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Home My WebLink AboutMINUTES - 06021998 - D2 -D, THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CAILHORNIA Adopted this Order on June 2, 1998 by the following vote: AYES: Supervisors Uilkema, Gerber, DeSaulnier, Canciamilla and Rogers NOES: None ABSENT: None ABSTAIN: None SUBJECT: PRIVATE INDUSTRY COUNCIL DEPARTMENTAL REPORT IT IS BY TBE BOARD ORDERED that the 1998 Annual Department Performance Report of the Private Industry Council is ACCEPTED. I hereby certify that the foregoing is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTTA: '+ 5 Phil Batche t Clerk of the Board of Supervisors and County Administrator luffe McHuen, Deputy Clerk CC: Private Indzt y C tLr it ` DATE: May 19, '1998 cosrtx °� TO: Phil Batchelor, County Administrator "NATE INDUSTRY COUNCIL j 2425 Shwo Lana,Suite'f QQ { Cw rd,CA"520-094 FROM: Arthur C. Miner, Executive Director (926)""239 Private Industry Council FAX(025)$01-5517 ccp1C*ple.eo.aonft-C**%,ca.us SUBJECT: PIC DEPARTMENTAL REPORT EXECUTIVE COMMITTEE RON VVEMR PIC Chairftdft Gas&E*Cft Coff"my Attached is the 1998 Annual Department Performance FRANCOISETHIMON Report in the format requested. I understand this is MViceChair tentatively scheduled for the June 2n meeting of the Board of Supervisors. NTH LEE Weft Chair One Stop Committee Cct; �omritA9*� I believe the annual report supports that the PIC is JOAN KELLEY WILLIAMS operating a quality and efficient program. It also contains Chair Workforce Nvalopment Committee BMW an indication of the dynamic workforce development ALAN NEWELL environment in which this is being accomplished. Chair School to Work Committee Antioch unftd scrtw District CAR©LYN GMHAM The 1996 report highlighted the uncertain future of federally Chair Marketing Committee supported employment and training programs. The 1997 CvWKU*!`u**Sank report projected the redirection of federal support and the RISA FOLEY interests in a one stop delivery system. This report follows MemltmLr ,At € oft Tile Workers on to last years with the introduction of a Welfare to Work L*061#11? Program, and expected federal legislation to support the DIRECTORS coordination - with some integration - of programs into Nancy Atkinson comprehensive local workforce development systems. Myr##et Ballard .John CuIlen Tula Economou ACM:bj Stephanie Ferguson ,Kae C'"40 George Hamm Cara Rubinstein Hoxie cc: Board of Supervisors Torn Kilpatrick Private Industry Council Members .tames Deman Susan McCormick Chad"Spence y:picoffieekdapartment report 98 EXECUTIVE DIRECTOR ARTHUR C.MINER CONTRA COSTA PRIVATE INDUSTRY COUNCIL DEPARTMENTAL REPORT Page DEPARTMENT OVERVIEW ........................................... ....................1 RESP,OU'RCES.................................................................. : ....................2 CUSTOMERSERVICE...........................................................................7 ANNUAL PERFORMANCE.............................................. ...................10 CHALLENGES AND NEW DIRECTION................................................14 ATTACHMENTS 1. PURPOSE STATEMENT.............................................................19 2. DEPARTMENT ORGANIZATION.................................................21 3. CONTRACTOR LISTING..............................................................28 4. WORKFORCE DEVELOPMENT ADVISORY PANEL ROSTER...29 5. PROGRAM FUNDING LEVELS.....................................................36 6. STAFF DIVERSITY........................................................................38 7. PIC ROSTER......................................................... .................. ...39 8. DEPARTMENTAL TIME CARD.....................................................43 9. DEPARTMENTAL EMPLOYEE EVALUATION PROCEDURES..............................................45' 10. CAPACITY BUILDING TRAVEL CORRESPONDENCE................46 11. INCOMEELIGIBILITY REQUIREMENTS...............!......................49 12. MARYLAND CUSTOMER SATISFACTION SURVEY........ ...... ....50 13. DOL PERFORMANCE STANDARD METHDOLOGY EXAMPLE...77 ... .,. .. SECTION I - DEPARTMENT OVERVIEW A. departmental Responsibilities The principal purpose of this department is administration of the County Job Training Partnership Act federal grant (JTPA) providing job training and placement to the economically disadvantaged and retraining and placement to the dislocated worker. To this has been added responsibility for administration of the Department of Labor allocated welfare to work funds. Subsidiary activities are to provide CDBG funded business counseling, to collect Labor Market Information, to facilitate a Summer Youth Jobs Program, and to host a Small Business Development Center (SBDC). We also participate in a TANF job development program for the Social Service Department. (See attachment #1 for a more complete departmental purpose statement and explanation of service programs.) B. Organizational Structure Attachment #2 contains an organization chart and listing of staff duties and responsibilities by position. There are 19 authorized positions and an additional pending position. The SEDC is hosted by the PIC for purposes of operating the State SBDC grant. Additional support is provided by a third position that provides JTPA funded entrepreneurial training and CDBG funded business counseling. The remainder of the positions are involved in the central administration and operation of the JTPA and Welfare to Work Programs', Assignments tend to be functional rather than programmatic. Direct services to participants are almost exclusively provided via service providers under contract to the PIC department. These service providers consist of government agencies, educational agencies, CBO"s (community based organizations), and private for profit firms. Attachment #3 is a list of current PIC contractors. A key element in current contracts with service providers within a one- stop service delivery system is leveraging funds. In most cases, our contractors also bring additional resources to the One Stops. This includes but is not limited to CBO`s. In fact, due to limited budgets, CBO's - 1 - y:picofiiceldepartment report 98 may have a more difficult time leveraging funds than public and educational entities. The State Employment Development Department is a major partner in the one stop system being implemented. EDD is sharing the cost of facilities and providing the universal access component required of One Stops. The County PIC is involved in a joint planning effort with the Richmond PIC and County Social Service Department to design a coordinated Welfare to Work Program (W2W). The County PIC has targeted 30% of its Welfare to Work funds to support the Social Service Department Non- Custodial Parent Grant. By leveraging the funds in this manner, the cost of case management, intake eligibility and counseling do not come at the expense of W2W training dollar availability. This department is a participant in EASTBAY Works, initially a collaborative effort between the Alameda, Contra Costa, Oakland and RichmondPLC's, immediately expanded to include EDD and the DOL funded Older Worker Program and then subsequently, expanded to include multiple workforce development public and; private entities. EASTBAY Works has coordinated several grant applications and is coordinating the implementation of a 3 million State 40% Governor's Discretionary Fund Grant to establish an integrated employment and training system in the East Bay. This department is a charter member of the Contra Costa Workforce Development Advisory Panel, providing the staff support. This panel is a voluntary group formed to increase communication on workforce development issues with the goal of achieving coordinated services and minimizing duplication. Attachment #4 is a roster of membership. SECTION 11 - RESOURCES A. Financial Resources All departmental revenues are from federal or state grants, local agency fee for service contracts and private donations. No direct County general funds are budgeted to support this department. - 2 - y:picooffic efdepartment report 98 ...... Federal employment and training grants limit allowable administrative expenses to a maximum percentage of either 13%, 15%, or 20%; since this department contracts out the direct provision of participant services, our residual administrative allowance varies between 6% to 15%, depending on the program. y The majority of the Departmental funding is from JTPA (Job Training Partnership Act) allocations. However, as the Department hes broadened its scope from just administering the federal JTPA grant to one of participating in a local workforce development system, it has cautiously expanded its focus and revenue sources. In addition, our core allocation has expanded beyond JTPA with the addition of Welfare to Work funding'; For FY 95199 new revenues are projected to be almost $7.5 million; with carry-in, the total projected gross budget expenditures are projected to be $8.5 million. Attachment #5 lists new revenue by program for FY 98199. Approximately 20% of the budget is from non-JTPA sources. B. Personnel Resources This department has 19 authorized and one pending positions, all but 2 of which are currently filled. The staffing pattern is: Executive Director 1 Executive Secretary 1 Deputy Director 5 SBDC Director 1 Staff Analyst 111 1 Staff Analyst 11 2 Administrative Analyst 1* Employment Specialist 2 Administrative Assistant 1 Accountant 1 Supervising Account Clerk 1 Secretary 1 Account Clerk w Experienced Level 2 * Pending classification review. - 3 _ y:picoffteldepartment report 98 ..... Attachment #2 contains an organization chart and listing of the duties and responsibilities of each position. Although there had been some modest recent staff increase due to the SBDC, LMI, Welfare to Work and establishment of a centralized job order system, no additional permanent positions are currently anticipated in the near future. The current improvement in the California economy relative to US economy is .anticipated to result in flat or slightly decreased JTPA core allocations despite the modest increase in federal JTPA funding at the national level. The full impact of the Welfare.to Work Program has yet to be determined, but it is possible that additional staff will be required to properly support this new employment and training initiative. C. Affirmative Action The current PIC staff of 18 consists of 6 males and 12 females. Racial breakout is.12 White and 4 African American; there is a disproportionate number of females, and Hispanics and Asians are underrepresented. Diversity by class in order of salary level is displayed on attachment #6. This department had previously hired employees at the entry level as project employees, utilizing an informal competitive selection process. If the funding proved stable, we were able after a year to transfer the employees into the merit system. At that time we did have a more diverse workforce, with the Hispanic and Asian communities represented. The change in County policy relative to the use of project positions caused cls to abandon that approach and add new positions in the merit system. Since these are permanent positions, the staffing level has been more conservative, with perhaps greater reliance on temporary employees if permanent funding was questionable. Although not necessarily a direct relation, the elimination of the use of project positions has coincided with staffing levels being over represented in both the White and African American categories, and under-represented in the Hispanic and Asian categories. The PIC department specific classifications allow for 'a full substitution pattern of experience for education, so an internal career ladder is available for entry level employees. However, without the ability of - 4 - y:picofFice/department report 98 ..... employees to be able to transfer to a different job family and maintain their old salary range (sort of a y rating) it may be economically unfeasible to make the transfer even if the new career classification series eventually leads to a higher salary range than the old classification family. In any event, we are working with Human Resources to eliminate the experience requirement or add a training substitution or trainee classification so we can recruit at the Account Clerk entry level classification from JTPA participants, and others that lack experience. The Board appointed Private Industry Council consists of 20 positions of which 18 are filled and 2 are pending. Of the 18 current members, 9 are male and 9 are female; 16 are White and 2 are African American. Attachment #7 is a roster of the current members of the Private Industry Council. D. Sick Leave During 1997 a total of 1533.82 hours of sick leave were accrued by full term PIC staff, of which 985.10 were used - a 64.2% rate or an average 5 hours 8 minutes per month per PIC staff member. This department is not funded via the County general fund; to meet cost accounting criteria of federal and state grants we have a positive time reporting system (sample time card Attachment #8). This requires PIC staff to record and allocate work and leave hours on a daily basis. All time cards are counter signed by the immediate supervisor. This process is designed to insure accurate time recording, informed supervisors and accountable staff. Since administrative expenses are limited by our grant funding sources, our staffing pattern is sparse. Staff that are absent for any .reason realize that their work will remain undone while they are absent and will be waiting for them when they return. Since we administer a service program, staff are somewhat dependent upon each other in accomplishing inter-related asks within a team environment. Hence, were a staff member to abuse sick leave, our current structure would cause - 5 - y:picofte/department report 98 peer pressure to supplement and reinforce normal supervisor/management controls. I have also expanded my comments at staff meetings to include a reference to sick leave and the Board of Supervisors interest in sick leave. In general, however, my experience - reinforced by staff comments - is that my staff tends to come to work sick, raising concerns that others who come in contact will catch their cold and flu. Since we have flextime and a voluntary 9/84 schedule, I do allow staff to adjust work hours and switch 9/80 days to minimize sick leave charges'. Given that sick leave usage, emergency leave, time off to care for family members, bereavement leave, and time coordinated with disability insurance all are recorded as suck leave, I do not consider it to always be an accurate measurement of a staff members personal use of sick leave. However, the 1997 sick leave usage was approximately four percentage points less than 1996. E. Staff Development All staff are evaluated at least yearly. Those staff still under the County merit increment system are evaluated in accordance with their merit increment review dates. All other staff are evaluated on a calendar year basis, with an evaluation memo placed in their departmental personnel file. Attachment #9 is a SCEP distributed to PIC staff after the Board of Supervisors initiated the requirement for evaluations. At the time of the evaluation 1 meet with each staff member individually. Professional development is a major point of emphasis. PIC staff utilizes the County Training Institute plus DOL and State training programs and sponsored conferences. Capacity building is a major emphasis of the ,J"TPA program. This department receives a $25,004 grant that can only be used to pay the cost of travel, per diem and registration for the in State training of 'PIC staff and service provider staff. Attachment #10 is the policy for service provider travel. F. Automation Automation has been crucial in supporting the success of this department. We were one of the first County departments to introduce PCs and word processors into the work environment, switching entirely to PCs when Word Star became available. Our ability to automate was a least some what attributable to the fact that we were not dependent upon general � 5 . y.picofrrceldepertment report 98 funds to automate. Every departmental staff member currently has a PC with Internet connectivity on their desk. We have completed upgrading to the Micro Soft Office Pro 97 and Windows 95 systems utilizing a departmental client server system. Staff training was initially by DOIT for all staff members and interested PIC service provider staff. We are a participantin the State sponsored Comp-U-Serve Training System that DCIT has substituted for its in-house training. We are a partner in a 4 PIC/SDA East Bay consortium. This cooperative was awarded a total grant of $3 mullion, the majority of which was for the installation of an internet based electronic linkage system to automate and interconnect the One Stop Centers in Alameda and Contra Costa Counties. We are well on the way to completing this. A common EA TBAY Works Web site has been established; each PIC/SDA has its own door into the web site. Via the Internet, we currently have e-mail linkages with approximately half of our PTC contractors. By the end of 1998, we anticipate having the full electronic linkages in place to support a two County workforce development system. During Py 1995-98 We "came up" on the State MIS net, significantly reducing our MIS support costs and shifting file recar'd data storage responsibility and liability from this office to the State. We continue to participate in that system Which the State plans to expand to include the DOL TANF' Welfare to Work Program. SECTION III - CUSTOMER SERVICES A. Service Delivery System The PIC utilizes a decentralized service provider system to provide' access and services to participants. We have four core Regional Offices' located in San Pablo, Concord, Pittsburg and Brentwood for intake,' assessment, referral, training assignment and job development and placement. For those eligible and enrolled 'in JTPA we offer a form of single stop services linking the participant with assessment and counseling, supportive services, training and job development and referral. - 7 - y;picofi"iWdepartment report 98 We are currently in the process of converting the regional offices to a one step career system, expanding the service and funding base beyond just JTPA to include the Mate Employment Development Department, Community College and Adult Education/ROP, Social Service Department and local CBO's. The City of Pittsburg has supported the effort and the City of Antioch has agreed to also became a funding partner. Our program design is to have full service one-stop service points in Brentwood, Antioch, Pittsburg, Concord, Dublin (in partnership with Alameda County) Pinole and San Pablo. In addition, through utilization of PCs and the Internet, job applicants will be able to access job listings through additional agencies who are linked into the system, such as the two BIT sites. The delivery of services is limited by Federal and State legislation, rules and regulations. There is a strong possibility that the JTPA legislation will be replaced by more comprehensive federal workforce development legislation which will be more supportive of the One Stop Center service delivery concept. The louse of Representatives passed a basic bill some time ago, the Senate just passed a somewhat more comprehensive bill'. Staff anticipates a successful Conference Committee and legislation during this Congressional terra. However, the biggest limitation is restricted funds. We have two principal participant groups - the economically disadvantaged and the dislocated (or laid off) worker. EDD estimates there are 40,000 individuals over the age of 16 that meet the JTPA economically disadvantaged criteria, plus 50,000 unemployed workers of which it is estimated approximately 25,000 meet the Title III criteria as dislocated workers. Our funding alloys us to serge approximately 150 economically disadvantaged youth, 500 economically disadvantaged adults and 750 dislocated workers. With JTPA summer youth funds, we are able to serve an additional 1,000 disadvantaged youth. The new Welfare to Work funds should allow us to serve at least 200 additional economically disadvantaged TANF enrollees. B. Customer Profile All our participants are either economically disadvantaged (Attachment #11 lists income requirements) or displaced workers. Eligibles that can - 8 - y:picofriceldepartrnent report 98 find employment without our assistance tend to do so once they realize the documentation requirements of our eligibility determination system. Those that access our services therefore choose to do so and have few if any alternate sources of employment. C. Customer Relations Participants in our DTPA and Welfare to Work Programs must meet federal eligibility requirements and be able to document that they do so'. There is no fee for service; federal grants are utilized to cover expenses. Applicants access our services at eligibility and certification intake units, soon to be located exclusively at One Stop Career Centers. Depending on the state of the local economy, we normally either advertise for applicants or job orders. Last year we were soliciting job orders; this year we are soliciting applicants. Customer satisfaction has previously been assumed to equate to job placementand retention. However, the DTPA system is currently in the process of developing a list of customer satisfaction questions. When finalized and calibrated, we will have a system for measuring customer satisfaction and perhaps be able to subdivide it by individual service providers. This data would be collected on a sample basis by the UC Research Center when they collect follow-up employment data. Last year, in collaboration with several other PIC/SDAs we participated in a $40,000 DOL funded experimental customer satisfaction survey. This survey was targeted to both employers and participants. It measured DTPA satisfaction against other sources for both employers and participants, it not only surveyed customer satisfaction, it identified areas: of value that influenced customer actions - allowing for the targeting of resources. Unfortunately, the response gate was such that the data is not statistically valid at the individual SDA area, but it is valid for the employer group in total and for participants in groupings of the North, East and South Bay areas. Attachment #12 is a copy of that survey. We are currently participating in a follow-up to that study, and hope to have results by September 1998. As part of the One Stop effort, we anticipate establishing feedback systems at each major service point to measure customer satisfaction of not just the job seeker but also of employers. y:picof #department report 98 SECTION IV • ANNUAL. PERFORMANCE A. Performance Indicators The DTPA program is one of the few (perhaps only) programs to have mandatory performance standards. There are 4 standards for economically disadvantaged adults, 2 standards for economically disadvantaged youth and 1 standard for dislocated workers. Failure to meat or exceed either four of the economically disadvantaged standards or the dislocated worker standard two years in a row would lead to the loss of"the franchise" and our program being placed in State receivership. Exceeding 5 or more of the economically disadvantage standards earns an incentive award (or commission). Last year we exceeded all the performance standards. Our standard is determined by the Department of labor, used on the application of e regression formula to historical results to establish a national departure point. The point is generally set at the highest of the 25th percentile or the previous year's value. This departure point is adjusted to reflect the difference in the participant group served at the local level and national average, plus the effect of local individual statistically tailored environmental factors - such as the unemployment rate.' In summary the standards adjusted for this SDA and actual performance were: MEASURE STANDARD PERFORMANCE Adult Employment Rate 53.04% 69.30% Adult Weekly Earnings $324.37 $351.00 Welfare Employment Rate 43,53% 66.60% Welfare Weekly Earnings $249.77 $314.00 Youth Employment Rate 43.15°! 51.49% Youth Positive Termination Rate 47.71% 61.39% Dislocated Worker Entered Employment Rate 75.44% 79.12% NOTE: Adult and Welfare rates are measured at the 13th week after termination from the program; youth and dislocated worker' rates are measure at time of termination from the program. y:piooffice/department report 98 - 10 - At this point in time, this department is on tract to exceed the performance standards for the current program year which will end 6/30198. Attachment #13 is an example of the DCL performance measurement methodology for the adult weekly earnings measure. The first column is the SDA values, the second is the national averages, the third is the difference, the fourth is the weights and the last column (or effect) is the difference times the weight. The total adjustment figure of $43.3706 is. added to the national $281.00 standard to derive the $324.37 local requirement specific to this service delivery area. In addition to the mandatory performance standards, there are 6 additional standards for which data is collected and published. There are no incentives or sanctions involved with these; it is possible that in the future they may be added or substituted for some of the existing care standards. There are four review standards for economically disadvantaged adults, two for economically disadvantaged older workers and one for dislocated workers. MEASURE STANDARD PERFORMANCE Adult Placement Wage $7.51 $8.73 Adult Placement Rate 59.10% 76.23% Welfare Placement Rate 54.37% 72.27% Adult Weeks Worked 8.05 9.00 Older Worker Placement Rate 48% 72.73% Older Worker Placement Wage $6.99 $9.95 Dislocated Worker $11.81 $11.53 Placement Wage Cost per placement was a performance standard but it was discontinued by DOL. In 1984 the allowable adult cost per job placement was approximately $6,500, in ten years this standard dropped to approximately $3,500 (not adjusted for inflation). Congress more or less' prohibited DOL from utilizing cost figures as performance measures because of a concern that program quality and services to the hard to serve were being compromised by the cost per placement performance - 11 - y:picofFicefdepartment report 98 ................. standard. DOL currently independently monitors cast per placement and identifies agencies that are in the top 5% (most expensive) and lowest 5% (bast expensive). To be found in either group requires a review and explanation. At this time the actual measuring bands have not been published; however, since this department has not been identified we are in neither the most or the least expansive groupings. B. Accomplishments The basic criteria for this department's accomplishments have traditionally been to exceed the performance standards and earn an incentive award and to provide strong administration so that there were no audit disallowances and the County General Fund was protected. We have met both of those traditional measures of success. As shown in the preceding section, performance has been exemplary as measured by the performance standards. On 20 April 1995, we were notified that our Equal Opportunity and Non-Discrimination Self-Evaluation Guide had met State 'review standards; on 1 May 1998, we were notified that the State on-site program year 199198 compliance review had found our fiscal and procurement systems to meet Federal and State requirements; on 4 May 1998, we were notified that the Single Audit Act report for FY95197 for our department had been certified by the State with no disallowed or questioned costs and with no administrative findings. Credit for these administrative accomplishments must be shared with County Counsel, Purchasing, County Affirmative Action, and the County Auditor-Controller (to highlight these that immediately come to mind). However, the traditional measures of accomplishment are being supplemented by additional expectations. Government service providers are being asked/told to review their operations to increase efficiency - and the emphasis is on external efficiency. Unnecessary duplication of services, uncoordinated service delivery strategies, non-cooperation due to perceived expertise and turf issues, and competition against (as opposed to with) other tax supported government service providers for tax revenues are strongly discouraged. In staff's opinion, this change is a result of two interrelated national concerns both of which were triggered from dormancy by the recent recession. First, the concern over the - 12 y:picoff►celdepartment report 98 budget deficit and the political decision to address it in some manner or other with`the goal of a balanced budget; second, the concern that our workforce was not keeping up with the skill sets necessary for us to compete in a world economy and maintain if not improve our current standard of living. This departments accomplishments relative to these new expectations have not been modest. We have been active participants in the initiation of a Contra Costa Workforce Development Advisory Panel, to which we have committed precious resources to provide the necessary staff support for the panel to remain viable. We are in the process of converting our very successful JTP'A service delivery system into a One Stop employment and training system, pursuing a strategy designed to achieve external efficiency. Although the JTPA legislation restricts us from direct participation in economic development, we have been successful in obtaining and maintaining a Mete grant funded SBDC (Small business Development Center) which we host - the only PIC in California to do so. We are in the process of aligning our CDBG grant funded entrepreneurial training program with the SBDC to achieve internal consistency and efficiency. We have entered into a cooperative agreement with EDD for co-location and eventual system integration of services at One Stop Career Centers. We are jointly planning and will be coordinating our delivery of Welfare to Work employment services with the County Social Service Department to an extent never before experienced, (Social Services is being impacted with the same dynamics as us; a significant portion of their program has been changed from income maintenance to employment support). We are currently involved in preliminary discussions to explore a similar program alignment with Community Services. The most noteworthy measurable accomplishment in response to the new requirements has been the establishment of EASTBAY Works. We have participated in the building of a two County four PIC/SDA partnership that secured a $3 million One Step Career Center State Grant for the building of infrastructure including the necessary electronic linkages for a comprehensive two County system. This cooperative has also been successful in securing a $700,000 operational One Stop Career Center Grant. This success has led to an expansion of the partners to include the active participation of the educational community and bath County Social Service Departments to strengthen operations and grant revenue drawing ability. y:picofficeldepartment report 98 - 13 - SECTIONV - CHALLENGES AND NEW DIRECTION A. Challenges The largest challenge is continuing to provide services in an environment of restricted funding. Year round (second chance) youth funding for the economically disadvantaged has been reduced 80% over the last several years. Current funding is not adequate to meet demand, there is no reason to believe demand will decrease, even though authorized funding will increase only moderately. Program service and administrative costa are not going down. Increased internal and external efficiency will support only modestly increased service levels when measured against potential demand. Since this program is not an entitlement program, service levels can be restricted to maintain a quality service level, but this requires selection which is always open to criticism by special interest advocates as not being equitable. SBDC A specific challenge is the SBDC funding and match. Originally we expected to obtain the match through a cooperative relationship with the Redevelopment Agency, and as a back up through donations from West County to extend a planned part-time West County SBDC satellite to full time. Closer review disclosed that the relationship with the Redevelopment Agency would not generate a match. Also the State decided to fund two SBDC's for the price of one, so the Contra Costa and San Francisco Centers are both funded at approximately 50% of what the State has identified as adequate for the service area. This 50% reduction in anticipated funding left inadequate funds to establish a Vilest County satellite and the possibility of a Vilest County based donation. For the current year fundraising and voluntary fees are expected to meet future match requirements. But this distracts the SEDC Director into fundraising instead of service provision. If we are unable to secure a stable match of approximately $50,000 per year, there will have to be some future consideration of if the County should continue to host the SBDC through this department. - 14 - ypicoff(cefdepartment report 98 ........ ......... ......... ......... ......... ...........__. _. .... ....... . .. ........ .._....._.. ......... ......... ......... ......... .._...... ......... ......... ......... ......... ......... ......... WELFARE TO WORK The PIC mandate has been expanded to include Welfare to Work. Additional grant funds are being provided by DOL through the 'State. This is an opportunity to support the far bigger Welfare Reform mandate levied upon the Social Service Department. This program is targeted not to a new client group - approximately 40% of our JTPA economically disadvantaged participants are welfare recipients. It is targeted to new responsibilities - post employment services is the area of emphasis as opposed to the traditional DTPA pre-employment services and job placement ONE STOP CENTERS The PIC is restructuring its current .delivery system into One Stop Career Centers, replacing PIC Regional Offices. We are in transition in the East County area, under construction in the Central County and in lease negotiation in the West County area. We anticipate being fully operational by 1 January 1999. This requires integrated collaborative efforts with other employment and/or training partners that will hopefully bring additional resources and efficiencies. Although it may be possible to increase efficiency and hence reduce costs, at this point in time it is still unclear to what extent agencies other than EDD do in fact have offsetting resources available and their willingness to commit these resources to e One Stop delivery system. Since One Stops have to be put together within current categorical rules and regulations, administration is challenging. STAFF TURNOVER Although not necessarily a big challenge, the Board and the PIC will need to replace the current Executive Director who has given notice of his 30 September 1998 retirement target. WORKFORCE DEVELOPMENT SYSTEM The development of a comprehensive Workforce Development System that can continue to support the quality of life enjoyed by much of the current county residents and workforce and that becomes more - 15 - y:piccxficetciepartment report 98 inclusionary for those currently left out, is a major challenge. The One Stop is a key element but other systems must also be in place. Specifically: Food - produced by our society in abundance but inadequate distribution to population segments that are hungry or ill nourished and hence unable or disinclined to learn at a level necessary to participate in the local economy with dignity and be economically self-sufficient. Housing - there is a need to cheap, clean, safe housing - which would go a long ways toward making the minimum wage a living wage. But with the possible exception of senior housing, it does not appear that cheep, clean and safe housing is being developed or encouraged within current land use and density practices. Education - although free universal education is available, it appears that the quality is uneven. Inadequate or defective public education is not free - it is extremely expensive to those that suffer the consequences. Transportation - public transportation has its limits, no matter how well schedules are fine tuned. The traffic corridors between living centers, work centers, child care providers, education centers and other service points must be able to accommodate the volume of traffic. Personal vehicles and the insurance necessary to license them are a major prerequisite for labor market participation. Medical - comprehensive affordable medical care for family units that providestimely preventive and treatment services plus the need for specialized services such as mental health and substance abuse treatment (or better yet prevention) i currently unevenly available to the detriment of those attempting to gain entry or re-entry into the economic mainstream. ChildCare - affordable quality childcare that provides a wage not exploitative of the childcare worker is a prerequisite for working mothers to be successful. No matter' how good the employment and training system is in isolation, it cannot be successful without economic growth that sustains and increases economic activity and without all the necessary public and private support systems. B. New Directions The largest change on the horizon is the elimination of DTPA and its replacement with an Employment and Training Black Grant. There is an attempt at bath the National and State level to integrate employment and training with economic development and vocational education to build competitive high value added national and local economies that utilize a y:picoftefdepartment report 98 .. ........ ......... ......... ......... ........_.............. ...._ ........ ......... ......... _....... skilled labor pool to successfully compete in the world economy and to produce stable healthy local economies - increasing tax revenues and reducing the cost of social programs due to the lessening of social ills and transfer payments expectedto result from a high employment, high value added healthy economy. Regardless if the preceding expectations are sound, we do expect that DTPA will be replaced with some farm of block grant. The timing and particulars of the block grant legislation are .uncertain at this time. Separate legislation has passed both the Nouse, and the Senate; Conference Committee resolution is expected this session before Congressional activity ceases due to partisan campaign activity. It is possible that the new program could be effective as early as January 1, 1999; July 1, 1999 is probably a more realistic date. This will be principally a consolidation of JTPA with itself, mandating Cine Stop Career Centers. Legislation will eliminate the PIC and replace it with something called a Workforce Development Board (WDB). The service area could change to include all of the county, or all of the East Bay. Under the leadership of the current PIC Chair and Social Services Director, the County Administrator's Office, Contra Costa Council, Adult Ed and the Community College Chancellor to name a few, progress has been made to form a voluntary local Workforce Development Advisory Panel. We are heavily involved in coordinated planning and implementation of TANFiW+elfare to Work with the County Social Service Department.' Although the initial impetus for the formation of the EASTSAY Works collaborative was to increase competitiveness for workforce development' grants, those relationships - once established - are well on their way to institutionalization. The experience with the current Workforce' Development Advisory Panel has laid' the ground work for transition from a PIC/JTPA Program to a Workforce Development Board with broader' responsibility that the PTC. The PIC department staff are competent and motivated. Clue to the practice of participatory management and delegation of authority, the transition of a new incumbent into the PIC - 17 - y.p1cofficeldepertment report 98 ..........I.......................................................................................................................................................................................... . .. . .................................................... . ... .................................. Executive Director position should not be difficult. Negotiations are in process with SCORE (Service Corps of Retired Executives) to secure scheduled volunteer business counsellors for the SBDC. The development of a Policy Forum with its perspective beyond just the provision of County services, including the establishment of an Executive Committee with non County employees as members, is a strategy that should pay substantial dividends. The Children's Report Card and recent Parenting Conference are two Policy Forum products that indicate a successful endeavor. ACM:bj Attachments y:picofrice/department report 98 ............................. ......................................................................... ....... ''I'll,I-I I ----...............................................................- ATTACHMENT ##1 purpose Statement To help build a regional workforce development system; to administer the job .. Training Partnership Act (JTPA) of 1982 Including the new Welfare to Work component, providing job training or retraining programs to disadvantaged and unemployed youths and adults of Contra Costa County, excluding the City of Richmond; to provide private sector employers with job ready and qualified individuals under the direction of the Private Industry Council and the Contra Costa County Board of Supervisors. Service Program Explanation 1. DTPA 'Title It-A/C - Economically Disadvantaged Residents - This program contains six elements (1) Adult/Out of School Program -assists participants in development and obtaining employment through vocational assessment, counseling, training, job search and placement, work experience and on- the-job training; (2) Limited Private Sector Internship for Youth prepares work experience youth for entry into the labor force through "tryout employment" periods; (3) Older Workers Program - assists participants 55 years and older for employment through job search and/or on-the-job training; (4) State Educational Coordination and {grants Program - coordination with local educational agencies of specialized learning and/or tutoring programs; (5) LMI (Labor Market Information) annual survey of 25 occupations selected for growthrob potential with an identification of training resources to match the demand occupations; (8) Capacity Building to improve skills of PIC members and administrative and program staff. 2. JTPA Title 11-B - Summer Youth Employment Training Pro ram SYETP - This program, offered during the summer months, provides work experience, basic and enhanced education, skills training, labor market information, vocational assessment, supportive services, job development and placement to economically disadvantaged youth ages 14-21. 3. Worker's Assistance Center - Employment Trainin2 Assistance for Dislocated Workers - Training and employment assistance services provided to participants who have been terminated, laid off, or have y.picofl5ce/department report 98 -19- r received 'notice of either and are unlikely to return to their previous y occupation or industry. Includes rapid response to all notices of major layoffs and the collection of Labor Market Information to assist in the retraining of displaced workers. This also includes, special grants to support infrastructure development to develop and link Alameda and Contra Costa Counties into an East Bay Workforce Development System. Y 4. Small Business Development Center This program, funded by CDBG (Community Development Block Grant) funds and a State/SBA (Small Business Administration) grant, provides technical assistance to start-up and existing small business, providing economic development and stimulating entry level job growth and self-employment activities. v. Summer Youth .Jobs Programs - This program utilizes dedicated donations from the private sector, to operate, in conjunction with the California Employment Development Department, the local chambers of commerce and cities, youth summer jobs programs 6. Temporary Assistant to Needy Families (TANF) -The program provides job development services contracted for by the County Social Service Department. 7. Welfare-to-Work {W2W - This program assist States and local communities to provide the transitional employment assistance needed to move hard-to-employ recipients of Temporary Assistance to Needy Families (TANF) into lasting unsubsidized jobs. W2W grants are targeted to assisting those TANF recipients, and certain non-custodial parents, who have experience, or have characteristics associated with long-term welfare dependence. y;picoffice/department report 98 -20- CQNTRA COSTA COUNTY ATTACHMENT #2 PRIVATE INDUSTRY COUNCIL PIC ADMINISTRATIVE BULLETIN PAB#: 24-98 SUBJECT: DATE: May 18, 1998 X ADMIN OPLANNING TO: PIC RFP a Interested Parry Malting Lists MMARKETING ATTN: Programi ecto DEEO/AA orris •A FROM: Arthu C. ner, Exe d e hector 113FISCAL Contra Costa County Private Industry Council 0OPERATIONS SUBJECT: 1998 PIC/SBDC STAFF DEPARTMENTAL QRAPID RESPONSE ORGANIZATION SPECIAL FILING: 13 REF: Attached 6 a current PIC/SBDC staff' organization chart, with telephone number and staff position description. At past strategic planning sessions one of the goals established by the PIC was to improve the communication links between the PIC, its staff and current plus potential service providers. The attached Information Is designed to aid current and potential service providers in accessing PIC staff'to obtain Information and/or technical assistance. You are encouraged to contact PIC staff with questions, comments (eithercritical or positive) and other Input, PIC staff members have voice mail; and In cases of extended absences, their messages are screened and referred to alternate staff. Hence, If you do leave a message, be sure to state the Information 'being solicited. If you need a more timely answer phone 646-5239, which If not answered immediately, will be answered In the course of the business day. This bulletin supercedes and replaces PAB# 26-97 which should be deleted from your files at this time. SDA imposed requirements - If any - are presented In bold. If you have any questions regarding this bulletin, please contact Arthur C. Miner, Executive Director at 646-5382. ACM:yu Attachments cc: Stephen Amezcua, SDA Program Manager PIC Members Board of Supervisors CAO County Department Heads #Y.pkoffice\diskette\pabs\24.98 Retention Period: Until Replaced Special SOP Filing: —21— fill ,� t Fu !FI I fit �-. i U J U o0 cr 4A c _2,- STAFF POSITION DESCRIPTION BROWN, TRACEY- Labor Market Information 11l 'rs„t = 646-5023 Responsible to labor market information collection, analysis and reporting including the selection of occupations to be surveyed based on State requirements, community input and emerging industry trends. Also responsible for training inventory. All LMI program questions should be referred to Ms. Brown. CANALE, FRE12 -A i i r iv MI' i r : 646.5081 Responsible for the Management Information System (MIS), systems administrator for all staff computer systems, provides staff support for the PIC {operations Committee. Responsible for administration of the clerical support function. All questions concerning )TPA performance standards, MIS forms, program data and/or departmental computer capabilities should be referred to Mr. Canale. CHAN12LE'R LINDA - Strategic fanning Deputy 12irector 646.5024 Responsible for the general strategic planning with operational focus on One Stop Career Centers and Welfare to Work. Provides staff support to the PIC One Stop Committee and to County Workforce Development Advisory Panel. Supplementary duties include coordination of the TANF Job Development/Placement Program, and the Summer of Service youth program. QANIE'L . -KAREN-Account% st Clerk = 646.5083 Clerical support to the MIS system including troubleshooting and provision of TA to service provider staff, whose work she monitors. Provides clerical support to the PIC Operations Committee. -23- i19 YERL (646-5249 Y , in-depth management consulting, coaching and training for the development'� Provides p of new or existing businesses. Responsibilities include administratsith BDC and other funding grant and coordination of CC►B funded activitieswto ]TPA participants. entities as appropriate; provides DTPA entrepreneurial training process o f being Formerly a stand alone component, this program is in the p transitioned within the SBDC umbrella. Rix ► Marketingli Mi penuty Director 646-5254 for all PIC marketing activities, including Labor Markt Information of Responsible Current project is the coordination program and electronic employment referral. of a county job referral data bank with linkages to the East a the loinitiationmenort to the PIC Workforce Development and empo menay s market, Provides staff Supp Marketing Committees. Questions concerning employer outreach should be referred to Ms. Nays. N EN BARBA - Ex utiv r t = 646-5391 Department Head secretary, also secretary for the Private Industry Council. All PIC agenda, scheduling and membership questions should be referred to Ms. Jensen. k'IL, T ATTt -'S vet vie:;ig Account Cier = 646"5258 balances clerical workload, office clerical supervisor and general manager; inventory, responsible for program, personnel, contract and MIS files, plus property p petty ugh, purchasing and travel; assists in technical accounting activities. ff An l �.. = sb4f�-5079 { Employer Connection s502-503sb CANTER, g�}g -- a ------- top lo mens Center. Responsible for coordination of electronic One �orders against applicant pool, p Responsible for soliciting ,ob orders and matching job EyD, oversees the Employer maintains applicant pool data base, coo, Connectionand the Contra Costa PIC and EASTBAY Works Web Pages. r -24- ME'YER5, TOM- One tooCcw in t�or ='914-1377 Limited term employee in temporary position, responsible for coordination of the. start up of the County One Stop Career Centers; specific focus is design and oversize of the technological'infastructure and supporting systems. MILES,VELMA-SMAII Business Developmentr i n = 646-537 ' Administrative assistant for the Small Business Development Center hosted by the PIC. Provides information and referral services, schedules business counselor appointments and coordinates the monthly pre-business workshops. Responsible for SBDC activity reports to the State and Federal governments. MINEL ARTH - Engutimi Director : 646-5382 Responsible for the staff support provided to the PIC members, supervising and coordinating the implementation and policy decisions of the PIC. County Department Head' responsibilities to the Board of Supervisors and the County Administrator. Directly staffs the PIC and Executive Committee meetings. Limited term retiree pending permanent replacement targeted at 9/30/98. BOTHWELL,t SONDRA.--R-agid ResponseDirector 646-5244 Principal responsibility is operation and coordination of rapid response activity due to dislocations resulting from plant closure or major layoffs. Also administers SYJP, and coordinates the Title 11 Older Worker Program with the Social Service Area Agency on Aging Title Irl Program-providing case management to)TPA participants co-enrolled in Title V; assists with field monitoring, contract and RFP processing. Notifications of potential or actual' plant closures or major layoffs should be referred to Ms. Rothwell, as should requests for the coordination of on-site briefing sessions to explain PIC, EDD and community resources available to dislocated workers. SCOM RHON.., .- DertartMent�A ,c-,ountant = 646-5390 Responsible far the accuracy of all accounting statements, performs departmental cost allocations, reviews County expenditure statements and processes correctiveladjustment entries, prepares state financial reports, responds to State, Federal and County auditors. - _ S= RHONDA � bepartment Accountant — 646-5390 (continued) All questions concerning status of County payments to contractors and participants plus contract payment limits and expenditure status should be referred to Ms. Scott. STEVARL RQN — Staff Analyst = 646-5193 Departmental budget analyst and fiscal officer. Responsible for fiscal monitoring and projections, and analyical reports on program effectiveness for the PIC Executive Committee. TLiQMAS. MARTHA- Account1Tygist-Clerk = 646-5239 Responsible for the distribution of contractor and staff mail/PABs; assists in processing of contracts, MIS forms, property inventory, and supportive service and contractor payments. Provides clerical support to the PIC Committees on a back-up basis. USHER vvEIIE — Secretary w 646-5165 Limited term employee covering permanent position pending merit system examination. Secreterial and typing support to PIC Staff, minutes for all PIC Committees except Executive Committee. HAT RD Bo - D-eratigns/Cj2ntra s 2uty Director w 645-5373 Responsible for contract preparation/execution and the )TPA grant job Training Plan. Oversees the operation of the youth competency system, identifies and resolves )TPA operation problems, coordinates program monitoring. Servers as )TPA Equal Opportunity officer, coordinates the resolution of participant complaints. Staffs the School to Work Committee. All questions concerning the job Training Plan, program planning cycles, ISI=P`s and their status, participant eligibility, contract and program intent or parameters plus state and/or federal program monitoring results should be referred to Mr. Whatford. -26- R ll-Business- v l n rDirector- 646-5088 Responsible for the operation of the state and federally funded Contra Costa Small Business Development Center (SBDC) which is hosted by the PIC. Provides business counseling, coordinates the provision of counseling by subordinate SBDC staff. Actively engaged in marketing the SBDC program, building community support and fundraising for the SBDC, plus economic development and small business advocacy. BUSINESS CONSULTANTS = 646-5377 On call limited term consultants selected for their specific expertise to provide targeted business consulting and workshops to SBDC clients. SCORE C1+ ORE C ULTANTS = 646-5377 Service Core of Retired Executives — Volunteer consultants available to provide target business consulting to SBDC Clients. VACANT—Title V Work Experience Program participant that assists the Rapid Response Deputy Director in the administration and coordination of the Title V and DTPA Older Worker programs. VACANT — Operations Analyst — 646.5192 Position pending— will be asigned to administrative operationalsupport of Welfare to Work program and supplementary field monitoring of SYETP activity. VA 'AN -- Employment.�'l_accment Specialist 602-5036 Vacant position which will be assigned to job development and placement activity within the Employer Connection for Welfare to Work participants. ypicoffc6diskeft4abs\24.98pa —27— A1~TACHM:9V.T 3.. CONTRA COSTA COUNTY PRIVATE INDUSTRY COUNCIL PY 97-98 CONTRACTOR LIST (413/98) 41 , itoP10111CR Worldwide Educational Services, Inc. Worldwide Educational Services Inc. 2280 Diamond Blvd., Suite 330 13830 San Pablo Avenue, Suite D Concord, CA 94520 San Pablo, CA 94806 (925) 798-2038FAX 798.5314 Karen Beard, Manager Ms. Nest Barth, Director (510) 232-9903 FAX 232.3880 (77%, 5% Older Worker, (77%, 5% Older Worker, Title III 8t Out-of- School a 8%/GAIN Project) Out-of-School Youth) Contra Costa College Mt. Diablo Adult Education 2600 Mission Beta Drive 1266 San Carlos Avenue San Pablo, CA 94806 Concord, CA 94520 Nieves Sampayo, Project Manager )panne Durkee, Prof. Dir. (Ext 2722) (5 10) 235-7800 Fact. 201 FAX 236-6768 Dalila Fryer, Assistant (Fart. 2784) (8%/30% Bio ez Video Technology) (925) 685-7340 FAX 687-8217 (8%/30% Non-traditional Prof) C. C. C. Superintendent of Schools St. Vincent de Paul Neighborhood Youth Corps (NYC) 2210 Gladstone Drive 77 Santa Barbara Road Pittsburg, CA 94565 Pleasant Hilt, CA 94523 Charee Lard, Exec:Director Nick Gonzales, Director (925) 439.5063 FAX 439.7863 (925) 942-3300 FAX 942-3490 (5% At-Risk of Homelessness Project) (II-B SYETP, In-School Youth) W mt��_* t3 t c� 'fie Worker's Assistance Center (WAC) City of Pittsburg Worldwide Educational Services, Inc. 415 Railroad Ave. 2425 Bisso Lane, Suite 260 Pittsburg, CA 94565 Concord, CA 94520 Gerald Dunbar, Director Clalre Marchlano, Manager (925) 439-4875 FAX 473-0938 (925) 798-8115 FAX 798-8198 (770k, 5% Older Worker 8t (Title III) Out-of•Scliooi Youth) 110Il I, astau€t3tyw. , e-,�p►: ta Rubicon Programs, Inc United Council of Spanish Speaking Org. 250X} Bissell Ave. 120 Oak Street. Richmond, CA 948014 Brentwood, CA 94513 Sherry Hlrsch, Director Bertha Rutz, Manager Swart Lichter (925) 634-2195 FAX 516-01762 (510) 235-1516 FAX 235-2025 (77%,.5% Older Worker 8t (510) 307-8014 (Out-of-School Youth) (50% Shelter Project) Rehabilitation Services of No. Calif/ Mt. Diablo Vocational Services 490 Golf Oub Road Pleasant H€I, CA 94523 Terri Shield, Supervising job Developer (925) 687-9675,Ext* 303 FAX 687-5248 (5% Gang Related At-Risk Youth Program) (Y:picof'8celcontract.orlcond.doc) -28- ATTACHMENT #4 a c Anw C call .,.. N00 .r 00 .0 W �� ..... 15 00 N t'V N ' O's v-S CO cd wN3ww Uww gig W C w ,� Ir a � 9 W d 4 c O .r 5 -29- � M v> cd +W) en +rte va ti dT 4) Vri on ` CN A•� •� U00 o '� kn G !.� R� 2 . M OC 00 Irl 00 UG � w++ Q�.1 t�wi r�u L✓ "�i�` N � {f� «> M Cry vr+ �i IC ol eq hl cc tow WCA cc 00 , to Zl: 4 w Ong ca ► c ' -30- w !i � G � ad m car d 'V Cr' Q cy 00 + C VT C 4) 00� r h � + ++ _ el Z44 a ji ON rw.N CU 4D �} ttS '� •iw ^ N U's G L+ E `,r,,,' � `""`"' <� � #_J '..►' raj t'�� c"Olt C", amt4 E a � � � w Vin c . w t� M raw t� 0 IT. ` yy�/Mp Y V1 •fel •Y�I �0 --31— vx c� t> ct't ap E u^a ON 00 „ r- 1 4io� �, ; ® kn c°a, .c 00 00 L T ,, ��y .. tJ Mit ZZ Ego :* M�1 iVco 03 x 2 A •_-� � .».. � � -32- 4 ♦'xy y r+ co ON Gi 4) CIO -9T es + v" ." C-A +a" C4 %n ' ra, to ' is 's " G11 + ;.Ool 00-0 At un fl rr-, ' 4t ets .c c 00 Cal *oo � CT � aw 00 00 ++��++W C4 co r- c en Z he 4 a N1- Lobo a. NSM ++ C C 0 *r. Ws 't a'+ NCOIN � C�9 •G ur'� ...` 6 � � GT. t'`� �,y `""'ti.. U vS `*✓..�t S `r"`�+w,•«G > .. tz cXo N-0 a . rv ` cw ac . w U � 3c . w � Nc� w wM, �, w fL z -34- I G «a 00 00 " Oti Ong C> a 0? 4 .. .. , d C ,, go w ON -35- ATTACHMENT #S PIC PROGRAMS FY 1998199 ECONOMICALLY DISADVANTAGED -TITLE 11 TITLE IIA ADULT (77%) $2,100,900 ECONOMICALLY DISADVANTAGED ADULTS OLDER WORKER (5% SET ASIDE) $ 131,£00 ECONOMICALLY DISADVANTAGED SENIORS OVER 55 INCENTIVE (5%) $ 130,000 EARNED FOR EXCEEDING PERFORMANCE STANDARDS NO COST CATEGORY LILMITATIONS PARTICIPANTS MUST BE ECONOMICALLY DISADVANTAGED NOT SUBJECT TO PERFORMANCE STANDARDS CAPACITY BUILDING $ 25,000 EDUCATION FUNDS (8%) REQUIRE DOLLAR FOR DOLLAR MATCH MUST USE LOCAL EDUCATIONAL AGENCY 8% - 50%STATE REQUIREMENTS $ 225,000 TANF STATE PROVIDES MATCH 8% - 30% STATE REQUIREMENTS $ 60,000 LEA MUST BE PUBLIC STATE PROGRAM REQUIREMENTS SDE &COMMUNITY COLLEGE RFPS MATCH MUST BE LOCAL TITLE 1113 SYETP (SUMMER YOUTH EMPLOYMENT&TRAINING PROGRAM $1,720,000 WORK EXPERIENCE, BASIC ED/ACADEMIC ENRICHMENT ACES 15-21 ECONOMICALLY DISADVANTAGED YOUTH TITLE IIC YOUTH (82%) $ 224,000 SEE IIA FOR INCENTIVE & EDUCATON DESCRIPTIONS -36- ................................................... DISLOCATED WORKERS -TITLE III LAID OFF WOR LONG TERM UNEMPLOYED DISPLACED HOMEMAKERS UNDER SPECIAL CONDITIONS 50%/60% IS CORE PROGRAM $1,827,000 GOVERNOR'S 40% DISCRETIONARY SPECIAL TARGETS RAPID RESPONSE $ 88,000 FLOOD DAMAGE PROJECT $ 85,000 ONE STOP $ 270,000 (+ portion of$1.5 Million East Bay special infrastructure grant) WELFARE TO WORK $1,000,000 70%TARGETED TO FEDERAL PRIORITIES 30% LESS RESTRICTIVE FEDERAL PRIORITIES WITH SOME LOCAL FLEXIBILITY SPECIAL PROGRAM - NON JTPA FUNDS CDBG - COMMUNITY DEVELOPMENT BLOCK GRANT $ 54,400 GEOGRAPHIC RESTRICTIONS ENTREPRENEUAL TRAINING GRANT SYJP - SUMMER YOUTH JOBS PROGRAM $ 25,000 OUTSTATION INTERNS AT EDD/CHEVRON CHEVRON + DONATIONS = FUNDING SOURCE SUMMER OF SERVICE $ 60,800 SPECIAL 2 YEAR PRIVATE GRANT JR HIGH SCHOOL STUDENTS 36 CORPORATE SPONSORED CHILDREN 14 SYETP YOUTH 5 TWO WEEK INTERNSHIPS LMI - LABOR MARKET INFORMATION $ 57,000 ANNUAL SURVEY OF 25 OCCUPATIONS SBDC - SMALL BUSINESS DEVELOPMENT CENTER $ 190,000 SBA, STATE DOC & MATCHING FUNDS TANF -TEMPORARY ASSISTANCE TO NEEDY FAMILIES $ 371,300 4 JOB DEVELOERS OUT-STATIONED AT EACH OF FOUR SOCIAL SERVICE DEPARTMENT REACH CENTERS TOTAL $8,655,000 -37- ATTACHMENT #6 PIC Staff Diversity Schedule TITLE SALARY GENDER RACE RANGE M 1~ W B H A Director $4930 1 1' $5993 Deputy Director $4511 2 3 4 1 $5604 SBDC Director $4373 1 1 $558'1 Staff Analyst Ill $3772 1 1 $4584 Staff Analyst 11 $3329 2 1 1 $4046 Executive Secretary $3304 1 1 $3643 Accountant $2952 1 1 $3589 Supervising Account Clerk $2754 1 1 $3517 Employment Specialist $2519 1 1 $3087 Secretary $2197 1 1 $3029 Staff Aide $2425 1 1 $2947 Account Clerk $2179 2 1 1 $2548 6 12 12 6 -38- ATTACHMENT X07 flu a� ac rn co �► o o e7 cs m UO H to vco 01 v 14 -� 14 Ln W Ln co i4 +w U C7 m H Ln 0 0 In 04 to -r4b p Cn u O A U -� .2 6 lu Ln 0+ t H u to a w tti 0 •O j W 0 V 0 A qr 44 Co 4J to 0 41 c�3�'S en ON 04 Ltd to w 4 a 4rqnq le 41 41 41 Aj to Aj i13 m �2t os i 14 $ H Ol 14 -P4 •a .. 0 CD fm eq Ln d3 RS t{l � � to 004 ul f4 -39- m o� CD m m c , o o c o 0 m m a% ch 01 V H � � C V Aj ON m co x •P4 U) Ch � otfl 0% U m � t� � . ,cC U # 0In ON (d> 0 i lz A4 a 4 ' • w U 4) a s vmm M b -r4tOT-4 N c ,� o ti aim vo r-4C4rrq L�7V-4 aux t4 O �G mmp 1p rt a m m 4J Aj s' m m ivt U }ai � a v m ji a , 14m 9 •P4 4, oa m m �" 0 m -t4 W rq m a A CO f-I� � aLn � x > C� -40- ............................................................................................................................................................................................................................................................................................................................ ............................................................................................................................................................................................................................................................................................................................ 'i J :q . f37 r +... � � �,y .e•t its 0l CC) tu S, 0 0 VA tn W to N 0 v � tA tn rA CD lr� AA 3 #fi 16 fjA � P '� K #3+ • m OS ca O% co m a% ON ON ON an � o o e5 c7 tn to eh eh eh t� e� a cu y, w 15 O vii a m ed C14 U �i CJ t y vw 11 � © U >. " 4f 11 m i.t v W py M O as m m rd 19 (z R! Cr > d+ 41 0%� m to aa -to •°ri vim ay ua ' o �U •� . ' r uOam aco � .Rfu U x U � . a) N A • r "C! -r4 4J w 4J w -H rE U 9 O W .� wr-i °� m • o '� it © • a -Hi a� w o O rtS Rr 9 .G o tU M O to Rf 4J a p, auOD a Chc riv u %Dx WC14 O m u m rt ,u � H J • ar � -art gg � a tri 1 v a m + o W m x 4J mM 40) 0� O to m ab A a a oa v H E4a a� ars 9 44 r4 10 Ln a a . a > °u •�-� v s°3r -42- . .. naur ur itvivlc� .. Lv .ly� r3 Lr ur i�2tliv n /csv ' tn►rs as • as • �► � • ass + ►` ICU VM/IMS s� xaxsx sYr,Ahau srrsst�w s�las srrutx �s w , i s # a s • i s • a s #', ! # a s i . ass . a �e �► at #' ass wow as # is # ' ass as # / t ass as r '. �► s : �► : # x ! f a ! #i. ! s i ? # J �► s s �► s #' �► s s a s s I ' - �► s • a s s> a : s �► s +� J a ! • . ala a ! s xs # i t i a s s / s # ommommr Wolff a iZta ►T�tRa s ti�1►'i'1t -43- n11TRs ' sumv 2�ClR fLGli7itTt?RE: ..... _ .. _._ _ ..... I+E,lTE TYPES: RS * Regular Sick Leave FS s Family Sick Leave V * Vacation K * Management Leave P * Personal Floating'Holiday C * Comp Time A : Absent'Without Pay B * Bereavement Leave TSS: IIA $ IIB CDBG (County) IIC CDBG • N c (National) RR : (Rapid Response) CDBG - C a (Cdhcord) -* I = (Incentive) WAC = (Women's Advisory Committee) SYETP A = Admin OW _ (Older Worker) T = Training III S = Training Services --44- :v::.ns:,v::::.•:::•v::::{:/fiii:• ST: '' _._.... _ .:::. ..:4: :... __::.:. 'T-:.,, ... x:n ... ..... ..... .. `CONTRA COSTA COUNTY ATTACHMENT #9 PRIVATE INDUSTRY COUNCIL PIC ADMIN I S TR.AT IVE BULLETIN .�.��...,.�...... Pw January 31, 1985 SUBJECT: Ami- PIC f Planning ur C. Miner, Executive Director Marketing PROMs Contra Costa County Private Industry Council EEO/AA MIS SLTMC'T% DEPARTMENTAL'EVALUATIONS Fiscal REP: operations o SPECIAL FILING Apparently as a result of a Grand ,fury report, the Board of Supervisors has mandated that department heads perform annual written evaluations from County Employees. At this time departments have been provided no ether guidance or requirements. Hence, until modified or,preempted, this PIC administrative bulletin will serve as the evaluation policy for this department. All employees shall receive written evaluation reports on at least an annual basis. The County Personnel Department Probation and/or Merit Increment reports will be utilized for all employees that have not reached their top seniority step subject. A copy of the completed. AK 54 or 77 shall be given the employee, .filed with the Personnel Department and filed in the employees departmental personnel file. For employees no longer covered by the Personnel Department; system, a similar departmental level procedure will be followed. Evaluations willbe in narrative form; normally a simple one sheet memo; at a minimum evaluations will be completed annually in January (subject to delay in unusual circumstances). Employees may request an additional evaluation during the year. Obviously, employees may write a supplementary memorandum to be attached to an evaluation, presumably to refute, clarify or otherwise supplement the evaluation. All evaluations will be treated as confidential; although the evaluations are accessible to the County for discipline procedures, public release or reference (such as for promotions, transfers, etc.) would be employee initiated. This procedure is being initiated to meet the minimum requirements of the County; I believe for a small department such as ours that the previous more informal practice was more than satisfactory. SDA imposed requirements - if any - are presented in bold. If you have any question regarding this bulletin, please contact Arthur C. Miner, Executive Director at 846-5382. ACM:mt cc: Linda Patton-Finch, SDA Monitor .Leslie Knight, Personnel Director #26:38-95 Retention Periods Revs 7193 Special. SOP Filing: Departmental Disk: #9:F0RMS\AUM2 -45- ATTACHMENT 010 CONTRA COSTA COUNTY PRIVATE INDUSTRY COUNCIL { '01C ADMINISTItA'f1VE BULLETIN PAB 0:16-98 SLITIr,FECT. DATE. January 6, 1498 E3AbMM OPI.ANNING fi #. PIC Contractors �� t ATTN: -.Program & Tralnink Directors ClEEO/AA � dri. QS FROK Arthur C. liner, Executive Director ORSCAL .Contra Costa County Private Industry Council 0OPERATIONS Y ClRAPID RESPONSE SUBJECT: CAPACITY BUILDING SPECL�rFII1NG: � REF: PARS 11-97 at 15-95 The purpose of this PAS Is to remind contractors of the possibility of receiving PIC reimbursement - outside of your contract payment limits for staff training. Recent phone calls indicate some confusion exists on the parameters and procedures. This PAS also changes the PIC staff contact from Linda Chandler to Ron Stewart, and revises the process to use the same farm for requests and approval If a training opportunity exists which you believe would enhance the capacity of your DTPA staff, you may phone Rors Stewart (646-5193) or in his absence myself (646-5282) and discuss authorization for reimbursement. To obtain: -authorization you must submit the completed attached form by mail,had deliver or fax(646-5517)to the attention of Ror. tewart. We will need to know the training, the estimated total cost, the rational for the training and the name and function of the person being sent. (See attached form.) We will send you an acknowledgment which must be attache, to your demand. Reimbursed SALT expenses will not be charged against your contract payment limit. The guidelines are,except in unusual circumstances,that we will only authorize reimbursement for travel/registrationlpe; diem expenses for sending line or program staff to training, not administrative staff.: in the unlikely event we havr unexpended funds at the enol of the year, we will consider retro-active claims for administrative staff. Beside targetinf these funds toward service provider line staff, State requirements are that the training be in-State and not includf reimbursement for the cost of staff salaries. This office will place in service provider pick-up boxes copies of training opportunities we believe to be particularly wel targeted. However,service providers should independently monitor opportunities. To qualify, the training must be it one or more of the three classifications of. Professional Development,Compliance and/or Best Practices. Program Directors are reminded that there is no registration fee for training operated by the County Training Institute (CTI In Martinez, and,only a modest fee (that will be billed to this office directly) for Computer training through Comp USA the current County Vendor. For this training, reimbursement Is limited to mileage,meals and parking as appropriate. If you sign up for CTI courses, please make sure the selectee or a replacement do In fact attend. Space is limited; a no, attendance prevents others from receiving the training. Comp USA training must be paid for once the reservation i confirmed,but substitutes are'allowed. Unless alternate arrangements are approved in advance, all SALT reimbursements will be to the agency not to th ( -rdividual. It is the service providers responsibility to select,approve and reimburse their employee in accordance wit their standard procedures; reservations,travel arrangements, etc are to be accomplished by the contractor or their stat only for a standard agency'endorsement(i.e. CTI and State sponsored targeted no fee training,)will this office be involve -46- e. In registration; expenses not reimbursed by this office remain the responsibility of the agency; County employee reimbursement policy will be the guide for disbursement of SALT funds. Service providers are to maintain all necessary. *Kumentation;only the demand and list of actual expenses are to be submitted to the PIC office;direct reimbursement to, staff requires full documentation submitted to this office. This bulletin supercedes and replaces PAB#(s) 11.97& 15-95 which should be deleted from your files at this time. SDA imposed requirements • if any - are presented in bold. if you have any questions regarding this bulletin, please contact Ron Stewart of my staff at 646-5193, ACN -yu Attachments cc Dian Chun,SDA Program manager #yApicoMc\dlskette\papsltb•98pab Retention Period: Special SOP Piling: Financial/Administrative Mgt. r Fa 1 —47— 4 REQUEST APPROVAL . Bate Date To: To. From: From: Subject: SALT Reimbursement This is to request authorization' for SALT This is to confirm authoritadon for SALT reimbursement to: reimbursement to.- Send o:Send to the following: 'training Course/Dates Training Course/Dates Rational for request Reason for response *Estimated Expenses; *Estimated Expenses: Registration Registration Travel Travel meals Meals Lodging Lodging Other Other A copy of this authorization must be submitted with the demand. *Note: estimates only,actual expenses will be Individually reviewed. -48- CONTRA COSTA COUNTY ATTACHMENT #11 PRIVATE INDUSTRY COUNCIL —�--- PIC ADMINISTRATIVE BULLETIN PAB#: 33-97 SUBJECT: ' DATE: June 30, 1997 XOADMI�#TIG TQ: FIC intake/Certification Units C]MARKETING ATTN. Direct Ma tigers Wyd intake Staff OEEC?!AA xMS FROM: Arthur C. Miner, ExeAtoo Director X FISCAL NS Contra Costa County Private industry Council X RAPID RESPONSE i;3RAPiII I2.ESPtJNSE SUBJECT: Income Guidelines for DTPA Eligibility SPECIAL FILING: X REF: The purpose of this PAB is to transmit revised Income Guidelines for DTPA Eligibility Determination.This revision results from the issuance of the 1997 70 percent lower living standard income levels (LLSIL). These revisions were effective as of April 25,1997 Since DTPA income eligibility is based upon the Maher of ewer the Poverty Income Guidelines (published by DHHS) or the 70%Lower Living Standard Income Levels(LLSIL),which is determined by the.Secretary of Labor,these separate guidelines have been combined into one table for your use in determining eligibility. (NOTE: the income level for"family of one"is from the Poverty Income Guidelines-all other entries are from the 70% LLSIL.The poverty income guidelines were effective as of March 10,1997) INCOME GUIDELINES FOR DTPA ELIGIBILITY DETERMINATION Size pf Famliv Income-Guidelines/Annual 1 $7,890 2 11,490 3 15,770 4 19,460 5 22,970 f 26,860 For family units of more than six(6)persons,,add$3,890 for each additional person. SDA procedure Is to_vLri_l�last Six{6}months family income and multiply by two(2)to derive"annual"income. This bulletin supersedes and replaces PAS#34-96 which should be deleted from your files at this time. SDA Imposed requirements-if any-are presented in bald. If you have any questions regarding this bulletin,please contact Bob Whatford of my staff at 645-5373. BW:pk cc:Linda Beattie,SQA Program Manager •x:33-97 #9:ADM2.DOC Retention Period: REVISE}2126196 Special SOP Filing: MIS/Reporting -49- ATTACHMENT #12 Maryland Center for Quality ds Productivity The WArAW&uinns School Untvwsity of Maryland at Cofte Park GDMW Paste,Maryf&M M42-1815 USA (301)40-7W9 Pix;(301)3144119 Reppor: Customer "Value Analysis San Francisco Day Area LMI Consortium Contra Costa County Private Industry Council March 15, 2997 f HARRY FURUKAWA Manager,Information,ic Learning -50- ._..... _.._.... .. .. ..� .. .. _ ....... .......... CUSTOMER VALUE ANALYSIS � SAN F1iiANOSCO BAY AREA LMI CONSOR'T1UM Contra Costa County Private Industry Council ?ABLE OF CONTENTS Executive Sumauary 2 Introduction to Customer Value Analysis S Methodology 8 Findings: Employers 18 Findings: job Seekers 16 Anticipated Benefits and Next Steps 34 Addendum _gl_ .....................I....................................................... .............................................................---............ .................................................-.... EXECUTWE SUMMARY Customer value analysis Is a methodology to Iden*the spedfic factors, and their relative weights, that drive customer behavior (ie., to identify what matters to the customer). This information should be men as input into the ,Strategic planning process to focus 10% "t actions an improving how an organization deliver& what matters to ft customer and cresting the alignment of day-to-day activities with the strategic direction of the organization (ie., lo deliver wlh&t matters to the customer). The study was conducted by the Maryland Center for Quality & Productivity, an outreach arm of the Maryland Business School, University of Maryland at College Park, for the participating members of the San Francisco Bay Area LMT Consortium- The members were: Alameda County PIC,Contra Costa County PIC,Marin County PIC,Oakland PIC, Napa Training and Employment Center, NOVA PIC, San Matto County PIC, Silicon Valley PIC, and Sonoma County PIC. PURPOSE The purpose of this study was to develop a baseline for understanding: 0 what is important to the customers of the PIC's In the services that they receive, i.e., the specific factors and their relative Importance; a how the performance of the PIC's on those factors is rated in the minds of the customers; and, * how the factors may relate to customer behavior. For the purposes of this study, two customer groups were identified: employers and job seekers. Due to time constraints, each group was surveyed using a survey originally developed for the State of Maryland, and modified based on feedback from the project directors of each Private Industry Council (FIC). Based on review and feedback, it was felt that the basic processes and outcomes are similar enough to warrant use of the instrument in this case. EMPLOYERS The employers to be surveyed were randomly selected by the PIC's. both the total number of responses and response rate (approximately 7.9*/*) were low, so analysis of Importance weights was limited to the aggregate level for the entire Say Area. Details of respondent information are in the addendum. The employers that responded: • typically employed less than So people were primarily in the service sector -52- ............ ............. ............. ........... T Pruftel findings were aac fC PoW s: . N * Approximately Ork-third of the employers reported themselves to be loyal customers (i.e.,thought the PIC providedled ctlity,strongly intended to recommend the PIC and str y o reuse the * Intent to ftoo mend was strongly related to &MW selfompmted behavior ` .!'.,those who strongly intend to re ly report that thq a&wMy did veConunend in greater percentages than *am groups) �► Intention to recommend PIC services is related to reputation'(based'an past experience and/or rocommendations from those whoseopinion they value) +� Intention to reuse PIC services is related to reputation and performance in the job order taking process JOB SM ERS The job seekers to be surveyed were randomly selected by the PIC"s. Both the total number of responses and response rate (approximately 129'x) were high er►ough that the analysis on importance weights was conducted on the basis of the region of the Bay Area (i.e., North Bay, Bast Bay eared, South Say). Performance data was compiled on the individual PIC level. Each region of the Bay Area had different demographics in terms of their respondents 'F • North Bay; Primarily • Under $30,000 annual earnings in their current or last job, - High school degree or some college • East Bay: Primarily . Under $30,000 annual earnings in their current or last job, - Kgh school degree or some college - Majority are from a minority group • South Bay: Primarily • Over $20,000 annual earnings in their current or last job, • Typically have at least a high school degree • Significant minority representation -53- _ } The primary "Pwere as follows: Appro4mately one-third of the job seekers reported themselves to be loyal custoums (I.*.,thought the PIC provided quality,11trongly intended is recommand the PIC and ,strongly ed �reuse the PIC)'' • The two primary desired behaviors (recommendation mid rouse) were driven by different outcomes, and therefore, different factors. fa Recommendation intent was driven more by the customers" experience in training for the search .. Reuse intent was driven more by the'custorners'sense of the quality of the much for;jab openings +� Since demographic profiles differed, eormquently the factors that drove the perception of quality differed. • North 'Bay: primary factors • Eligibility Interview • Vocational Training - Office Environment • job Search Assistance • Fast Say:;primary factors • _Eligibility Interview Initial Contact • Office Environment South Say. primary factors Staff - job Search Assistance s - Vocational Training' Retail for the'findings for each group is included in the body of the report. . -S4- v=oDuC"nON: CUSTOMER VALVE ANALYSIS «Whd the bushms Odnb that #� � Ebout eta ecsIfters 6 *we f kefy to . k w)vng than rrr ht. peter trucker What malb elm a cu t Wert naive feces produce? . Many organitations are workinghard.to Improve sier-Ace to, ti it customers, but auny improvement Warts rot rrn*t the expectations of management. A►prinukry reason for ihls is Ineffective a ustonwr march. ma n c orgaations have expressed unhappiness with. tmdidoml customer Asa rection meaar res. '?hi�s�tisfaction stems from a number of Issues, such as the lack of linkage with the organiadoWs "business results"or outcomes, tho1mbility to ure the tool predictively and so on. More recently,, s small nor of organiaation# have started working on creating and vumsft customer valine, which is the next stage of quality agement, #regrs#+ed with customer research and strategic planning. This methodology foeu�sees on identifying what matters to the customer and delivering what matters. Essentially,this is about doing the ri ............................................................................ ..........................................I........... .......... p*&tft ad w-vices; then tD understand how will they were PtIfOrIftirt-9 On dwe dimensions dAt were important. Uore Importantly, this customer Information is being integrated with *ategic management and quality improvement effo2b. IUS systemic kdegration of customer h" With the 3r"M;ement system, 00tamins lttie 6*m of** Malcolm 11aldrige Natiortal Q"Rty Award criteria. What has the track record of companies using this approach been? M& approach to strategic management is relatively new. There am 8 limited etin&the med%odolpgy,but because Sumbet of companies working on Intesr& d* tools and techniques are 10 r*w,few companies have extensive track mcord. However, the initial results &n.vtry encouraging. A sample of the PIOnOM In the Area are: * AT&T.- Number one in market share and able to predict market share in four months, based on current month's customer Measures. e Xerox: Number one In market shAre in business machines and able to predict customer retention. * United Van Unes: Number one in market in a shrinking market and Able to predict the level of service required to obtain & *deU&hted* customer. n* Maryland Center is actively developing capability to translate the ZwUlodology developed by the pioneers, to make it accessible to small and medium sized organizations and public sector agencies. What do we main by customer value management? Customer value management is the process by iWhich an organ nation creates and manages the value that is perceived by its customers. %. tomer value can be deg ed as the relationship between quaUty (the benefits derived by a Customer who uses an orgaintization's products/servim) And sacrifice (what is given up by a customer to use those products and services -both in terms of economic and psychological cost). The purpose of the Customer Value Analysis Is to aid public sector agencies in developing and implementing # customer measurement methodology to: * identify duw specific factors, and their relative ImPOrtAncOt that matter to their customers * understand how well the, organization is Performing an the dimensions that matter to their customers; and, tencies,measures and 0 serve as a foundation to align systems, compe culture to deliver what matters to their customers- -56- ..... ........ ................. ................. ...........1.1.11,11111, .......................... ........... .......................................... now might lour Organwtion b*nIfit 1 e 1.A 1.customer. Value SVAIYSII? mmy organizations an focusing- on the customer, but few JMW:"df2CAlJY vrw matters to the customer..wd even fewer are proactively n=409 to deliVer What matters. * Discovir a hading edge med-odology for Identifying dwise Spedfic faro= w4 the relative importance of*on j,&ctono,in how the amiketpUce peredves the value of the servims that you provide. * Gain an understanding of how to dev*lop customer data that Allows YOU io proactively numge your organization * Learn how to link customer data to process improvement to befta deliver Wbat matters.to your customer. * Gain an understanding of how to do the *right 0%inge better, to know brow well you are doing relative to competitors, and to Unk the Wormation to business results. -57- ......... ......... .. WrMODOLOGY The M thWdology fm this may h" &M Major phases: Cmduct q tative Mt&rch'- to the short window of opportunity too Uu &" 'Ituudy,tyre survey t'�"'r rable work being conducted for sial fr�o�ent used was based ore �'ta#ive research was u�'b"peder ��arx4 federal organisations. Obtain the universe cif cuswmer value attributes (speah�ors that drive to The data ws::cc►ltectrd thmug groups- behavior) and outcomes, gement and'front Foul DS consisted of employee focus groupsfxW {bot ► a lire staffs ind customer foe"groups• tanscibedEach t�ranacription was Each focus g=p was tape recorded and ` • mewed y ft reseszch team ori individual attributes were then identxf�ed in the customers' words, lose mutes were grouped according to the distinct phases of a+e?vi�'that 'v d b the customer, This structure formed the framework for the were perceived y survey instrument. Conduct quantitative research: mance of ntitative research was conducted in ordezPl�`s to to Performire mance on eat each of the customer value ibutes and the d fllect* rom a random sampling of the PIC attribute. The data was customer base. The sample size for each PIC was proportional to its served population relative to the Other PIC-6 in the study group- The r P surve s were prepared by MCQP and cuss d introducttomized to include o y cover T y PIC mailed the survey individual PIC name. T were sent directly to MCQp. These to the sample pOp LotterUIatior►, ltetwrns rases were reported on an anonymous bans. sespo P entered and Verified the data. Iwa�nalyregression wa coanalysis. MCQ d b us:ng multrp , Importance was determined y . Performance data was derived from ariIi=et'c means' Notes: s which are shown are at the 0.1 bevel of sign • • Importance Weightmodel will correctly predict the result an independent That is to say.thus variable will have on a dependent variable es uy of of vs mase - in the number' of respondents is wool increase which would be gni -58- • Mw importance weights shown are the beta values from the.regr+ on `. analysis. Simply said, for each unit U=&$* in the rating of an `. irrd+ependent variable e.g., cleanliness) that will be a corresponding - increase in the ri►ting of the dependent variable (s.g., office environment) which mmespond to the beta value. For example, if the primary attribute it office environment, and the ae+cartiiary attribute Las sr+im,par race,or beta value,of,29,then for every full poid increase in the rs ,g of cleanliness, it could be cted that a 49 increase in the rating of olhc+e environment would f6tow. Therefore# the higher the Importance weight or beta value, the greater the impact that an improvement effort has on overall performance and recommendation and reuse behaviors. Develop Input for strategic planning and deployment: After the analysis Is conducted, input was prepared as a baseline for the Wategic plug process for the PIC's. 'This report and accompanying briefing will serve as the primary vehicle for that input. -59- ...a..._ . »,�._.._,...., FINDINGS: FMP'LOYERS i • Chvrall Flndl s Loyalty Index based on responses''to global gwsfilms: overallperformance, likelihood to recomnand and likelihood to cruse, Scale: (julow to 5=high). l ara ty Wax x R�pa�ndaeds '. 099 All Loyal 333 {scorm ail S's) Favorable 28.4 . Ocom:at lust 4) Yobwable 27.2 fsc+ores:at kart 3) At-Risk 11.1 (scores: all other) Total number of respondents 81(Data missing on 28 mporade+ts) $ehMoral Intent The higher the intent to recommend FIC services to colleagues, the more that that behavior occurred. Based upon self report, the percentages of the respondents that said that they had actually recommended FIC services in differing categories of strength of intent to recommend is as follows: 6 of 6 respondents who %in category who Intent to Recommend responses recommended recommended 5 -Strongly would 33 28 $4•$%d 4-Probably would 24 . IS 75.0% 3-May or may not 24 5 35.7% 2-Probably would not 6' 1 16.6° 2 -Strongly would riot 2 00/0 Clearly, if the goal is to provide services that employers would recommend to their peers, then the level of service would have to be at the level 5 -Strongly recommend, In order to maximize the actual behavior. We might predict that approximately 85% of employers who rate the service at level 5 do recommend. —6th— Your PICt performance on the key attributes are (shown below. The range of Performance far all PICS is also shown. A rote of caution in a mpar g Perfom am unit. different populationt {e.g., rural/tubae, young/old,or othnid rforQ;ce diferentl • ty} rste:� y and, the relative importance of attributes tappers wNch &wret orae foes on ktdicat es in uffident passes) PUP ANS PAT MGS Cts +► &I I t.67•a.11 66%.Materfat M4 ese-930 Ila Staff 8.50 SX-8.'80 Iat+twterTx& 7jo 6M-&.31 ~S Appuets 7.00 SM-820 Mater VP 7.73 600-8.78 tart at Ur"M 5.09 6M-938 Obtadn# 'kd& Sat? 2-M-90 • Taiie f On the second level, importance weights and mean performance scores for PIC's vs. other {again, a note of caution - the number of responses are small and half of the responses for "other" acre based on placing newspaper ads). But the key drivers in sales contacts are the staff and availability of staff to answer requests/questions. (see table 3) LCL 2 ATTRIBUTES•SALES CONTACT DRTVEN BY STAFF AT IT'MDE AND AVAILABILITY Mean Pia seam Owtrell Attdbota taiportmce weight Inc Other Ph4eesfanel appea wwt 17.70 8.43 7.88 Attitude 43.60 8.58 8.00 Service knowkd8e 8.53 7.94 IatowUdp 8.60 -7.24 6.75 Respa wye 18.50 808 7.75 Availability 37.70 8.19 7.b0 Table 3 -61- .......''I'll........................................................................................ ................................................................................--......... ........................ Mwn it coum to awketing materW,the design/appearance Is the I*Y -dAv*r, with usoh&lm b*4$@=4 in the psrcepton of qu&Uty. (we tabl*4) 19.M I ATrMLTES-bLUXEMG MAMAL DRWW BY DESIGN AND USEFLANESS Overall Attribute PIC other Pres e+f Seth 17-W 70 6.57 UNOWDA" MW 7.23 . 6.14 9)"IV09ppe"Mce 49.10 7.43 638 With respect to job order taking, case of the process, understanding the employer's reeds, staff attitude and ease of contacting pIC to get an order taken were the key drivers of the perception of quality. ("t table 5) tIM2ATMBVM-101BORt>ER?AMG DRrMlYL4.SF. UNDERSTANDING,AND ATr7TUDE &J"nPariceffAMSMmil Overall Attribute impoftnce weight PIC Other FASO Of COMACt 23.70 8.24 933 g&a*of Sodng order taken 34-60 $29 $39 Undentand your needs 3330 8.13 7.18 19.10 9-OD 7.65 Attitude 25.20 8.68 7.94 7.71 7.14 With respect to referral of job applicants, the primary driver is prescreening, followed by removing barriers toemployment and number of referrals. (we table 6) -62 ............. .......... ........................... LEVU 2 ATTRTBUIU REFERRAL OF J011 AM ICAMS DRIVEN PY . VILsCREVING blem pulamummOnn3tib l ANdbute Leapoet a wwot pIC 043►er Spnd 7.33 7A7 33N 728 $27 m Py inft , 723 836 1730 739 8•'1'3 2m 7A2 831 �oeittt bmiete 24.70 939 3.73 7We i With respect to follow•up it appears to be driven by the level of follow-up and d y ing. (we Table 7) LrM 2 ATMIBLrM-FOLLOW-UP DR VEN By LEVEL AND TIMING Mean perfiywkmct doom for. Overall Attribute Imporunce weight PIC Other 832 6.83 paperwork eget $AS $.17 Buff eality Quality of parson hired 830 7A0 5.17 UTZ of follow-up 53.20 5.07 6.33 Of#4o`w-etp 3630 9.13 630 ,Tam*? _63_ 'i'lare perception of quality in requests for other information is P-^manly driven by promptmss,in respondir4 to requests. (twee table 8) uva 2 ATm1tLTw-CY't=tNF=mAi oN t9►R1VF.t t xY rRoMmass �"ts�l+rcfce�asr� Orw&U Astribss* ffipaet rrar "C O*&S ire of ft"t-Act ? !lar ++w -M ?.tt3 6-M 1arrS'ctisn+w oiirfaEa►aton ?.SS 52' Overall, the low number of responses UMita the ability to snake any distinctions among PIC's, or even on a regional basis. However, the overall data show focus attention on several areas for consideration. -64- 116a ►" j .,.,., ....... .. .. F INGS. JOB SEDCM loyalty Index Lophy index bused on responses to global questions. overall pe farmance, . a rxd to xea aunend and Ukelihood to must. Scale: (lslow to S=high) cow All Cats Loyal 33 3330 w all 3,S) hVWAMe 291 36AO at han 4) Ytnbk 37.1 2130 0 at kut 3) AOUsk 10.6 9.10 AD cow) Behavioral Intent: C1mall, looking at the entire Bay Ares, two different drivers surfic a when behavioral intent is examined for job seekers. Intent to recommend_is driven by the quality of staff. Intent to reuse is driven by the quality of job search assistance and secondarily bYata quality of office environment. There is sa cient data to break the down into regions (North, Bast and South Bay), which highlights the regional differences. Mutes of Behavior Owsli, staff is the principal driver in the perception of good prforrnance and rtcommendation behavior. Reuse intent is based upon performance in job search assistance, and in the office environment. Oft table'l) -65- t STAFF IS KEY OVERALL lriean luee�x hMap�r e+f Alk ts. 0►esat! Attribute aadfaS Rem" +e Fnvomm" t 8.40 U.20 am 14.20 bridal Contact 103 1me"tow Start &75 30.90 33.70 Vocational Te r4 3.09 6.00 jeb Ssarch Aasiew6ae 7,72 16.60 Tew#t North Bay. The interview process is the key driver for recommendation intent in the North Bay. Secondary drivers are vocational training and job search assistance. The law number of reposes in the Borth Bay makes analysis with respect to reuse intent lets rehab:a than in other regions. ( table 20) INTERVIEW PROCESS IS KEY FOR NORTH DRY Mean Perfaeenant a Importune of Attribute vs. Overall Attribute ItatiaS Pesfczeulnce Rouse Mee Uwren# $.35 37.50 Initial Contact 6.14 Interview 745 89.10 Staff 6.14 Vocational Tens $3'S $5.40 job Search Asaiataanc* 7.64 34.30 lYiit 10 —66— ! Ent Bay •:. s Mw key driver to the overall perception taf quality ty in the experienc* (perfortrAnce)is the Interview process. The key drivers to a reocimnwidation Went are the perception of quality In the Interview process and Wti cwtact. key driver to mum �t Is the office enviroment t table IN?ERVMW!"RAS XV "a SAY 1'+tarf Lttf ae of Art ibaie vs, Om&U Aadbate Raufts Palo="" it Iwattitwmd O#fia Rttr''�ttwextt 5.36 32.liC1 bddsi Contact S.73 32.20 lsdatrview 943 39.00 39.20 Staff 9.20 Voutiorul'T`fng 9.30 job Starch A"Waac+t 6.70 testi#� x South Say: The key driver to the perception of overall performance and intent to recommend is the staff. The key driver to reuse intent Is the job search assistance. (see table 12) STAltf KEY FOR SOUTH BAY Faft aaam fmporwo*of AWbatt vs. IO"r u Kattr4 Aadr4 I ma- 40f rice thrice fAVOW M IA • ktiat Catttact 6.94 +t +M W 5.63 Staff SM 34.90 38.10 V .w 7A4 6wII.. J*Search Aaaiatar►ce 6.97 31.So TiMt#1 -67- ....................................................... .........................................-........... ......................................... bunvidull Pic PWWW= t&" an shown below,with & CoMpALrAtiVe range of scores. nw sone note of caution, accompanies this chart. 119 FORMANCE RA71NOS COMM Clota saw ONO ranlexwft S37 131-IAS 111M] CORUCt a91-LOA boom Thm $14 IJW-9.86 suff $38 70-9.03 $29 7Z-836 saw of Intim U%FO 7A6 6.73-926 IP4MPW*t info VocadorW TV rig 7.45 ?AS-6.67 J*Star&system 729 1.75.7.75 job kJonr-Won 7.OD $30.737 14 Search ULU#Tieris $37 6.22-OM F,mpjOyV%ent S*rvIc* 7.90 $X-9.42 Secondary Attributes: For each of the tables below, Performance ratings and importance weights are given on & regional basis. More data points would provide the ability to conduct analysis On & PIC kvel and Provide More t*U&biUty for other dimensions. The perception of VARY In the Off'" environment�varn pril y y ptthe East Bay whert the primary is privacy. (w cleanliness,except in table 13) -68- .... ........ .......... ......................... i L-rVM-L I A IMS.. OMC' LIMN'illi Nha CLUNLI S iiAl * 4 POLLOWW SX FRWACY r: Note say #a►th say Rant say pad. Sol 1W ad Palm ` R*1 A +ete 1kafts 61 st It Wit Rattv W t 4 0"1111 U5 4133 t.76 144.9 4.60 39.2 ftv" 'far tata"i+ew 745 ?,63 U.? =di 61.3 - 6x87 7.26 12,3 7.98 7.89 632 6.16 L>ksdan 7.7 7.74 15.9 6.5 Pari&& Tat 6.13 11.5 7.78 11.2 T"13 The perception of quality relative to the initial contact is primarily in knowledge and information in North and South Say, while in Fast Bay, it is the ability to speak with staff and wait time. (see table 14) LEL 2 A"t`li'R18UTES: INT1"tAL CONTACT INFORMATION AND KNOMXDGI XEY North Bay South say lust spry Prrf. 1*1 Pert 1*1 Ptrf 1#1 Attcibuft R&AAS W t Rating WSt Rat nS WSt Ev 7�i�h Able to Spesk w/Staff 777 145 8.08 34.00 BCnarr'ledge 846 68.70 6.42 46.20 7.97 19.10 1a i�aeautton US 55.00 6.15 45.70 7.86 19.10 Watt Unt for tntemew 6.63 1.88 7js 2150 Ulm Wait Timer 7.26 6.12 11.70 $.Q0 Staff Knowladp ?.95 6.59 37.20 SM 21AO k1formullon 749 ".70 6.21 43.90 6.406 28,40 lnterritw 7.26 5.06 7A$ 3250 'taker 14 -69- ''I'll........................................................................... ............................................................................ .......... With respect to the eligibility jfttV**jewf the peanary driven vary by nsiOn- For North fty,, it is staff profession A&M for South Bay, it is staff Professionalism, Wowed closely by orientation OW'APPrOvAl time, and, in last Bay,it is approval titre. (w able 15) ISM 2 AMMUM RUG1311M VMVIEW Elva VARY BY REGION North say &Mth sly sast say Rol 1pod Rol Fed Rol Aftibuts Rating Wgt Rating Wgt luting Wgt Fab PMCI" 8.59 6.50 1830 9.74 2030 hol"donausm 6.66 nso 8.61 33.80 6.93 Odentation 5.23 4230 $12 25.60 6.74 M 25.20 3.55 47.80 Approval Time 7.92 Time Is With respect to staff, information received ftom the staff is the key. (we table 16) LEVEL I ATMsVM. STAFF INFORMATION IS KEY North BAY South say East say Pert. Rol Pew Rel Fort Rol Attribute luting Wgt Rating wgt Rating Wgt hafesslonalism 3.11 339 1230 8.71 Attitude 6.54 29-10 $37 24-70 6.71 Coamwdadon 837 3.32 13.70 6.60 GAS 6.40 11.90 W 29.50 Helpful prompt S*Mc* 9.17 11.430 836 1028 $38 Wottmaticnn 8.13 47.30 6.13 30.10 SA3 33-50 ?aaWe 16 -70- ..................",.............. ........... _.. ............................... ._. _ _ __ ...... ..........._......_.... ........ ....... ......... ............. _. . ... _.........._. . _. .. ' lant vocuttil orlatr r �id ��lr�g and skis tFB�ICtirtg, ' d�Yer'� `p'ar�►�'Y aegbn. An North Say, ft is skis wW location. Por South Bay,ft is PrInUAY k*amtim Wowed by facility. For East Say,It is skills,facility and htfcxtnati With rs and.to computer driven ► searches, the informatlore avauble Is the . key in North and South Bay,while"so of ua+e is the key in fast Day. (on table 19) . LEM 2 ATTWLrEss Cohan= North' Cay nth say 5"1 say Perf. Rol Pod Rol ?of Rol Attribute Rating Wst hating Wgt Rating Wgt Piave of Use 630 Ii.bT 7AS "JO k*U"don 573 95.30 632 12740 7.% 37.211 =rel!it Overall, the information for job seekers is more focused on regional differences. But insufficient data Is available for analysis by Individual PIC. -72- .......................... .: M ANTIOPATED ME DM AND NEW$*i4k ii • Customer •job seeker,Employw,Employee +� CkSanization •SDA** and their partners • =nvestor •YrD?,USDOU etc. now the eostomm benefits: • Valued services are improved • CWrtu ity to shape service design • pesou�rces devoted to services that customer values How the organisation benefits: • Performance can be used to predict future activity • Mort repeat business by employers and referrals by job seekers • Use information to strengthen areas that customer values most and to maintain (or diminish) areas that customer values least • Customer measures linked to business results • Generate funding based on satisfaction results • Customer and employee perceptions of value linked • Performance model built on customer perceived value Now the investor benefits: • Funding agency can satisfy policy makers/shareholders • High customer measures validates continued investment • Useful/measurable service standards to monitor against • Investor has good information to base resource distribution decisions Mat are the expend outcomes? I • A survey tool that is responsive to our customers'expeectations and easy to sine • Information to improve the perceived value of the various services we provide • Increased economies and improved effiiciendes in our service chain • A method to determine what we do well,what we need to do better and what we meed to create alliances in order to provide -73- .......I....................................................................................... ........................................................................... ......... NEXrS71EPS • Dwerent"or wider targets for surveying Standardn*d sample process • Understand what the customer defines as service and/or products Understand the sul>-regiorW differences • Survey the current employees on"ane values * Use information for strategic plans * Get investors in order.to continue process -74- ............. ................................... • ADDENDUM Respondent Summaries: Employers . SoM Response Rites,by Reeon and PIC � North Marin 27 S 18.5 Naps 219 ZO 163 . Sonoma 33 ! 32.1 ' South NOVA so . 16 32.0 San Mateo 413 14 3.4 Silicon Valley iso i2 3A Salt Alameda 256 12 7•7 Contra Costa 195 23 11.8 Oakland 25 3 11 "fatal 1368 109 7.9 Profile of Respondents Number of Employees Sector: 1- 1LIQ :fit Manufacturing 7 12 7 Service 15 19 15 Public Sector 1 2 2 So=* from Which.Respondrnts Lot Hired PYC 47 Other. Temporary/Staffing Agency 9 Newspaper 6 IDD g Odwr State Agencies # Tirsirg Center 1..._.. Total fired from Other Sources 25 -75_ ---l-,................................................................................---......... .........................................................................I...... ADDEKDM* Respondent SummaAft Job Seekers Survey Response Rates Bs 9 FAed w0teawnse North Marin 16 ISA Nap& 229 is 24.0 Sonoma 53 is 34.0 South NOVA 200 56 28.0 San Mateo $92 41 203 Silicon Valley 350Y Fast Alameda 261 48 18.4 Contra Costa 268 33 123 Oakland %58 13.1 Total 2298 348 15.14 Respondent Profile: Region* North 5,0111 ZW (fr*quenCY) Currently employed: yes 37 94 71 no 6 51 31 less than S10k 12 24 22 Income: $10k to $20k 4 17 31... $20k to$30k is 44 25 $Xk to $40k 7 25 17 $40k to $50k 6 20 16 S50k + 4 34 8 Education*. elementary 1 0 0 some N sch 21 16 high sch degree 13 28 30 some college 15 43 36 college degree 6 44 5 post graduate 6 27 6 Ethnicity: Caucasian 30 48 27 African American 1 5 30 Asian American 0 18 Hispanic 3 10 other 1 4 3 -76- ............... PSPSR Performance Standards Repor tTTACHMENT x#13 08/27/1997 jtpawalf CONTRA: COSTA COUNTY 08:51:28 PY 1896 REPORT PRD 06/1997 FLW-UP WKLY EARNS-ADULT SDA FACTOR NATL LOCAL FACTORS VALUE AVG DIFFERENCE WEIGHTS EFF, I .. 10- -FEMALE-- 52.51 67.70 -+6.19- -0.6020 3.7267 16 AGE 55 OR OLDER 0.00 2.10 -2.10 -0.4840 1.0164 17 ,BLACK 23.02 25.50 -2.48 0.2260 0.5607 19 OTHER MINORITY 26.04 12.70 13.34 -0.0420 -0.5502 25 POST-HIGH SCHOOL 23.40 23.70 -0.30 0.2350 -0.,0714 26 DISABLED 5.79 8.80 -2.01 -0.2800 0.5621 31 t UNEMPLOYED 15+ WEEKS 45.04 35.20 20.84 --0.0910 -0.9862 40 $ LACK SIG WORK HISTORY 36.60 32.00 4 .60 -0.1500 -0.6906 49 NOT A HS GRADUATE 12.08 19.20 -7.12 -0.2400 1.7099 S2 MINORITY MALE 18.87 12.40 6.47 -0.2790 -2.8046 53 CASH WELFARE RECIPIENT 47.55 40.60 6.95 -0.0930 -0.6461 S4 SSI RECIPIENT 2.64 3.20 -0.56 -0.2660 0.2486 57 BASIC SKILLS DEFICIENT 63 .40 46.70 16.70 -0.1930 -3 .2224 58 Ir LIMITED ENGLISH LANG'UAG 6.42 3.30 3.12 -0.2590 -0.8058 62 t UC O:LAIMANT/EXHAUSTEE 22 .08 15.70 -3.52 0.1.270 -0.4603 63 AVERAGE PREPGM WAGE 96 7.09 6.10 0.99 9.2530 9.1605 80 UNEMPLO3YMENT RATE 4 .90 6.80 -1.90 -0.8090 1.5371 81 ANN EARNINGS RETL/WHOLESL 22.20 16.10 6.10 +4.2480 25.9128 82 POPULATION DENSITY 1.1.4 0.80 0.34 1.4550 0.4947 83 EMP ../RESIDENT WKR RATIO} 83 . 00 97.30 -14 .30 -0.3230 4 .4759 84 $ OF FAMILIES IN POVERTY 4 .60 20.50 -5.90 -0.9570 5.6463 86 EMP IN AG, MINING, MFG 10.20 20.90 -10.70 0.2180 2.332E TOTAL 43.370E DEPAR'T'URE POINT 281.00 MODEL-ADJUSTED PERFO3RMANCE LEVET, 324 .37 GOVERNOR'S S ADJUSTMENT 0.On SDA PERFORMANCE STANDARD 324.37 Page 161 -77-