HomeMy WebLinkAboutMINUTES - 06221999 - SD3 0
TO: BOARD OF SUPERVISORS
FROM: TONY COWN, DIRECTOR
COMMUNITY NITY SERVICES DEPARTMENT
E
DATE: June 22, 1999
SUBJECT, AUTHORIZATION TO SUBMIT 2000/01 COMMUNITY ACTION PLAID.
SPI:CmC REQUBS")OR=COMMW*MATION'S)&BACXGROUND A`ND J SS MCATION
1. .COINI E 'IND D ACTION:
APPROVE and AUTHORIZE the Chair, Board of Supervisors, and the Community Services
Director or designee to execute and submit the 2000/01 Community Action Plan (CAP) for the
Community Services Mack Grant Program to the California. Department of Community Services
and Development.
11. AINCIAL ACT:
The CAP is a planning document only, and contains no consideration for the provision of services.
III, BACK-GROTJND'.
Contra, Costa County has been a designated Community Action Agency (CAA) for many years and thus
is eligible for Federal Community Services Plock Grant Funds. These funds flow through the State
government to designated local Community Action Agencies.
Each year the State Department of Community Services and Development (CSI ) requires that all
federally designated Community Action Agencies develop a Community Action Plan (CAP). This Plan
outlines documented community needs resulting from poverty. Also in the Plan are proposed strategies
and work plan for assisting low Income County residents in breaking the cycle of poverty, The State
CSD also requires that Community Action Agencies hold a public hearing to gather and consider
community input prior to the submission of this Plan to the State.
The Economic Opportunity Council, representing the Board of Supervisors, which has been actively
involved in this process, and has conducted public hearings to hear and consider community input on
the proposed CAP. Please see the attached 2000/01 CAP plan for farther detail.
The 1999 Community Action Plan is due to the State on June 30, 1999.
CONT 'RD ON ATTAC NT- YES SIGNATtIRF- °
tTAL-+tEATION OP COT<.7d'i'Y AI3MINbST3ZATOR kBCONLr+i�7DAT:ON OS'Bt3A�$i COMhiITTB�
AcrION OF BOARD ON is qyq�q..._�, APPROVED AS RECOMMENDED
VOT O?SUPERVISORS
I HEREBY CF3dnTY THAT THU YS A TRITE
UWA*iWOUS tAMENT j>3 ) AND CORUCT COPY OF AN ACTION TAKEN
AYES-_NOES- AND ENTERED ON THE Pr M"M OF THE BOARD
ABSENTt ABSTAINt OF SUPERRWORS ON THE DATE SHOWN,
CONTACT: TONY CC3L61N,313«73$0 AITMTED
PHIL BATCHILOR,ZFM907TM3 BO OF
CO SUPERVISORS AND COUNTY ACfRStYdLSTRATOP
CSD(,2 y'.x `36
BY DEPCJTY
CONTRA COSTA COUNTY
COMMUNITY SERVICES DEPARTMENT
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Community-Action Plan 2000/2001
COMMUNITY SERVICES BLOCK GRANT
2000/01 PROGRAM NEAR COMMUNITY ACTION PIAN
TO: Department of Community Services and Development
Attention: Field Operations
700 North 10th Street, Room 253
Sacramento, CA 95314
FROM: Agency: Contra Costa County Community Services Department
Address: 1220 morello Ave Ste 101
City: Martinez CSA 94553--4711
Agency Contact Person Regarding Community Action Plan:
Name: Stephan Betz,-.Ph,D.
Title: Family Services Manager
Phone: { 925 } 313 - 7394
FAX: 925 ) 313 —7335 email dsbetz@aol.com
CERTIFICATION of ASSURANCES �
The undersigned hereby certify that this agency complies with the Assurances described in
Requirement 3 of this 2000101 Community mnunity Action Plan.
Board Chairperson Date
Director Date
Contra Costa County Community Services Department 1
C.ommunity Action Plan 200012001
TABLE F CONTENTS
Agency elision and Mission Statement ... ... ......... ... ... ... ... ... ... ...... ... ......... ... ... ...... ... ...... p. 3
P.equirement 1 : StatevV+ide Priority/Strategy Statement ... ... ... ... ... ... ... ... ... ... ... ... ... ... ........p. 4
Requirement 2 Contingency Planning for reduced federal funding ......... ... ...... .__ ........p. 5
Requirement 3 Assurances ... ... ......... ... ... ...... ... ... ...... ... ... ... ... ...... ... ... ... ... ... .... P. 5
Requirement 4 Documentation of Public Hearings . ...... ... ... ...... ... ... ...... ... ... ........p. S
Requirement 5 Description of Needs Assessment and Goal-Setting Process ... ... ... ... ... .....p. 3
Requirement 6 : Monitoring and Evaluation Plan ... ............ ... ...... ... ... ... ............ ... ... .......
.p
31
Problem Statement# 1: Service Accessibility ... ... ... ............ ...... ... ........p. 32
Problem Statement##2: Homelessness Prevention...... ... ... ... ... ......... .....p. 33
Problem Statement# 3: Food Security... ...... ... ... ... ... ...... ... ... ...... ... .....p. 34
Problem Statement#4: Employment 1 Asset Building...... ......... ......... __p. 35
Problem Statement##6: Obstacles to Welfare Reform ............................p. 36
Outcome Goal and Objectives # 1: Service Accessibility............ ... .......... p. 37
Outcome Goal and Objectives# 2: Homelessness Prevention.... ... ... ... ... ..p. 39
Outcome Goal and Objectives# : Food Security... ... ............... ... ... ........p. 40
Outcome Goal and Objectives#4: Employment/Asset Building...... ... ... ...p. 42
Outcome Goal and Objectives#5: Obstacles to Welfare Reform ... ...... .....p. 44
Activity Descriptions and Delivery Strategies ## 1: Service Accessibility...... p. 46
Activity Descriptions and Delivery Strategies#2: Homelessness Pr. ... ......,p. 47
Activity Descriptions and Delivery Strategies # 3: Food Security...... ..........p. 48
Activity Descriptions and Delivery Strategies # 4: Employment 1 A. 5.... .,. .,,p. 49
Activity Descriptions and Delivery Strategies#6: Obstacles to W. R...... .....p. 50
Contra Costa County Community Services Department 2
Community Action Plan 2000/2001
State of California
Department of Community Services and Development
cSBG Community Action Piss--Agency Vision and Mission Statement
CSD 410-18(Rev.2199)
AGENCY VISION AND MISSION STATEMENT
The Community Services Department is one of twenty-eight departments in Contra Costa County. It is the
Federally designated local Community Action Agency for the service area, and it is responsible for developing
programs for the County which eliminate poverty. Its direct partnerships include more than thirty Community
Based Organizations and twenty-six County Departments.
VISION STATEMENT-
The
TATE ENT-The agencys vision is to:
Utilize and leverage funds efficiently and effectively in partnership with the Community and its organizations to
maximize the opportunity for low-income families to achieve self-sufficiency.
MISSION STATEMENT:
The agency's mission is to:
Establish and maintain collaborative efforts and exchanges with other County Departments and a host of
private and community based organizations in the planning, development and implementation of successful
joint partnerships to provide comprehensive, quality services to program eligible County families and individuals
that over time: (1) limit and/or prevent economic dependence, (2) elevate poor individuals and families out of
poverty into self-sufficiency, and (3) provide a comprehensive support environment to prevent others from
falling into poverty.
Contra Costa County Community Services Department 3
Community Action Pian 2000/2001
REQUIREMENT 1
2000/01 STATEWIDE PRIORITY 1 STRATEGY STATEMENT
Did your Agency accept the Family Self-Sufficiency Statewide Priority? Yes X No
Both the Contra Costa County Economic Opportunity Council and Board of Supervisors have accepted the
Community Services and Development's Statewide priority and strategy for making "Family Self-Sufficiency"the
number one priority for the County's Community Services Block Grant Program for the years 2000/01. The
Contra Costa County Children and Families Policy Forum, comprised of community leaders, executives of
community based organizations, the County Office of Education Superintendent of Schools, the County
Administration and County Department beads, has established "Family Self-Sufficiency" as one of five major
outcomes for the County's services. Under its auspices, the Community Services Department has successfully
planned for and received funding to provide services to families striving for self-sufficiency.
In order to empower low-income families to move into self-sufficiency and to access needed services, the
agency is planning implementation of a continuum of care service network together with and as a partner of:
f the Contra Costa County Health Services Department,
the Access to Health Care Coalition of Health Services Providers and community based organizations,
the Family Maternal and Child Health Program of Public health, C.C. Health Services Department,
the County Social Service Departments
the Community Services Task Force facilitated by County Social Service,
® the Continuum of Care Policy Council,
the One-Stop-Career Center operators at One-Stop-Career Centers,
the Workforce Investment Advisory Panel,
the Children and Families Policy Forum Task Forces, and
the Concord Monument Corridor Community Development Task Force.
This agency is currently participating in a study of the County Administrator's office to determine the service
network's County-wide Community Impact, Social Return of Investment, and the feasibility to utilize Individual
Development Account funds to support low-income families to be self-sufficient. If conclusive, then an
ambitious and very promising program, CCFutures, will result from that study. It is a Social he-investment
strategy to channel existing Intervention funds into Prevention programs. The role of this agency will be to
measure Return of this Social lie-Investment and the community impact of prevention services. Thirty-five
focus groups (five of which addressed the department's 2000/01 Community Action Plan), five Public Hearings
and numerous staff meetings conducted during the past twelve months by all partners involved, show that the
critical elements for the success of service delivery are:
® A continuum of care including a multitude of comprehensive services provided to one family unit under one
single point of contact,
• A single point of access to services, and
• Emphasis on prevention strategies rather intervention programs.
The agency focuses on these critical elements in its strategic planning to develop more cohesive partnerships
to increase response to family needs and customer friendliness.
Contra Costa County Community Services Department 4
Community Action Plan 2000/2001
REQUIREMENT
CONTINGENCY PLANNING FOR REDUCED FEDERAL FUNDING
In the event that Federal funding be reduced in the years 2000/01, the County will continue to aggressively
seek out and secure additional funding sources that constructively replace depletingFederal resources. At the
same time, the Department will continue to plan and prepare for fifty (50) percent of funding reductions of
Community Action Programs to realistically preserve program integrity in alignment with available program
resources.
REQUIREMENT 3
ASSURANCES
With its signature can the cover page of this Community Action Plan 2000/01, the County certifies that it will fully
comply with the following assurances:
COATS Human Services Re-Authorization Act Title 11 "Community Services Block Cram Program":
Section 676(b)(1)(B)
Section 676(b)(1)(C)
Section 676(b)(4), and
Section 678D(a)(1)(B), as well as
Government Cade Section 12700(f), and
Government Code Section 12747,
Section 676 Ib # A
In addition, the agency will fully comply with COATS Human Services Re-Authorization Act Title 11, Section
76(b)(1)(A) through:
Interagency Collaboration with County Social Services, enrolling TANF recipients and CaIWORKs
participants into CSBC, LIHEAP, Assurance 16, DOE, and Weatherization programs provision at the offices
of County Social Services to provide support services and employment training,;and
Partnerships with County Health Services and Community Based Organizations'to provide CSBC funds for
Homelessness Prevention Programs and Homeless Shelters/Motel Vouchers in neighborhoods of creed.
The agency will be a partner at three One-Stop-Career Centers in Contra Costa County to:
(I) remove the identified obstacles, which low-income families need to overcome in their achievement of
self-sufficiency, through the provision of free or subsidized childcare in neighborhoods of creed,
(ii) direct employment and career advancement within the agency's child care and child nutrition programs,
(iii) providing literacy education within the agencyys Head Start, Child Start, Early Head Start and Child
Development programs.
(iv) educate LIHEAP/ECIP clients and bead Start parents on budgeting and asset building,
(v) apply for and provide IDA accounts to Contra Costa Housing Authority residents,
(vi) aggressively seek new funding for emergency assistance to families,
(vii) and develop grassroots partnerships with the Sheriff's Office and Police Departments for community
building and violence prevention, implementing "Operation Safe Zones", as well as documenting best
practices for violence prevention, which may emerge from this project.
Contra Costa County Community Services Department 5
Community Action Plan 2000/2001
Section76(b3(51
In compliance with Section 676(b)(5), the agency is currently developing and will implement Letters of
Engagement with other County Departments and with the Contra Costa Housing Authority to identify duplication
of services or the potential thereof. Members of the Economic Opportunity Council and the agency's director are
partners in the Local Workforce Investment Advisory Panel to coordinate implementation and alignment of
workforce service delivery.
ovemment Code section 12736(!
In compliance with Government Code Section 127360) and in an effort to realize the ROMA Return of
Investment strategy, the agency will interface with community based organizations and County Departments to
coordinate a Single Point of Access Information and Referraf Sys em-tc--€ ak,-,-, rt' ft�-°pmgrams and
emergency crisis intervention programs easily accessible and customer friendly.
State Unempl2yment Insurance Code, Article 2, Section 10521 (b)and Section 10523
In compliance with the State Unemployment Insurance Code, article 2, Section 10521 (b) and Section 10523,
the agency will implement a Letter of Engagement with the Contra Costa Private Industry Council outlining
welfare-to-work coordination, aligned Workforce Investment strategies to serve low-income families, strategies
to improve work force productivity of the hard-to-serve population, and deterrence of family dependency on
public funds. In addition, the agency will implement a Letter of Engagement with the Contra Costa County Social
Service Department to coordinate work, training and activity opportunities and standing referrals for CalWORKs
participants at Community Services Child Care Centers and offices.
REQUIREMENT 4
DOCUMENTATION OF PURI C HEARINGS
The County scheduled and noticed five (5) public hearings on Contra Costa County to receive public comment
on the proposed 2000/01 Community action Plan. all five hearings were legally noticed in local newspapers at
least 5 days in advance of each hearing (See attachment number one). Written invitations were mailed to fifty-
two community leaders, faith organizations, and community based organizations to elicit input into the
Community action Plan at these hearings.
At these meetings, community representatives' suggestions for improvement of and comments on the draft
2000/01 CAP could be summarized in three major points;
1. The need to focus on prevention models rather than intervention, particularly for homelessness
prevention. Therefore, the severe proposed Community Action Program Coals needed to be linked
through one flaw-chart of service delivery starting with prevention models and scaling down to
intervention and Safety Net services, putting emphasis on creating new job opportunities.
2. The need to focus on direct employment opportunities and job creation as the cause for all other
problems addressed in the 2000x`01 CAP. An additional suggestion was to scale down the responses to
those other problem issues in favor of an increased focus of funds on job creation.
3. To focus more on culturally sensitive service delivery and to match the representation of cultures in the
community with the representation of cultural backgrounds of staff, so that cultural understanding may
be facilitated more efficiently.
Contra Costa County Community Services Department 6
Comrhunity,Action Plan 2000/2001
There was general agreement that lack of public transportation is a major obstacle to Welfare-to-Work activities,
and that this community action program was not positioned to address the problem sufficiently.
In response to public input, the CAP team decided to eliminate two (.Access to Health Care, Violence Prevention
Parent Training) of the original seven goals and to increase the fours on employment and job creation including
a plan to raise awareness for a possible change in public policy to require businesses to hire residents of the
community, where those businesses were located.
Focus groups with community based organizations revealed a general focus on Access to Healthcare, Violence
Prevention, and integration of Welfare-to-Work activities. These focal points were addressed already by the
Health Services Department, the Sheriff's Office and the Social Service department. The target populations
seem to be the same, which fact facilitates a continuum of care for the low-income population almost by default,
as all partners agreed to eliminate duplication of services. CSl3C and LIHEAP funds would be made available to
this population to enhance service delivery ad the structure of a Safety Net.
The dates and locations or the above referenced public hearings were as follows:
DAY-DATE-TIDE LOCATION OF PUBLIC HEARING
Tuesday, May 11"', 1999, 3.00 PM to 4.30 PM Contra Costa County, San Pablo, City of San Pablo Senior
Center, 1943 Church Lane.
Wednesday, May 12t', 1999, 3.30 PM to 5 Ply Contra Costa County, Pittsburg, City Hall, 55 Civic Ave.
Thursday, May 13th, 1999, 5 PM to 5.30 PM Contra Costa County, Martinez, County Administration
Building, 651 Pine St, Room 108.
Thursday, May 29th, 1999, 12 PM to 1.30 PM Contra Costa County, Concord, dead Start Policy Council,
2425 Sisso Lane, Conference Room.
Tuesday, dune 3t', 1999, 5 PM to 6 PM forth Richmond Municipal Advisory Council, Richmond
Senior Citizen Center, 515 Silver Ave, Richmond.
Contra Costa County Community Services Department 7
2000/01 Community Action Pian
REQUIREMENT 5
DESCRIPTION OF NEEDS ASSESSMENT AND GOAL-SETTING PROCESS
1. Introduction
On behalf of its clients, the Contra Costa. County Community Services Department would like to
thank many partners in the community for contributing to a comprehensive Community Deeds
Assessment, which opens the door to more and better opportunities to serve Contra Costa low-
income clients. The contributing partners are the members of the Economic Opportunity Council,
the Contra Costa County Administration, the Northern California Council for the Community, the
California-Nevada Community Action Associatiom the-Rubicon Program, the John Muir/Mt.
Diablo Community Health Benefit Corporation, the Contra Costa County Health Services Family
Child and Maternal health Program, the State of California Employment Development
Department, the California Occupational Information Coordinating Committee, the Contra Costa
County Private Industry Council, the State Job Training Coordinating Council, the CaIWORKs
Community Services Task Force, the Contra Costa Food Sank, Contra Costa Shelter Inc., the
Contra Costa County Health Services Substance Abuse Advisory Board, and the Saint Vincent
de haul Society of Contra Costa County. To all these partners in Community Action our heartfelt
thank you;
ll, Methodology
In an effort to gather information regarding community indicators of meed, the Contra Costa
County Community Services Department(CCC CSD) contacted relevant sources to collect
demographic data, conducted a neighborhood scan to determine unidentified community needs
and strengths in proximity to our centers, and analyzed data for trends. A lame segment of the
low-income population in Contra Costa County is currently served by the department's dead Start
I Child Start program. Therefore the first section of this report presents 1998/9 enrollment figures
and client and program demographics drawn from the 1999 CCC CSD Head Start Program
Information Report(PIR). This will present an in-depth view on the obstacles to equal opportunity
and family development, which this population encounters daily. The second part presents the
general community and includes local and government publications, U.S. Bureau of the Census,
various websites, and special reports on a wide range of subjects that were produced by
philanthropic organizations. Sources of information are identified throughout the body of the
report. Research and data on community indicators of need were analyzed and summarized with
graphical presentation.
Ill. The CCC CSD Children and Family Services Division
The division consists of the Head Start and the Child Development programs both providing
services to families of children ages zero to five years living approximately 50 percent below the
federal poverty line.
Contra Costa.County Community Services Department 8
2000/01 Community Action Plan
Program Regions: CCC CSD provides child and family services as well as comprehensive
community action services at each of Its 35 centers located in neighborhoods of need, where the
target population hes direct access to comprehensive services through a Single point of Contact.
The following two inserted pages present Contra Costa County by census tracks, CSBG eligible
families with children from birth to age five are identified through yellow shaded numbers per
census trach, CSSC eligible families with children age six and above are identified by a shaded
numbers per city.
Contra.Costa County Community Services Department 9
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2000/01 Community Action Pian
Demographics of the target population for 1998199
The Department service integration brought a network of support programs to the lead Start t
Child Development centers. They include referrals to and appointments with food service
providers, Shelter and Homelessness Prevention agency appointments, transportation vouchers,
ensuring access to healthcare, providing employment training and direct employment
opportunities, and raising the level of parents` community involvement though participation in
Head Start's governance.
The families' needs were tracked in more than twenty categories through surveys and case
management. 'Thus they present a valid sample for in-depth analysis of Community heeds over
time.
Child Applicants and Enrollees—Family Development
Where were 3,792 applicants for the Head Mart Program in 1998-99. Of that number, a total of
1437 (37%) children were accepted.
Enrolled Children with Disabilities-- SociaPErnotional health and Competence
In 1995, 10% or a total of 151 children with a diagnosed disability were enrolled in the bead Mart
Program. 73.8% of enrolled children with disabilities are most commonly diagnosed with speech
and language impairment.
Medical Services- Health
Head Mart Family Services include health services such as medical, dental, nutrition, and mental
health referrals and resources for immunizations, and medical and dental exams. Figure I below
slows the medical services and treatment received by Mead Mart participants. The most
commonly identified medical need was treatment for asthma and anemia.
Contra Costa County Community Services Department 10
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2000/01 Community Action flan
Figure 4.
It ime 38.5%
Unemployed 479% AA
Time 14.5%
Income and Budget
The figure below shovers the annual income of Head Start families.' The income guidelines for
Head Start are similar to CSBG income guidelines. Annual incomes does not cover cost of living �
approximately$ 28,000 for a family of four) in the majority of cases.
Figure 5s
zsa
3 982
167
- - - - - - - - - - - - - - - -
E
Annual Ino n e
Data on.annual Income leuets were obtained from a total of 956 households served,according to the 9 dead Start
Prom:Information Resort.
Contra Costa County Community Services Department 13
2000/01 Community taction Plan
Social Service Needs
Head Start Family Services assist parents in meeting their needs through education, advocacy,
and referral. Staff tracks family development for 400 parents using CSSC matrices. The most
frequently identified need of bead Mart families in 1998-99 was education/employment training.
Figure 6 below shows the most common identified needs and the ability of families to mess
services that are mailable to them.
Figaro 6.
400
300t - - - - - -- _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ ._ - - - _ - ._ - _ _ _ _ - _. _ - - - - _ _ - _
200
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EmergenWCtisis assistance Counseling Progrsmsf#nformstion EduoetloWEmpbMent Tr-ming
Families with Need Families Received services
li o fere— to— Work
In 1999, the Social Service Department continues to enlist and serve 1,000 neve welfare-to-work
clients each month. The trend analysis tracking CalVs/C3RKs recipients gaining employment or
leaving the program is kept current on a bl-monthly basis utilizing data from the Social Service
Department. The trend analysis showed an increase of enrolling CaIWORKs clients with children
ages three to here from November 1997 to March 1999 by 52.6%.
Contra.Costa County Community Services Department 14
2000/01 Community Action Plan
IV. General Community Assessment
Population Treads
While population growth and the accompanying building boom have slowed down during the
1990s as compared to the boom years of the 1980s, Contra Costa County is still a growing area.
For example, the Association of Bay Area governments (ABAC) projected the county growth at
7.7% from 1990 to 1995, followed by 7.2% between 1995 and 2000. Relative to the ten-county
Bay Area, Contra Costa County is growing at a faster rate. To slow population growth, preserve
open space and minimize traffic congestion, some members of the County Board of Supervisors
have begun to discuss placing a moratorium on large scale new housing construction. Currently,
the number of people residing in Contra Costa County stands at 904,407.
Figure 7.
Contra Costa County: Population 1990-2000
1990 t 1995 1995 2000 90-95 1 95-2000
Contra 1 803,732 865,300 904,407 927,900 7.7% 7.2%
Costa }
Bay Area 5,020,14 6,394,30 5,7.25,07 6,824,20 1 5.2% 6.7%
7 0 1 1 0
Source. Association of Bay Area Governments. Pr
orections 98: Forecasts for the BF Bay
Area to the year 2020 (Oakland, CA: 1997) page 95; and, Claritas population projections
(for 1998 estimates).
As the table below demonstrates, Contra Costa is predominantly Caucasian. However, the
proportion of Latinos will increase from 11.4% of the total population in 1990 to a projected
14.9% in 1998. Asian/Pacific Islanders will also increase as a proportion of total population, from
9.2%to 11.8%. Altogether, Latinos will increase in number from 91;282 to 134,331 from 1990 to
1998 --or grow by 47.2%. The Caucasian population will decrease as a relative share of the
total population, from 69.7% in 1990 to 63.3% in 1998, although Caucasian will continue to be
the largest population group.
The table presents the ethnic distribution in the upper four columns, while comparing the 1990
and 1998 totals for each ethnic group. Column five in the lower part of figure 8 presents the
percentage increase of these totals from 19903 to 1998. It should be noted that small numbers
such as the total of the category"Others' yield large percentage Increases even with a small
fluctuation.
Contra Cost.0✓ounty Community Services Department 15
2000/01 Community Action Pian
Figure 8.
Population Distribution and Growth
1990 Distrib. 1996 Distrlb.
African-American 72,799 9.1% 82,010 9.1%
Latino 91,282 11.4% 134,331 14.9%
Asian/Pacific 73,610 9.2% 106,770 11.8%
(slander
Dative American 4,441 11.6010 4,340 0.5%
White 560,146 69.7% 575,274 63.6%
Other 1,254 0.2% 1,662 9.210
COUNTY 5073,732 904,407
t
19903-96
African-American 12.7%
Latino 47.2%
Adan/Pacific 44.7%
(slander
Dative American -2.3%
White 2.710
Other 34.1%
COUNTY 12.5%
source: Claritas population estirr ates `98
The Economy
EmploymentlUnemployment
As the chart(Figure 9) below indicates, unemployment levels in Contra Costa today are well
below the levels during the long recession of 1990-1994, and have dropped below the pre-
recession levels as well. Today, unemployment in Contra Costa stands at 3.7%,well below the
recession high of 6.8%. According to ABAG, the county is expected to have a job boom lasting
through the tura of the century. ,lob growth will occur particularly in the south and east portions
of the county, according to Al3AG. However, entry level jobs will increase by 1.8 percent
compared to paraprofessional jobs' increase by 25.5 percent and a 46 percent boom in the
private businesses. At a comparable oopulation growth of 22 Percent in East County, entry-level
lob opportunities will effectively decrease.
Contra.Costa County Community Services Department 16
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%
63(r
a.<%
4 `k
4'k .9
3.9%
1
3% iI ! i
! !
IM , f985 1992 5893 1994 1995 fC88 5'397 f98d
. .Source:-State of California, Employment Development Department. Labor m rk t to—nnation ____ v,
Division. "Civilian Labor Force, Employment, and Unemployment--Updated August 93, 1998:
Contra Costa County'° (http://www,ca.gov/so
Employer Need
The Monument Boulevard Cowidor Economic Development Committee contacted 380 employers
for a need survey in an a€€crt to link CaIWORKs participant and youth to employment
opportunities. It received a 2.5 percent response. The respondents revealed a need for timely
referrals, keeping appointments, mentoring, and a better work ethic of potential employees. It
portrays a trend already seen at One-Stop-Career centers: With current employment fluctuation
due to company mergers (12,381 in the USA during 1933), employers find ample opportunity to
recruit experienced workers and bypass the hard-to-employ population and any training needed
to be invested. Without necessary support services and on-site mentoring, available through
One-Stop Career Centers, this population has little chances to succeed in jobplacement.
Based on these data, the following hypothesis for intervention was formed:
IF the low-income population received support services during the period of low wage
employment, and
IF clients' awareness were raised that the opportunity for asset building exists at entry level
employment, and
IF public policy would require employers to hire from the community were businesses are
located, and
IF on-site mentoring would be provided to each newly placed client,
THEN CalWORKs clients should gain employment at a tern percent higher rate.
Therefore the CAF outcome goals number four and five were formulated to provide Employment
Training as operator at One-Stop-Career Centers (Eastbayworks) and to implement the existing
35 CCC CSD Service Centers as affiliated centers to the One-Stop-Career System. In addition
and as preparation to job placement, Job Training and Community Services activities will be
provided to hard-to-employ CaIWORKs clients. This program will bring CSBG funds together with
!-lead Start, JTPA, and Ca110 ORKs funds at an approximate rate of one CSBG dollar to 14
dollars "Other Funds".
Contra Costa County Community ty Services Department 17
2000/01 Community Action Plan
Poverty and Public Assistance
According to the 1990 Census, 7.3% of Contra Costa residents lied below the 100% poverty
line, which, for a family of four, was approximately $16,000. ,Altogether, there were 57,867
persons living below the poverty line. Of this amount, 21,904 were children and youths -- or 38%
of all persons living in poverty. Of the 21,904 children living in poverty, according to the US
Census, in 1996, 7,152 children were between the ages of zero and five.
Figure 16.
AFRO CALWORKS: Dollars/Family Case
Contra Costa County:19941997 QTR
1997 Vollam
Wo
�Jd n
1460
,
Z. ddCJ AB ...data
e ,:,: 1QY X11 FC 1
Jd 11
to
450 1 S IQ" I i SN9
Years By Quarters
Current estimates on the number of children in poverty are imprecise, leading many to tum to
proxies such as the number of families on TANF to obtain a glimpse of the economic situation of
Contra Costa's children. As of September 1998, there were 13,754 TANF/CaIWORKS cases in
Contra Costa County, down 23% since March 1994, the point in time when the county and the
rest of the region began to emerge from the long 1939-1994 recession. The number of children
declined at a slower rate than the number of cases, by 13/0, from 32,535 children in March 1994
to 29,283. Over the same time period, the value of the average AF®CITANFbenefit also
declined in inflation-adjusted terms by 16% between 1994 and 1997.
In March 1994, the average AFDC family group obtained $477.61 in benefits, which when
adjusted for inflation, is equivalent to $517.35 in 1997 dollars. The average AFDC fancily group
benefit of$409.08 in September 1997 was less than the average amount obtained four years
earlier in both nominal and real terms, meaning greater economic stress toddy for many of the
families and children.
Similar to AFDC\CaIWORKS, other public assistance programs are also recording substantial
declines in the number of cases and value of benefits. The Food Stamp program typically keeps
its value in Inflation-adjusted terms, although between September`96 and September`98 the
Contra.Costa.County Community Services Department 18
2000/01 Community Action Plan
inflation-adjusted value of Food Stamp benefit declined by almost 510. For the most part,
children are not covered by General Assistance, which over the past four years has experienced
a real decline in value of almost 20%. (Figure 16). Public assistance needs to be organized into
a linked network to provide each family with housing subsidies, food, subsidized childcare and
access to healthcare. The impact on the community of services provided needs to be evaluated
County-wide to determine the success of Welfare-to-Work.
Figure 11.
Public Assistance Recipients and Benefits
Cases
Sept 94 Sept 95 Sept 96 Sept 97 94-97 95-97 96-97
AFDC 18,803 16,397 17,514 15,642 -15.7% -13.9% -9.5%
Food 13,664 13,679 12,934 10,616 -22.3% -22.4% -17.9%
Stamps
NAFS 8,487 6,586 7,364 6,463 -23.6% -24.7% -12.5%
Medi-Cal
General 4,044 3;978 2,088 1,803 -55.4% -54.7% -13.6%
Assist.
Avg Amount(1997
dollars)
Sept 94 Sept 95 Sept 96 Sept 97 94-97 95-97 96-97
AFDC $517.26 X490.85 $476.17 $409.08 -20.9% -16.7% -14.1%
F S/NAFS $168.60 $167.05 $179.50 $170.65 11% 2.2% -4.9%
Medi-Cal
General $291.86 $318.47 $297.37 $240.60 -17.8% -24.510 -19.1%
Assist.
source: State of California. health and Welfare Agency. IHSS. "Public Welfare in California', 1997
Housing
Based on these data, the following hypothesis for intervention was formulated:
IF available benefits and support services were accessible through one Unified and Single Point
of Contact, and
IF service delivery, case management outcomes, and client l family status were tracked through
a Unified Family Tracking System,
"HEN true impact of prevention services would be measurable.
Wherefore the CAP Goal was formulated to broker and to establish a County-amide Single Point Of
Access system to crisis, safety net and support services in collaboration with the majority of
existing community-based organizations and together with other County Departments in order to
Contra Costa County Community Services Department 19
2000/01 Community Action Plan
deliver services in a timely and customer-friendly manner, The same system will track preventive
impact of delivered services on the community based on a Return --Of- Investment model.
Housing Supply
The table below shows the number of units in Contra Costa at the time of the 1990 US Census
count. A detailed discussion of the interplay between housing needs and income will follow on
page 55 underChildren and Families in Poverty in Contra Costa County".
Figure 12. Housing Stock By Regions: Units By Number of Bedrooms & Tenure: 1990
Owner-Occupied units
Studio 1 bedroom 2 bedroom 3 bedrooms 4 bedrooms 5 plus rooms Occupie
Unit
`lest 0.90/0 5.5% 23.1% 45.4% 17.4% 2.7% 46,64
Central 0.2% 3.2% 20.0/0 42.6% 28.3% 5.6% 91,956
South ' 0.0% 0.6% 6.7% 31,2% 50.0% 9.5% 24,64
Fast 0.4% 4.2% 17.9% 53.6% 22.1% 1.8% 37,6591
COUNTY 0.4% 3.6% 20.2% 43.9% 27.2% 4.7% 202,911
i
Rental-Occupied Units
Studio 1 bedroom 2 bedroom 3 bedrooms 4 bedrooms 5 plus rooms Cocupie
Unit
/0
West 6.90 27,8% 43.3% 17.7% 3.9% 0.4% 30,55
Central : 5.0% 31.3% 39.8% 16.7% 4.7% 0.6% 42,47
South 3.7% 22.2% 35.6% 24.0% 13.8% 0.7% 5,71
Bast 4.2% 23.7% 40.4% 25.9% 5.6% 0.1% 13,E
COUNTY 5.4% 23.2% 40.7% 20.1% 5.2% 0.4% 97,40
source: United States. Bureau of the Census. 1990 Census. Summary Tape File: STF 3A:
Lookup internet site "Http://venus.census.gov/cdrom/lookup/". Table H33
Altogether, there were 300,316 occupied housing units in 1990. Based upon this figure, Contra
Costa County had a home ownership rate of 68%. In fact, owner-occupied housing is the
predominant farm of tenure in all regions of the county. As a result, rental contracts have
become increasingly inflexible and geared toward security of landlords, not rentals. In 19996,
low-income families are more exposed to the possibility of eviction than in 1990.
Contra Costs County Community Services Department 20
2000/01 Community Action Plan
Since the decennial count, the number of units in Contra Costa have increased by 18% between
1990 and 1998, or 2% annually. The total number of units as of 1996 stands at 342,980, which
represents a net gain of 42,662 units over the six year period.2 The table below provides data on
the net gain in the number of occupied housing. Data below show that growthoccurred fastest
among multi-family units, especially for developments consisting of 5 or more dwellings, which
grew at 17% between 1990 and 1995(or 3% annually). In comparison, detached single-family
homes increased by 7% (or 1.1% annually) during the six-year period.
Contra Costa Dousing Mock: 9994-1996
Single-family Single-family
Detached Attached 2 -4 5 or more -
9990 Census 195,366 25,068 21,255 49,664
1996 CA Dept. 209,906 26,755 22,159 58,197
Finance
C
1996 Total New 14,540 1,687 904 8,533
Units
Sources: United Mates. Bureau of the Census. 1990 US Census. Lookup Internet site
(http://venus.census.gov/). Summary Tape File: STF 3A: Table D22; and, State of California.
Department of Finance. California Statistical abstract 97. Population and Dousing
Characteristics: January, 1997. Table I - 10/note: 5.5% vacancy rate in 1996 applied across the
beard in Table I - 101note: table excludes data on mobile and 'other" homes.
/-lousing Affordability
Dow much of the housing is affordable to different segments of the population, now and into the
future? There is evidence that housing is affordable to those who are love-income, although the
extent to which this is so differs from region to region. For example, in a 1992 survey of 68
apartments representing over 1,000 units, three-quarters of which were built as recently as
1985, it was found that all of the 3,832 units surveyed in East County were affordable to low-
income residents. A little over 75% of all units surveyed in West County were affordable to those
who are low-income. /Most of the units in South County's Walnut Creek and San Ramon Valley
were not affordable.
While the survey data quoted in the Dousing Element suggest that existing number of units
accommodate love-income families, the Association of Say area Governments finds that as East
County and other regions grow, more affordable housing will be needed. In its most current
2State of California.Dsparhment of Finanrss.California Staatlsabcai AbWaict 1397,Talaia E m 10.
3 Contra Costa County.General Plan:19ttG.,2000. Housing Siarrsesft.OAartin :190) {sage .
Centra Com County Community Services Department 21
2000/01 Community .Action Plan
estimates, ABAG concludes that East County needs 4,724 more affordable units for low-income
households.$
Total (Number of(Needed Affordable Units
Distributed By Income and Regions 1995 ABAG Estimate
fiery Low Low (Moderate Above TOT
Moderate Deeded
Units I
West 8.1% 8.4% 24.2% 59.3% 9,611
Central 19.7% 14.9% 20.2% 45.2% 8,757
South 16.7% 12.5% 19.0% 51.710 12,880
East 22.7% 15.4% 21.6% 40.4% 12,399
Uninc Areas 20.0% 14,0% 20.0% 46.0% 6,447
Coun 17.5% 13.0% 21.0% 48.510 49,594
Source: Contra Costa County. General Plan: 1995-2000. Chapter 6 Dousing Element. page
6-24 (Martinez, CA, 1995)
The housing shortage is most acute for verge low-income households. The Contra Costa
County Consortium Indicated that less than 20% of the rental stock in the consortium area
were affordable to very low-income renters.5 In other words, 80% of all very low-income
renters live in unaffordable housing situations. Other findings that the Consortium reported in
the Consolidated Plan:
38% or 102,000 households in the county have at least one housing problem. renters
have a higher incidence of housing problems than owners
$Unite Stag.Department of Housing and Urban Development. Office of Community Planning and Development, Consolidated Plan
Executive Summary:Contra Costs county.(99%)
492,399",389=4,724
Contra Costa County Community Sere Department 22
2000/01 Community Action Ilan
Of the 46,000 low and moderate-income renters, 74% have at least one housing
problem and 69% have housing cost burdens in excess of 30%
Lack of public housing units and Section 5 certificates are major impediments that prevent very
low- and low-income households from accessing affordable housing. €gyp to 2,729 love-income
families and over 3,000 residents wait to access either the public housing program or the Section
5/housing voucher programseg The shortage of housing that is affordable to very low and low
income households, warns the Housing Element, is expected to grow worse as publicly assisted
or subsidized low income rental housing convert to market rents or to ether uses. Between 1994
and 2090, the California Department of Housing and Community Development anticipates that
Contra Costa could lose up to 506 units.7 These units were financed with mortgage revenue
bonds whose use restrictions will expire during this time period.
As a result, the following hypothesis for intervention was formulated:
IF a comprehensive service network were implemented to prevent homelessness through
budgeting training, rental assistance and other services provided through a continuum of care,
and
IF these services were accessible in low-income neighborhoods,
'HEN housing stability and homelessness prevention should be increased by'5 percent.
Therefore, the CAP outcome goad number tufo was established to implement stringent case
6Contr Costa County.General Plan:logs-2000. Housing Element.(hurtinez:1995) page 6-2E.
7StaftofCallIbmia.Department of#lousing and immunity tOve#opment.California Consolidated Pian:0011110mis"ram Y rs#
through IM.$ srs#o(Sacramento:1 ).page 142 Mats:306 units represents 43%of al#units financed with modgag3e revenue bonds vft expiring use
rests&jons. in tata#,approximately 1,185 units In 30 privately-owned housing proms oxen financed with mortgage revenue bonds Issued by cities,
counties,redevelopment agencies or housing authorities. Not all at risk units Mil be converted to mad*rates:in some pars ort4e county,the market
may not support higher ,'which implying the continuation of afYordable rents,and,additional public funds may be used to keep housing with
expiring use restriction affordable.
Contra Costa County Conununity Services Department 23
2000/01 0✓ommunity Action Plan
management systems to prevent homelessness of families, and to provide relief safety net
services in form of motel vouchers to a larger number of families who experience
homelessness.
Health
For the most part, data in this health section are presented in three-year averages, to reduce
year-to-year fluctuation in the occurrence of rare events by basing different health rates on an
averaged number of vital events.
Hive Births and Prenatal Gave
The birth rate dropped from 16.9 per 1,000 residents in 1990 to a projected 13.5 per 1,000. The
county consistently records a lower birth rate than the ten-county Bay Area. Births among Contra
Crista County teem increased alightly between the 1992-1994 and 1994-1996 reporting periods,
while for during the same time teen births decreased for the Bay Area.
Live Births per 1000 residents
Contra Say Area
Costa
1990 16.9 17.2 I
1991 16.5 15.5
1992 15.4 16.3
1993 15.0 15.7
1994 14.6 15.3
1995 14.4 14.3
1996 14.0 14.7
1997 13.7 14.2
1933 13.5 14.0
source: Mate of California. Department of Finance. Demographic
Research Emit. Internet site: http-//www.ca.govl: TABLE 3: BIRTH
PROJECTIONS FOR CALIFORNIA STATE AND COUNTIES 19703-2006
Contra.Costa,County Community Services Department 24
2000/01 Community Action Plan
Teen Births per 1,000 Live Births
Contra Bay Area i
Costa
Birth Among Adolescent Mothers, 15 to 1993- 39.5 44
19 Years Old 1995
1994- 40.3 43.3
1996
Source: State of California. Department of Health Services. °County Health
Status Profilesm (1996, 1997 and 19Wedi-jons): Table 19
with respect to live births in Contra Costa, for the last three periods, the percentage of low birth-
weight babies has remained fairly stable at 6.2%. The county rate is greater than the rate for the
ten county Bay Area, and is greater than the Healthy people 20900 target of 5%.
Low Birth Weight Babies
Centra Bay Area
Costa
Lou Birthweight Infants 1992- 6.2% 51%
IF 1994
1993- 6.2% 5.8%
1995
1994- 6.2% 5.8%
1996
Source: State of California. Department of Health Services. 'County health Status
Profiles* (1996, 1997 and 1996 editions): Table 16
The prevalence of low birth-weight babies is related in part to the availability of early and
adequate pre-natal care. A smaller percentage of Contra Costa pregnant women received late
prenatal care than women in the Say Area, but the county rate during the 1994-1396 period of
16.3%was higher than the Healthy 2000 goal of 10%
Infant Mortality
Contra Costa County meets the Healthy people 2000 objective of no more than 7 incidences of
infant mortality per 1,000 live births. In fact, infant mortality has been declining over the three
reporting periods.
Contra Costa County Community Services Department 25
2000/01.1 Community Action Plan
Infant Mortality
Contra Bay Area
Costa
Infant Mortality 1992- 6.2 6.1
I 1994
1993- 5.9 5.6
1995
1994- 5.6 5.9
1996
Source: Stag of California. Department of Health Services. "County Health Status
Profiles" (1996, 1997 and 1996 editions): Table 17A
Immunization
The rate at which Contra Costa County two year-olds are fully immunized is greater than the rate
for the State of California. In 19%, 65.1% of all two year-olds received Polio, ;DPT and MMR
shots, an increase from the 1993 figure of 62°!x. For the same time, California recorded rues of
55.6'/0 (1993) and 557.3% (1996) respectively. According to the"Contra Costa County Children's
Report Card°, despite this improvement, over one-third of all children in Contra Costa are still not
fully immunized by age two.'$
Amoss to Care: Health Insurance
It is difficult to find reliable estimates on the number of people without health care given the lack
of comprehensive survey data collected at the county or local levels. The US Bureau of the
Census collects annual information on a wide range of subjects including health care in Its
Current Papulation Surveys (CPS). Accessing this survey data, UC Berkeley and UCLA public
health researchers calculate that for 1996 apprt)dmately 16% of all residents in Contra Costa
County do not have insurance, including job-based insurance.9 The comparable figure for the
Bay Area as a whole is also 1610. At a 95% statistical confidence level, the turn of t.lCB\UCI_A
researchers say that the true percentage of Contra Costa residents without health care is
somewhere between 12% and 2€ 010,.'°
aContra Costs County. County Board of Supervisors,the County Administrators office and Children and Families Policy
Forurn. "Contra Costa Countys Children Report Card:August 4997"(Martinez,CA:1997)pages S and 9
9 University of California at los Angeles Health Policy Reswrch and the University of California at SerKeley School of Public
Health.Health Insurance Policy Program.'Policy Report:State of Health Insurance In California,Mr.Page 17
10Un of California at Los Angeles Health Policy Research and the Unkvrsfty of California at Bwkeley School of Public
Health.Health Insurance Policy Program."Policy Deport:State of Health Insurance in California,49x`37".Page 49
Centra.Costa County Community Services Department 26
2000/41 Community Action Plan
The table below shows that rate at which children in California are uninsured. No reliable
estimates for children in Contra Costa are readily available.
Health Insurance Coverage: 1996
Uninsured job-based Privately Medi-Cel other public
insurance purchased insurance
coverage
children and 18% 5410 4% 22% 11/0
youths
source: University of California at Los Angeles Health Policy Research and the University of
California at Berkeley School of Public Health. 'Health Insurance Policy Program. "Policy Report-
State of health Insurance in California, 1997Page 15
During 1995199, enrollment into the healthy Families program rose from 50 families each month
in Contra Costa County to 180 families (www.mrmib. ov). An estimated number of 1,800 clients
eligible for Medi-Cal or Healthy Families is yet to be enrolled into Health Services Providers'
As a result, the following hypothesis for intervention was formed:
IF timely mess to Health Services were provided through community-based outreach, and
IF service delivery of health Services Providers were tracked, and
IF the cornmunitys awareness for the options for Medi-Cal and Healthy Families were raised
through information and marketing,
THEN the enrollment into Medi-Cal and Healthy Families should rise by 2,000families each year.
Contra Costa County has already implemented preventive services to ensure access to healthcare
through the"Coalition for Access to Healthcare' and a.large contingent of sixty Healthy Families
certified Head Mart Family Support Workers. The Community Services Department's CAP Team
decided after intensive consultation with the community that CSBG funds were better directed
and consolidated with a focus on employment and directly related services.
Nutrition ®Fond Security
During the year 1998, 22,000 families experienced food insecurity in Contra Costa Coutny.
42,771 school-age children (25.4 percent of all Contra Costa students) received free school
lunches in low-income areas of the County. The Contra Costa Food Bank Hunger Report
presents new data showing how food insecurity and inadequate nutrition may lead to
developmental delay or permanent brain damage in children. Food insecurity is a matter of
survival for all individuals and families, and will drastically hinder any family to achieve self-
sufficiency.
Contra.Costa County Community Services Department 27
2000/01 Community Action Plan
Although the food service providers are very pro-active acquiring new funds and establishing
ever new distribution channels, there are more families in need of food than food is available.
Food delivery throughout the vast geographical area of Contra Costa County is a challenge. Food
needs to be delivered timely and across long distances into neighborhoods of need.
The following hypothesis of intervention was formulated:
IF timely delivery of services were available in neighborhoods of need, and
IF food providing adequate nutrition were made available, and
IF families were educated in diets involving nutritious and Inexpensive foods,
THEN food security should be established at an increase of eight percent of families in need of
Services.
Therefore the CAP outcome goal number five was established to ensure timely delivery of food
packages to families in neighborhoods of need through CC CBIS Service Centers while at the
same time requiring that the families served engage in a learning process to implement adequate
diets and provide nutritious meals.
Substance Abuse and Violence Prevention
Substance abuse has become a concerrm in Contra Costa County in the last three years. The
juvenile alcohol arrest rate increased substantially from 266 cases in 1994 to 253 cases in 1995,
mirroring a trend in California and even surpassing the California rate by 31 percent. After
reaching a low in 1990, drug abuse arrests climbed steadily through 1994, dropping slightly in
1995. Between 1990 and 1994, the rate doubled from 246 to 504 cases. Within the county, there
has been a notable shift in the distribution of drug arrests across regions. The figure below
indicates these trends:
Years West C. Central C. South C. East C.
1990 61% 21% 1% 16%
1995 19% 35% 18% 28%
(Contra Costa Health Services Department, Community Substance Abuse Services Division,
1995-1996 Substance Abuse Problem Indicators, published August 1997)
Heroin and Metamphetamins were leading referrals for substance abuse treatment between
1994 and 1996 (Status Report on Mental Health, 1996).
Mental Health
The Contra Costa County health Services Department supports between 9,500 and 11,000
unduplicated consumers with mental health services annually. Between 16 and 2010 of these
clients are children and youths. As the table below indicates, in FY1 95-1996, there were 7,264
unduplicated clients.sued by the Mental Health Department, which is below the number served
in an average year. Compared to the ten-county Bay Area, there are substantially fewer number
of unduplicated clients per 10,000 residents.
Contra Costa County Co unity Services Department 28
2000/01 Community Action plan
Child Abuse
For most of the decade, the rate of child abuse reports for all of California has hovered around
750 cases per 10,€00 children. For Contra Costa County, the reported rete of abuse has
exceeded the state rete since 1992, and has increased on annual bases both lin terms of the raw
number of reports and rate of child abuse reports per 10,000 children. The rate of abuse
reporting is greater than the rate for the ten-county Bay Area. It should be noted that the rate of
actual cases where child abuse was found by authorities to have occurred is less than the rate
for the ten-county Bay Area, and since 9992, has declined in numbers per 10,000 children.
Violence
Rates of injury and deaths increased dramatically in the past five years among teenagers and
young adults. Homicides and firearm assaults rated 5.9 percent of assaults in 1998. Most
affected by violent acts are youths and young adults (41.1 percent homicides and 51.1 percent
hospitalizations).
Low employment opportunity and a lack of social opportunities in the community, especially in
the hours of 3 PM, to 6 PM drive youth to resort to illegal activities. Lack of gun contrail make
dangerous weapons available to youth. Gangs in low-income communities and drug trafficking in
the overall community lower the threshold for violence as a means for conflict'resolution,
As a result of these data, the following hypothesis for intervention was formulated:
IF parent training for drug control, gun control, and gang graffiti observation were provided in
neighborhoods of high incidents of violence, and
IF parents were receiving mentoring guidance on implementing violence prevention measures in
their families, and
IF these mentoring activities were to continue over time,
THEN this would result in a 2 percent reduction in incidents of violence in these neighborhoods.
Public Hearings brought the community's concern to the CAP Team's awareness that this
particular issue would deter fomes from the cause of the problem, which is ladle of available jobs.
Chile there was widespread recognition that violence prevention was an issue to be addressed,
the community asked that the CAP Team act as a broker between community based
organizations, Police Departments, the Sheriff's Department and Parent Education Programs
such as lead Start. The CAP Team agreed to take upon this role under the CAP outcome goal
number one aService Accessibility°.
Partnerships
Based on the COATS humans Services Re-Authorization Act October 1998, the Workforce
Investment Act August 1998, and the State of California Cal ORKs Plan, CCC CSD has
developed partnerships with the County Welfare Department{Contra Costa County Social
Contra Costa County Community Services Department 29
2000/01 Community Action Flan
Service Department), to remove obstacles to welfare reform, the Private Industry Council to plan
and implement One-Stop-Career Center operations in Contra Costa County, and the Workforce
Investment Advisory Panel to design the Local Workforce Investment Plan and implementation of
the Local Workforce Investment Board.
The Contra Costa County Social Service Department has received a grant to serve hard-to-
employ CalValORKs recipients with an employment program to become owner (operators of
Children Shuttle Services. CCC CSO has agreed to offer contracts to these owner/operators,
where transportation is needed for children to child care centers. Both partners Initiated first
steps to make Community Services Activities available for hard-to-employ CaIWORKs recipients
in the Community Action Program starting January 2000.
The Private Industry Council in conjunction with the Social Service Department has Implemented
a coalition of employers, community colleges representatives, CSBC providers, and current One-
Stop-Career Center operators to design the local Workforce Investment Plan and to build the
Local Workforce Investment Board. The Community Action Agency has initiated an Interagency
Contract with the PIC to be a One-Stop-Career Center operator and to plan the Local Workforce
Investment implementation as a participant on the Local Workforce Investment Advisory Panel.
CCC CSD is a partner of mmw&astbg3MQrks.yom, where Its resources such as child care,
v,reatheri ation, LIHEAP, Elder Care, Food, Shelter and training programs can be accessed,
Users can also find direct employment opportunities at CCC CSD on this website.
Contra.Costa:County Community Services Department 30
REQUIREMENT 6:
MONITORING AND EVALUATION PLAN
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State ofCalifomiia
Department of Community Services and Development
Family D velopr=t Matrix
QSD 4'3-F'D-0'(New 2/99)
Contractor: Contra Costa County Community Services Department
Standardized Indicators Local Indicators
Family has a number of housing same
j options and is able to live in stable
housing of choice without subsidy.
Household budget accommodates
housing costs without undue strain
on overall family finances.
Family"s housing options are very same
limited and family may not be in
housing of choice. However,
€ housing is safe, adequate for family
size and tenure is stable. Family can
afford housing without subsidy and
without compromising other basic i
needs. i
Family is in stable housing that is same
safe but only marginally adequate
either because it is affordable only
with subsidy or because its size,
location, or condition does not fully
meet the family's needs.
Family is living in housing that is same
1 transitional,temporary, or unstable.
The housing situation is a)not
intended to be permanent(shelter,
transitional housing, staying with
friends),b)inadequate due to health
z
or safety problems or overcrowding,
or c)unaffordable, family cannot
pay_rent and eviction is a ossibilit
i i Family is homeless, or nearly 1 same
homeless because a)housing
conditions are so poor as to threaten
the health and safety of family
members, or b) eviction is in
progress. Family does not have the
means to resolve the crisis without
outside assistance.
State OfCahfatxtig
TDepaFFfn=A of Community Setviow and IDavelopmwt
F unily Development Matrix
CSD 41 I--FD-02(`"dew 2/99)
Contractor:Contra Costa County Community Services Department
Standardized Indicators Local Indicators
Family income is easily sufficient to cover same
the asst of food required for a varied and
•_ well-balanced diet. Household members
` consistently prepare and eat well-balanced
meals.
5
Household members usually eat well- � same
balanced meals and there are no health I
problems related to nutritional deficiencies. I
Families can afford or nutritional needs are �
met with some outside assistance that is not
income-based.
Family has adequate food,but relies on same
food assistance provided to low-income
families whose resources are insufficient to '•;
meet basic nutritional needs. Food
3
� assistance is consistent and reliable Food i
stamps, for example). Family members
have a basic knowledge of the principles of i
i sound nutrition.
Family relies to a significant degree on same
charitable sources of free or low-cost food
in order to have enough to eat to avoid
hunger. Frequently runs out of food and
must seep emergency assistance. Nutrition
habits are poor and/or lack of knowledge of
principles of nutrition or lack of knowledge
of how to obtain and prepare food.
Family has no food or lacks means to store same
and prepare food. Family members must
Cori
struggle daily to find adequate food.
Household is almost entirely dependent on
sources of outside assistance for food.
F
Health of family members is at risk
because of inadequate nutrition.
Carse ssfsEifo
irg
s tsf'i•.;rsitai33stsrtity 5e►=?C. S arileiaprsaeas$
Family Dmiopmal Matrix
CSD 4 i l- -43(N*w2M)
Contractor:
standardized Indicators Local Indicators
Trarisportation °ly available,
s reliable,and affordable for the f ly E i
Household members can always get
where they need to go. If using public
> transit,travel can be accomplished in a
reasonable time with reasonable
convenience. if using a private
automobile, fancily members are ,
licensed and the vehicle is adequately
insured.
Transportation is generally accessible, �
allowing household members to meet
basic travel needs,including to and
from work. Basic transportation is
affordable in the content of family
m budget. Family members who drive
are f i
slicensed and insured. p `ly
automobile is licensed and ' in �
compliance with the lava
Transportation is available
reliable,but limited andlor
inconvenient. Household embers
usually are able to find po tion
for basic needs,but so es have
problems. Family o must rely on
others to assist with rtationa
portat on is liable and
unpredictable. usehold members
f have some ran
a to transportation,
but l i - limits household's
ability to m t basic n and limits
opportuni ` available to household
Mem including work and
educati . If fZ
ly an
auto "bile, it be mechanically
cable,uniaasured, or adults may be }
Ile
F/ii@ly has no access toortatiom.,
public or private. Family member's
is ability to meet basic needs or take
advantage of education or
employment opportunities are
iftustrated or sharply limited by lack of
mess to transportafion.
sem of"ifornia
Department of Community Services and Development
Family Development Mauix
CSD#11-FD-44(New 3)
Contractor:
Standardized Indicators Local Indictors
t
All household rnemz e covered by
affordable health insurance. Coverage is
enough to insure that the family will not be
overburdened with medical bills. Family
members consistently practice preventive
i- health habits.
Family can get medical care when needed.
Family has partial health insurance coverage,
but medical costs sometimes strain the
household budget and family rations its use
medical services. Family has basic knowl e
of health issues and usually engages in
preventive behaviors.
Family is able/rtance
ical ut inbst
rely on subsidi (Medicare,, )in order t
to pay for care. Family's f health ,
although inconsistent, uate to assure
that significantMems are s
addressed. Familyiers are developing an
awareness of tce of preventive
health practices.
F ' y t culty gaining access to
# health ire d often es inappropriate use
of the h th c system(such as use of
ezner cy services for relatively routine
m n or neglectingillness or injury
I intensive intervention.is required).
s equate or no medical insurance. Family
members do not understand or practice
preventive health behaviors. Some or all
family members may be in poor health.
Family members have no medical insurance of
any kind and no knowledge and/or access to
health care. Family members ignore medical
problems. One or more family members may
s
have serious heap problems.
E
o
�f G�ttii€ttnsia
Department of cmmsnityr Services and Developawnt
Family Development MAVtX
t t7 4l ldf S(Now Z")
Contractor°
5tarrdardi d Indicators Local Indicattors
Tandy has a well-developed social Wri
emotional support system and strong i
internal resources for coping with the
stresses of everyday life. No family
member uses illegal drugs or abuses
' alcohol or prescription drugs. Family
members have high levels of self-esteem
� E
o and self-confidence.
Family is generally able to manage
economic, social and cultural pressures. �
Developing social/emotional support. 3
Family members with a history of or
CA
alcohol abuse are in well-establish
recovery.
Family is learning to e i day to
day and its economic, ocial and
cul pressures. Family.
em
access social and coirnm ty services
when n of social effiotiorsal support.
_ Family members wi g or alcohol
problems are sing recovery. Mental
health problems controlled.
arruly is b coping with the stresses
of its econo c,social&cultural
' pressures Has difficulty seep&
ob social/emotional support. One
. , or rra mem of the household y
z ha a drug or alcohol problem. problems
mental illness may be only partially
ted. t
Family is socially and emotionally
isolated and unable to manage its
economic,social&cultural pressures.
The family is entirely without resources
a for soul and emotional support. Severe
drug or alcohol abuse or untreated mental
illness may exist. Denies the existence of
social/emotional problems.
Ste of California
Departmwt of Community Services and Development
Family Development Matrix
CSD 411-FD-,06(New 2M)
Contractor.* Contra Costas County Community Services Department
Stanch °c# ed Indicators Local Indicators
Income and competence in budgeting same
and financial management are
sufficient to allow family choices.
Family is planning and saving for the �
{ € long terra. Family has maintained
" good credit record. I
Family has basic budgeting skills, but same
income,though adequate, still limits
options available to the family.
Family is able to manage its debt load
without assistance and is not
experiencing credit difficulties.
Household is occasionally able to add
# to its savings. I
k
Household income is sufficient to same
meet basic family need, but family
W may still require some subsidized
assistance. Family is generally able
to hake and follow a budget but
cannot save money and sometimes
has cash flow problems.
Family income is not always same
' sufficient for basic needs. Household
r
may, from time to time, require cash
assistance. Use of income is marked
by emergency or inappropriate
' spending. Family is unable to plan or
save.
Family has little or no income. same
Household may be dependent on 3
long-terra public assistance. Income
and/or budgeting shills are limited to
such a degree that the Family is
unable to meet basic needs.
.. . .............
State of California
DepaftnuWt of Community services and Development
Family Development Matrix
CSD 411- -07(New 2/99)
Contractor:
I Standardized Indicators Local Indicators
Family has a stable composition and a
I strong, positive sense of identity.
Communication is consistently open and
respectful and conflicts are negotiated
successfully. Family members provide i
strong and appropriate guidance and
support to one another. Children are happy
I and parents appear to have strong and
effective parenting skills and to enjoy child
r bR
Family members have a sense of family
unity and are physically safe and
emotionally secure with one another.
Rules and expectations are mutually reed
e
and n
another.
f
d
tf family
her-
1 utu Ily
a _ greed
Upon and conflict that occurs is
st at so
manageable. Parents demonstrat sound
0 n
parenting skills and provide ap sense
'.idance and §I!pport to chit n.
ti
legative behaviors are prest in
I! interactions among family embers,but all
family memW
members ackno dge and seek to
C
change such behaviors Family is learning I
open communication d to provide
I appropriate mutual pport. Family is
a
making an effort develop and apply ager
appropriate rule . No violence or neglect.
1 Dqyq�loing a ronger sense offamily,
Family unit ' weak. Family make-up may
be unstabi . There is some positive
support d guidance,but rules are
Inconel eptly applied. Occasional conflict i
i
support
e
Family
c
p
m
u
0
p
n
i
n
0
'y
st
r
a
t
u
b
unit
d
guidance,
ly
sl nt
In
creat barriers to stable, healthy
s ip
rela onships. Parenting skills are minimal
c I dr r,
children may be withdrawn,unhappy,
r ggr ssiv
aggressive. There is risk of abuse or
neglect.
Family unit has no cohesion. Family
household composition changes frequently.
Conflict is common. Rule and
expectations are either non-existent or
unrealistic. Abuse, neglect and violence
are either occurring or likely to occur.
Children may be in foster care or other
outside placement.
&9e of Califomia
Department of Community Services and Developmcrt
aMily DeveloprawA Matrix
C D 411-FD-08(New 2/99)
Contractor:
Standardized Indicators ; Local Indicators
E Family members are actively involved
in community affairs and activities.
Their participation is such that they are
making a positive contribution to the
well being of the community.
E e
Family members have some `
meaningful and supportive involvement
S
I in community activities. They feel life
they are part of the community and that
they derive some support from it.
3
s
Family involvement in con�rrluni
affairs is minimal. Members a rens
awareness of and concern for e
community and a desire to ve greater
sense of belonging in the romunity,
but are unsure how to in ease their
involvement and conn tion.
Family appears t e isolated and to
lack motivation r confidence to
' become invol d in community
e I
activities. F ily members have little
social ccs ction outside the
immedia family.
s
i
i
ily members have little or no
ositive, constructive involvement with
others in the community. Interactions
within the community are commonly
negative, such as involvement with
Q gang or criminal activity. There is little
evidence of social/communication
:
skills or desire for change.
I
Sla$.e ofCalifomia
DepadmerA ofConununity Services and Development
Family Development Matrix
CSD 411- -09(Nmv 21951,
Contractor
Standardized Indicators Local Indicators
At least one family members has post secondary
y education or training(may include college, y !
technical school, or less formal education or
training). household demonstrates a positive
attitude toward learning and understands that it is
a continuing, lifelonprocess._ !
At least one family member is actively pursuing
: past-secondary education/training or credentials.
Household demonstrates some recognition of t e
value of continuing formal and informal
education. Family members have a suff.cie ly
strong command of English to enable the to
function effectively in social, civic, and ork
environments,
Household has demonstrated some a lemic
achievement. Adult household me ers have
; high school diploma or GED. L 1 of
education/training limits potenti for
advancement, but at least one ult:member of
the family is planning for fa er
educational/career develop nt. ommand of
English may be barely ad oats, but limits further i
education/advancement.
Adult family members ave not completed
secondary education. vel of education limits
potential for employ ent. Family realizes the
value of attaining ucational credentials and is
working on attai ng COED or improving literacy.
`hose for who English literacy is a barrier are
involved in e arts to improve command of
English,
/- of
•members lacy basic skills and may '
alky illiterate. Say have a history of
chool. There is little or no evidence of 3
nt to learning or interest in improving
E ucation or training. Family members I
no English and lack confidence or to develo English literacy.
AW Sty of C„ Womia
Depwartent of Community Services and Development
Family Development Matrix
CSD 41 I-FD-10( ew )
Contractor:—
Standardized
ontractorStandardized Indicators Laval Indicators --
Meeting all age-appropriate developmental
benchmarks and exceeding some. Excellent
attendance and performance in school or child
development program. No discipline concerns.
Children/youth relate well to parents,other
E_ adults,and other children/youth. Children
serve as positive role models for others.
Meeting all appropriate developmental
i benchmarks. In a safe environment that
promotes learning. School or child !
development pro is accessible and
affordable. Few discipline problems,
�4tten ce at school or child develo ent
pro is good and performance ` ave a to
s above average. Children/youth able to
taut healthy relationships °th adults rind
ether youths.
l a/bA
riate d elopmental
bencht ar . School or child
developmprogram ' safe,accessible and
affordable subs' y, Attendance and
overall are satisfactory. There are
disciplinede problems,but parents,
adults in l systema able to
control/mavior. Relationships with
adults areositive,
Failing t eet age-appropriate developmental
berac in most areas, but benefiting from
appro nate remediation, attendance at school
or c id development pro is irregular and
ormancce is final. There is tient
Sc me
or social hater dependency problems.
4 May be problems with affordability or
> accessibility of child development program.
€ Safety may be a concern. Relationships with s
adults are strained.
Serious developmental delays or deficiencies,
not in remediation. attendance at child
development program or school is rare and
V performance is very poor. There may be
' unsafe conditions at school or daycare or lack
of access to child care services. Discipline and
social interdependence problems are serious
and continuing. Relationship with adults and
other youth are poor or negative in quality.
State of C alifomia
Departmea ofCerununity Serviees and Development
Comnumity Development MArix
CSB 411-CD-01(Now 2/99)
Contractor: Contra Costa. County Community Services Department
Standardized Indicators Local Indicators
Public policy affecting the community is sane
€ ' innovative in its values, premises, and
€, strategies regarding the condition and
needs of low-income persons.
Affirmatively seeks new ways to promote
i
I the economic development and well being
of low-income residents and their full
inclusion in the life of the community.
Public policy is supportive with respect to same
the needs and aspirations of low-income
residents. Generally is proactive and
systematic in identifying and eliminating
barriers to improvement in economic and
social status.
Public policy is reactive in its approaches same
to responding to the needs of low-income
persons. When issues are forcefully
brought to the attention of policy makers, it
is usually possible to achieve a selective
case-by-case policy outcome that is
favorable with respect to issues and
problems of low-income residents.
There is no public policy intended to same
support the needs and aspirations of low-
_. income persons, or such policy that does
exist is not enforced. There is little or no
awareness or concern or acceptance of
public responsibility for supporting
improvement of the economic and social
conditions of the poor.
Public policy is hostile with respect to same
conditions and needs of low-income
persons. Policies are intended to make it
difficult for low-income persons to live in
E the community or to play a Meaningful and
contributing role in the life of the
E
community.
State of California
Department of Community Services and Development
Community Development Matrix
CSl3 41 1-CD-02(New 2/99)
Contractor:
Standardized Indicators Local Indicators
The community understands the strengths I
inherent in diversity celebrate differences and
therefore, is committed to the development and !
C, maintenance of a healthy socioeconomic and
demographics mix. The appreciation of
diversity has led to establishment of equal
treatment and opportunity as the prevailing
norms in both economic and social transactions
in the community. All cultures and ethnic
groups are working together for the common
_good.
Knowledge and understanding of culture d
customs of various groups represented ' e
community's population are common 3
throughout the community. That kn ledge has
` bred an understanding that differin customs
and values can coexist and sensi ' 'ty to and
appropriate accommodation of os
varied
} customs and.values. .Afl"i on ofthe rights
and the values of others,de it
differences, is
the norm.
Members of the coMmare generally aware
of differences among ulations present in the
community. An a sphere of tolerance
m i prevails with little r no inter-group conflict. F
There is a grow' awareness of the importance
& of understan ' and community among diverse
populations.
E '
Vothpopulations
pulations are generally isolated from €
r and are uninformed regarding the
alues,history and contributions of the ;
residing in the community.
general sense of complacency
ack of interactions and
communcation among various groups. Lack of I
understanding and consequent insensitivity is I
corrson lace.
Fear and conflict characterise interactions 3
among diverse populations. Various I
populations are consistently working at cross-
purpose. Open hostility is common.
s
state of California
Department of Communky services and Development
Community Development Matrix
CSD 41 I-CD-03(Now 2199)
Standardized Indicators Local Indicators 3
Civic involvement(social and political) is high throughout the
community's socio-economic spectrum. Participation commonly
E U has such depth, intensity, and vision that it constitutes investment in
the social and political well beim of the community, Low-income
people are Uly integrated and actively participate on boards,
commissions, and committees addressing all aspects of commune
life. Civic life is vibrant. Social harmony prevails. Even low-
income and minority residents have a strong sense of belongin and
€ of commun° Voter registration and turnout are high.
Low-income people,their neighborhoods, and issues are p of the
E
community dialogue. Low-income people play signifi roles k
within the larger community. Opportunities for social ` enaction
are such that they support development of a sense of inmunity, of
mutuality of interest. Those active in many social policy-
making activities have a strong sense of contrib to the social
and civic health of the community. There is vib civic life
within low-income neighborhoods(social,poli ° 1, recreational,
arts,etc.). Level of involvement is high. Vat registration and
turnout are corn arable to the con3munit as hole.
Low-income people are participating in ci c affairs. There is an
' identifiable leadership within the low-in me community and '
1 several advocacy organiz/vic
tta` ent of goals is difficult but
achievements are possiblie 1 income community is
op organized around a partice. w-income participation in
policy-making roles concissues particularly relating to
; the low-income communityportional to overall population.
There is active and accesc life in low-income
communities. Voter regicid turnout is comlparatively low,
but low-income vote is scom munit wide candidates.
I Valine low-income peopl d their neighborhoods are not an
integral part of the large community,there is awareness within the
low-income co grid the larger community of the
importance ofwork` g toward community-wide unity. I.ow-
income people fill olicy-making roles,but there is little evidence
that.public policy ecisions reflect the interests of low-income �
residents. Ther is visible civic life within low-income '
neighborhood (social,political, recreational, religious)but
s participatio slow compared with more affluent neighborhoods.
Voter re i tion and turnout are vely low.
Isolation ` the norm. They are isolated physically and socially
From.th larger community and to a large degree from one another.
un There s no identifiable leadership. Low-income involvement in
j poli -making roles and activities is very low or non-existent and
w out impact. 'There is little opportunity for positive involvement
' civic life. Voter registration and turnout are very low and there
is little or no commitment to increasing participation since voting
and other approaches to affecting public policy are generally
t considered futile.
State of Ca#ifbtuia
Department,ofCommmiky services and Developmcn,
Commumty Development Matrix
CSD 411-CDr04(New 2/99)
Contractor:-Contra Costa County Community Services Department
Standardized Indicators Local Indicators
Community Services of all kinds are both comprehensive and same
integrated into a virtually seamless system. Collaboration and
s synergy are the norms. Social services are based on a wellness
model and are strongly consumer driven. A strong community-
wide set of strategic planning processes assures that public and
E community services are responsive and will grow and develop in
accord with community needs. Community is committed to
providing resources sufficient to assure quality and
comprehensiveness of and frill access to community,public, and 3
' educational services.
Service and support programs have a strong preventive same
' orientation. Most essential community and social services are
available to those who need them. Service providers are
committed to collaboration and are in the process of developing
an integrated approach to provision of community services.
Planning involves all segments of the community. Commitment
# ' of resources is adequate to assure continued availability of
services that meet needs for both basic and early intervention
' services,as well as for stron__g public and education services.
s ' Public and social services available in the community are same i
generally comprehensive,but are primarily reactive in their
` responses to community needs. planning tends to be very limited
in strategic outlook and occur principally within programmatic
boundaries. Focus is on evident current needs. Clients/customers {
` are seldom brought into the planning process. providers of public 3
and social services are communicating and considering the value
of collaboration. resources are adequate for most immediate
basic needs.
Some key public and social services exist and are responsive to same
,. needs,which they are focussed but the range of community
I services and resources is limited and not comprehensive. There
is no effort to plan collaboratively and comprehensively for a
broad range of community needs. Fragmentation of services and I
community resources is commons. Resources are strained and
directed principally to maintenance of efforts. Competition is the
s
most common form of relationship amgn Providers of services.
Public and social services are non-responsive to community same
E needs. 'Turf*boundaries are very strong and planning is I
minimal or non-existent- Even emergency services are � I
inadequate in comparison with the intensity of need. Resources
are barely adequate to maintain even the most minimal
s configuration of community services. Most public and social
services are ineffective.
State of Califor.3ia
Deparammt of Community Services and Developmwt
Community Developmmt Matrix
CSD 41 11-CD-05(,Nmv 2/94)
Contractor:
Standardized Indicators Local Indicators
3 ! The economic health of the entire community is vibrant. There
is a broadly diversified economic base,high rate of employment,
and all sectors of the community benefit equally from the
I community's strong economy. Income levels and costs of living
in the community are well balanced. Education and training
resources are available, accessible, and effective in preparing
community members to participate in and contribute to the 1
= economic life and strength of the community. 'Dere is a andel `
shared vision of a strong and vibrant economy. Community }
investment is high. Entrepreneurship and capital"stakehol g"
are possible and a reality across the entire income sp
The economy of the community is emerging. It is gr o g and r
there are plans for appropriate development of bus:n s and I G
industry. The economy shows strength in key area . �
Unemployment is not significantly greater than and/or
# Ln
national levels. programs and plans are in pla to bring low-
income residents into the mainstream of the I 1 economy.
e There is a developing consensus regarding a economic
level meat of the community as a whol .
While there are strengths in the local e homy and growth is
taking place,there is a mismatch or ` ongruity between the
current state and/or direction of the conomy and the abilities
and aspirations of those living in e community. The economy
40 s4 ; is stagnant. Opportunities for nornic``stakeholder"
( participation of low-incomep sores is very limited,though still
� a possibility. Unemploynae is higher than the state average,
Planning,however, is foc shag on developing a local economy
Haat is more inclusive likely to accommodate the economic
needs and capacities o all residents. Shared goals for economic
f owth and inclusio are being discussed.
The economy oftteo.mmunity is contracting. Capital is k
fleeing the conn yUnemployment is significantly higher
than state an r national levels and is concentrated in minority
populations. ere is little local planning directed to stabilizing
and impro g the economy. 'There is awareness of income and
oppo ty disparities in the community,but little dialogue or
co ent to improvement in such conditions. Neither the
eco mic environment nor the employment and wining
op ortunities offer real prospects for improvement in economic
m
custances of low-income individuals and families.
Abe—economy of the community has collapsed. The flight of !
capital from the community is virtually complete,and business j
and industry are leaving. Unemployment is high and rising; I
poverty is on the increase. Efforts to plan effectively for 3
economic growth are failing;lack of hope has led to lacy of
I effort. 'There is a general lads of opportunity throughout the
community,but minority populations are far more intensely i
affected by bad economic conditions prevailing in the
c0mmunity. Conflict and blame characterize relationships
amonR various ceu s and factions.
PROO-F OF PUBLICATION
(2015.5 C.C.P.) PUULC�H I
INN
We want to hearviews
STATE OF CAUFORN:A on our Commun��o
Plan for the yeans 2Z)D0001
County of Contra Costa to serve Eow-income peop}e.
ar11 a citizen of the United Mates and a resident of the ty
The Contra
spa
County aforesaid; 3 arae over the age of eighteen years, ment�n gwill conduct ay,public
and not a party to or interested in the above-entitled hearlr 6c9 oT u aPM to `i
matter, PM at the Contra Costa!
County Administration Build-l
in8, 831 nine St., Martinez,
E am the Principal Legal Cleric of the Contra Costa Times, Fist floor,Room 1108,to re-
a newspaper of general circulation, printed and published celve ccommentsyAction viiadvice
t
at 2^040 Shadeiands Drive inthe City of Walnut Creek, for the Community Samoa$
County of Contra Costa, 94598. Block Grant contract for Con-
tra Costa County.The coal of
the plan is a` : famE-
And which newspaper has been adjudged a newspaper of ilea to retain. c��r achieva
general circulation by the Superior Court of the County of ceow ago No ServicesIn
Contra Costa, State of California, under the date of Nalghborhoods, violence
October 22, 9934. Case Number 99764. Prevention, Homelessness
Prevention, mod Security,
and Employment Activities.
The notice, of which the annexed is a printed copy (set in Other Issues may be raised i
byanyone attend ng the pub--
type not smaller than nonpareil), has been published in l,c hearin+g.
each regular and entire issue of said newspaper and not Ptessa loin us at the hearth
in any supplement thereof on the following dates, to-wit: to give us your opinions,con_i,
cams or approval of the plan.
If you cannot attend the hear-
Ing ptees� send a written
Yss(imon o:Ton? Coon DE-
aE#in the year of 1999 Department m12 Morelia,
3 r penalty s 84593 or cs',E119Martinez
5 3 3e7S$4.
certify (or declare) ands. ,enaE,y o, perjury that the
foregoing is true and correct. The Community Action Plan
nfeedsaandestablishpprio ties
Executed at Walnut Creek, California. for service In the years
On this 7 day of May, 1999, 000122001. A draft copyr. of
the proposed Comranity Ac-
tion Plan will be avaltab(a for,
................ review at the`r>ubtic Libraries
in A!citmond, Pleasant Hill,:
Signatture and Plfts3w
/ Leqa'COT 5771
Contra Costa Tunes Puf�tEsr.:May s,7,lass
P 0 Box 4147
Walnut Creek, CA 94596
(590) 9352525
Proof of Publication of:
(attached is a copy of the legal advertisement that
published)
AMOAMWM
�JMi1l�t+�ta ti ~tom ti�t'/�l10�€,dl
PR09F OF PUBLICATION
(2015.5 C.C.P.) !�UBLICH OF
We want to hoar your views
STATE OF CALIFORNIA Plan our Community Actlon
P9an for the years 80t2UC1
County of Contra Costa to sense low-lnoome people.
# am a citizen of the United States and a resident of the The contra cerate county
Commonly Services Depart-
County aforesaid; i am over the age of eighteen years, ment w§i conduct a ypubilc
and not a party to or interested in the above-entitled t'22h i�is�n fromWed 3 sc!N'lR to
rnatter. PM at the City of Pittsburg?
City Fish,55 Civic Ave.,Pitta-
bur , to receive comments
i ern the Principals Legal Clerk of the Ledger Dispatch and an advice on its Community
Brentwood News. Newspapers of general circulation, Action Plan for the Communi-
pr#nted and published at 2640 Shadelands Drive in the ase foce�8irs costa C000'-
Cit of Wa#nut Creek, County of Contra Costa, 94598. ty. The i�oai of.the plan Is
y cuppporting familes to rrtarn-
tain or achieve self-
And which newspaper has been adjudged a newspaper of sufficiency provldlnq Access
general circulation by the Superior Court of the County of to Needed Services m Neigh-
borhoods. Violence Proven-
Contra Costa, State of California, tinder the date of tion, Homelessness Proven-
March 26, 1873. Case Number 746370. tion, Food security, and
Employment AotEvities.Other
Issues may be raised by an-,
The notice, of which the annexed is a printed copy tset in one attanding the pubic
type not smaller than nonpareil), has been published in haa9ng. I
each regular and*entire issue of said newspaper and not Please Join us at the hearing!
in any supplement thereof on the followiryg dates,to-wit: lz,give us your opinions,con-
came or approval of t*a pan.:
if ycvu cannot attend the.Saar-
Mg. please send a written
May 6.7 testimony to:Ton Coksn,Dl-
reotor, Commurg Serrcea
all in the year of 1999 A p ent, t�nertiraMoralb
d ¢ ,at the 94553,or call s25-313-7394.
€ certify (or declare) under peralty o. perjury t
d The Community Action Pan
i
OregOir4g FS true ancollect. wlli address community
a fneeds sarvica a n *no yetars
Executed at Walnut Creek, California. I.AooCraot. A drat copy of
Or,this 7 dayofMay, '999 ;�FepropocedCommunityAo-
i tion Plan will be available for
review at the Public ubraries
<In Alohmond, Pleasant Hit—
Signature and Pittsburg
LBg ai�D8�8721
Ledger Dispatch and Brentwood News Pubtlsh:May 5,7,1999
P C Box 2299
Antioch, CA 94531-2299
;51;01, 757-2525
Proof of Publication of:
(attached is a copy of the legal advertisement that
oub€ished)
MAY 12 1999
"'y ., ,
PROF OF PUBLICATION N20 OF
(2(`15 5 C.C.P.) PUBLICHIMIMQ
We want to hawyour views
on our Commune Action
STATE OF CALIFORNIA Plan for the years 2%0012001
County of Contra Costa to SO."low-Income people.
The Contra Costa County
I am a citizen of the united States and a resident of the Community services Oepan-
County a€oresald; 1 am over the a e of eighteen ears, meat w!u conduct a public
Y haatin ,on uesday, May
and not a party to or interested in the above-entitled 11th,1%99,from 3PEvIto4:36
PM at the City of San Pablo
matter. Senior Center 1943 Church
Lane, San P&6io, to receive
1 am the Principal Legal Clerk of the West County Times, comments and advice on Its
for
a newspaper of general circulation, printed and published ommur•mity Action SerPiees,
g., p the Community Servloes
at 2640 Shadelands Drive in the City of Walnut Creek, Biotosta County contract ct ffThe r Con-1
tra f 1
County of Contra Costa, 94598. the plan Is supporting fame-1
Ilea to maintain or achieve 1
< self-cuff tient prov'3,ng Ac-
And which newspaper has been adudged a newspaper o, cess tc Ne®fed Services In
general circulation by the Superior Court of the County of Neighborhoods, violence
Contra Costa, State of Caiifornia, under the date of Prevention.
foo e;ernes
August 29, 1978. Case Number 185884. and employment Activities.
Other issues rnaY be raised
The notice, of which the annexed is a printed copy (set in by anyone attending the pub-
type not smaller than nonpareil), has been published in
each regular and entire issue of said newspaper and not Please join us at the nearing
in any suppleme�t thereof on the following dates,to-wit: cems give us
ap ovalal of t e plan.
if you cannot attend the hear-
!ng pisase send a written
May 5,6 teajimonyy to:T Coon Di-
rector, Cc mmucnn.yty 5erv�cas
Department, <. E More;io,
all in the year of 1999 Ave.,Ste. 101,Martinez,CA 1
94553,or call 925-313-7394,
i certify ;or declare) under penalty of perjury that the The,Community Acton Plan
foregoing is true and correct. will address community
needs and estabiish priorities
for service in the years
Executed at Walnut Creek, California. 200012001. A draft copy of
On'his 6 day of May, 1999 the proposadCommunity Ac-
tion Pian will be evatiii for
review at the Richmond Pub-
:............. lic Libra
Signature L PublishI &5532
:May 5,6,1999
West County Times
PC Box 100
Pinole, CA 94564
(510) 262-2740
Proof of Publication of:
(attached is a copy of the legal advertisement that
published)