enough for the poor in connecting them from where many of them live to where the schools and employment opportunities they need are located. In other cases, public transportation is more accessible, but either costs too much or takes torr long to access needed services. s May 31, 1998 edition of the Contra Costa Times "' 20 DO Clients in both the eastern and northwestern regions of the County lack adequate 7Z), transportation to the central region of the County where many of the jobs, vocational schools and governmental offices in the County are located. For example, in 1998, the Department outstationed staff to locations in both East and West county when clients were reporting that it took them several hours one we to reach our central office in Martinez via public transportation. Bay Area Rapid Transit(BART) has nine stations in the County. Construction of a tenth station in the City of Pittsburg is planned to begin sometime in the next eight years. While fast and efficient, the cost for using BART is not inexpensive. A roundtrip ticket on Bart from East County to San Francisco costs$9.00, or$45.00 a week. Both childcare and transportation have been cited as the two biggest issues facing families on CaIWORKS in their efforts to return to work. Affordable and accessible transportation will continue to be issue facing county agencies trying to assist families in reaching self sufficiency. R A F T 21 State of California Department of Community Services and Development CSBG Community Action Plan—Evaluation and Monitoring Plan CSD 410-7a(Rev. 3198) Requirement 6. Monitoring and Evaluation Plan Since December of 1997, the Department has been undergoing an in depth strategic plan development process that, upon completion and implementation, will most likely impact major portions of the current monitoring process now in place . The current strategic plan process involves evaluation and monitoring of program and fiscal activities to be conducted by members of the Economic Opportunity Council, Community Services Department staff, and on occasion, consultants as needed. The Department is currently testing the concept of having a full time employee perform ongoing monitoring of the Department's 18 subcontractors, including the five CSBG and three Mentoring agencies currently under contract. This process, when finished, will be expanded to include outcome measures for success or failure in promoting self-sufficiency, family stability and community revitalization. Another desired outcomes of this process include the following: Where contract goals met ? ➢ What were the successes, the failures? ➢ Where all CSBG administrative requirements met on a timely basis (i.e. reports amendments. Close-outs, et al)? On site monitoring will be conducted on at least three times a year. Monitoring teams will consist of at least one ECIC member and one CSO staff. We will attempt to pair the same teams with the same agencies for all three visits to ensure better communication and consistency. 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