HomeMy WebLinkAboutMINUTES - 02082005 - C55 ii�
TO: BOARD OF SUPERVISORS .. -- _ ..
I r i
Contra
Costa
FROM: JOHN SWEETEN, County Administrator o - --
DATE: FEBRUARY 8 2005 , `
_.
County
SUBJECT: AUTHORIZATION TO SUBMIT ENTRIES TO THE NACo
ACHIEVEMENT AWARDS PROGRAM
SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION
RECOMMENDATION:
AUTHORIZE the Chair, Board of Supervisors, to sign applications for submission to the
National Association of Counties for the 2005 Achievement Awards Program.
FISCAL IMPACT:
A $50.00 application fee is required for each of the five entries, totaling $250.00.
BACKGROUND:
The National Association of Counties (NACo) is sponsoring the NACo Achievement Awards
Program for 2005 and Contra Costa County wishes to participate in the program. The County
will nominate the following programs for award consideration:
• Delta Code Enforcement Program (Building Inspection Department)
• Disability Access Compliance Program (Building Inspection Department)
• ILS After Care Program (Employment and Human Services Department)
• Ready to Work Clothes Closets (Employment and Human Services Department)
• Contra Costa County Watershed Calendar (Public Works Department)
In submitting these applications, the County agrees to the Program requirements and
responsibilities as set forth by NACo for entering into the awards program.
CONTINUED ON ATTACHMENT: DYES ❑NO SIGNATURE:
--------- ------------------------------------------------------------------------------------------------------------------------------------ --------------____________
]ER COMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD CO ITTEE
E7PPROVE OTHER
SIGNATURE(S): `
ACTION OF BO D~ N APPROVE AS RECOMMENDED OTHER
VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A TRUE
AND CORRECT COPY OF AN ACTION TAKEN
UNANIMOUS{ABSENT AND ENTERED ON THE MINUTES OF THE
BOARD OF SUPERVISORS ON THE DATE
AYES: NOES: SHOWN.
ABSENT: ABSTAIN:
ATTESTED: FEBRUARY 8,2005
CONTACT: CAROLYN KING (925)335-1039 JOHN SWEETEN,CLERK OF THE
BOARD OF SUPERVISORS AND
COUNTY ADMINISTRATOR
CC: BUILDING INSPECTION DEPARTMENT
EMPLOYMENT AND HUMAN SERVICES DEPARTMENT
PUBLIC WORKS DEPARTMENT
BY ,DEPUTY
Aft
(Please refer to "Step One: Completion of the Transmittal Form"for directions on properly completing this form).
1. Program Information (See program category list included in "Step One" of the instructions).
County and State nnntrn cast-a County. Califnrnia
Program Title Disability Access Compliance Program -
Personnel Management, Employee Training and Employee Benefits
Program Category
(for county employees)
11. Contact Information
Name CarlosBaltodano
Title Director
Department Building Inspection
Address 651 Pine Street, 3rd- Floor-North Wing,
Address
City/State/Zip Martinez, CA '94553
Telephone (925) 335-1103
Fax (92-5) 61L6.1919 -
Email cbalt@bi.cccounty.us
C3 Yes! Please add me to NACo's Peer to Peer Network(See Reverse)
III. Signature of Chief Elected Official
Name Gayle B. Uilkema
Title Chair, County Board of Supervisors
Signature
IV. Payment: Please choose one of two payment options listed below
Payment Option 1
• Check Check Number:
• Money Order Money Order Number:
• Credit Card Credit Card Type: El Visa 0 Mastercard
Credit Card Number
Expiration Date
Name of Cardholder
Authorized Signature
Member Fee $50
Non-Member Fee $100
Payment Option 2
U Voucher Voucher Number:
1.3 Purchase Order Purchase Order Number:
Member Fee $60 $
Non-Member Fee $110 $
Deadline for sub �mision of application: EeE)ruar 11 5 2005
1
DISABILITY ACCESS COMPLIANCE PROGRAM
1. Abstract
The Contra Costa County Building Inspection Department (BID) took a proactive
approach to enforcing State Government and Health and Safety Code sections relating
to disabled access and compliance with the American with Disabilities Act (ADA). The
BID saw the need to enhance its expertise in the area of Disabled Access Compliance.
The BID developed a comprehensive program to address Disabled Access issues.
Components of the program include: a thorough review of existing policies and
procedure concerning ADA; a comprehensive training program for plan review and
inspections; revamping the department's complaint procedure for violations; and
developing an in-depth policy and procedure manual.
2. The Problem/Need for the Program
The Attorney General, Bill Lockyer, has been very clear that as the Chief Law Officer of
the State of California he has taken a very strong interest in ensuring that state disabled
access laws are adequately enforced. His latest letter, dated April 29, 2002, directed to
local Building Officials states, "while local building officials are the primary enforcers of
California access laws and regulations, I have been vested with the authority to
investigate complaints and bring legal actions to remedy the violations of these laws
and regulations. (Gov. Code § 4558; Health & Safety Code, 19958.5.) This includes
investigating allegations that a local building department is not adequately enforcing
state access laws and regulations, and filing civil actions to remedy such problem when
they are identified.
As the Board of Supervisors was notified in the latter part of 2002, there were specific
complaints from the disabled community concerning a restaurant in the City of Lafayette
(County Supervisor District 11). In investigating and responding to these complaints, the
BID analyzed its internal process relating to inspections and plan checking for access
requirements and determined that it needed to make modifications and emphasize
throughout the agency that disabled access laws were just as important to enforce as
life and safety regulations.
3. Description of the Program
After the complaint from the disabled community, the BID conducted an extensive
review of the Department's policies and procedures regarding disability access
compliance.
One of the first areas to be addressed was to make sure that a complaint handling
procedure is in place that adequately tracks disabled access allegations until the final
resolution, and within the ninety-day period. The BID revised the Department's
Complaint Procedure form to include Disabled Access issues and posted the revised
form on the Department's website. Then the Department developed a policy and
procedure to track the 90 days via computer to assure complaints were resolved in a
timely manner.
Next the BID began an in house access compliance-training program and began to
discuss on going training possibilities with the disabled community. The BID concluded
that the disabled access training was such an important issue and beyond the
capabilities of existing staff, that it decided to make a request to the Board of
Supervisors for authorization for outside assistance. The Board authorized the
Department to proceed to obtain the services of an outside consultant. Therefore, the
Department conducted a Request For Proposals (RFP) process to select a consultant to
provide additional services. As part of the RFP effort, proposals were solicited from
seven firms referred to the Department by leading members of the Disability community.
The Department received proposals from three firms all of whom were invited for an
interview. The Department panel then selected Gilda Puente-Peters, Architects, a
Small, Local, Woman Business Enterprise. The firm is currently on contract with the
State's Division of State Architect to develop a portion of the prototype, which will be
utilized to train professionals around the state.
The consultant assessed the Building Inspection Department's plan review and
inspection practices. Based on this assessment, a comprehensive access compliance
and training program was developed that consisted of 19 four-hour classes. The
California Division of the State Architects (DSA) has designated the County's training
program as a pilot project and provided many of the tools utilized. The Department's
approximately 70 Engineers and Plan Checkers and Inspectors were divided into two
teams who attended the 38 sessions taught by the firm's staff. At the request of the
Board of Supervisors, the BID extended invitations to city building departments and
other county departments. Several cities and county departments sent representatives.
The sessions included lectures, videos, slides and diagrams, field exercises and site
visits, questions and answer interaction, plan-checking application exercises as well as
a practical exercise administered by the Department intended to assist in evaluating the
Program's effectiveness. The Department even went as far as obtaining a wheelchair
so that the participants of the class could experience what it was like to have to rely on
disability access.
All the products developed by the consultant, including the PowerPoint presentation,
and forms are owned by the Department. Subsequently, the Department intends to
develop an internal capacity and expertise to conduct training sessions. This will
include continued training for internal staff as well as staff of other building departments
and private arch itectural/engineering firms in the community. This is part of the
Department's commitment to improving access to the disabled and enhancing the level
of disability compliance.
The BID, with the help of the consultant, has developed a comprehensive manual of
internal policies, protocols and procedures/forms. These enhance the quality of the
2
Department's plan review and inspection program. The consultant also developed a
monitoring and audit protocol to determine effectiveness of the compliance effort and
training program.
4. Use of Technology
The Department utilizes a computer tracking system for Code Enforcement complaints
to ensure that complaints are investigated and if necessary brought into compliance
with the codes within the 90-day deadline as prescribed by law. Complaints are now
tracked through the computer with specific time lines that will provide everyone access
to gauge the timeliness of the response. The computer program also provides statistics
on each complaint, which includes all relevant data including when the resolution takes
place.
The Department has also posted the Complaint Procedure Form on the Department's
website and made sure that the website is ADA compliant.
The Department's website can be accessed at:
(www.co.contra-costa.ca.us/dept/bi/bi.htm).
5. The Cost of the Program
The Department paid the consultant $180,000 dollars to provide services. While on one
hand the expense of both the consultant and the staff time during the training period is
significant, the Department realized that it is more than justified given the importance of
the issue and the mandatory responsibility under State laws. There are resent)
jurisdictions p Y
several that have been sued by disabled residents for not addressing this
issue. In Contra Costa County the disabled community is aware that the Countyis
taking the issue seriously. The other aspect to training staff is to take the opportunity pp tY to
instill in staff a mind-set that the enforcement of disabled access requirements is just as
paramount as life and safety laws. Once that mind-set is in place, managers and
directors have to continue to support it and embrace it!
By providing the training and implementing the new policies and procedures, the County
reduces the likelihood of having a lawsuit filed against it for non-compliance. A lawsuit
could be potentially more costly than this investment.
6. The Results/Success of the Program
Participants in the training classes acknowledged that thero ram was extreme)
p g y
valuable in its overall presentation. The training gave them a better understanding of
the disability access codes and regulations, and that it addressedroblems that they
y
had been faced with out in the field as well as while doing plan review. The videos and
field trainings were very instructive in visualizing and understandingthe code
requirements.
3
rnn
(Please refer to "Step One: Completion of the Transmittal Form"for directions on properly completing this form).
1. Program Information (See program category list included in "Step One" of the instructions).
County and StateContra Costa CnIrnt3Z. c-a-lifornia
.f W
Program Title Delta Code Enforcement Program
Program Category CoramunitylEconomic Development
Ill. Contact Information
Name -Ca-rlogg Raltatiana
Title Director
Department Building Inspection
Address 651 Pine Street. 3rd..Flnor-North Wing,
Address
City/State/Zip Martinez, CA 94553
Telephone 09 5) 335-11OR
Fax 6Ar,-323Q
Email
C3 Yes! Please add me to NACo's Peer to Peer Network(See Reverse)
111. Signature of Chief Elected Official
Name Gayle Bo Uilkema
Title Chair, County Board of Aupervisorsit
Signature
IV, Payment: Please choose one of two payment options listed below
Payment Option I
0 Check Check Number:
U Money Order Money Order Number:
Q Credit Card Credit Card Type: U Visa 0 Mastercard
Credit Card Number
Expiration Date
Name of Cardholder
Authorized Signature
Member Fee $50
Non-Member Fee $100
Payment Option 2
•Voucher Voucher Number:
• Purchase Order Purchase Order Number:
Member Fee $60
Non-Member Fee $110
DeaC� .ne for submission of application..February 11 9 2005
DELTA CODE ENFORCEMENT PROGRAM
1, Abstract
The Delta Code Enforcement Program was initiated by the Contra Costa County
Building Inspection Department (BID) in order to address blight, illegal structures and
unsafe docks on several islands in the Delta. The Department developed a
comprehensive code enforcement program, which consists of the following points:
partnering with other agencies; educating the public as to code requirements;
addressing the legal aspects of enforcement at the beginning; requiring "good"
documentation; putting a human face on code enforcement; and ensuring adequate
cost recovery.
2. The Problem/Need for the Program
The issues that needed addressing were the County's aging housing stock, especially
mobile home parks; and illegal structures and unsafe docks located on the numerous
islands in the Delta. The illegal houses in the Delta were polluting the county's water
supply, while several of the aging mobile home parks were major health and life/safety
hazards. There was confusion to staff and residents over jurisdictional requirements by
various county, state and federal agencies. There was a need to go beyond merely
conducting code enforcement activities, and to take the initiative to make the
enforcement of regulations better understood by the affected residents. The BID
worked with County, State and Federal agencies and provided the residents with
information about roles and responsibilities of each agency that affected their
community. Also, there was a need to work with community-based organizations to
assist in locating new housing and other resources to residents who may face eviction
due to an abatement action.
3. Description of the Program
Contra Costa County is a highly urbanized county with 19 cities within its seven hundred
fifty square miles. What is not known about the county is that it has approximately two
hundred miles of shoreline that abuts the Delta. The Sheriffs Marine Patrol estimates
that there may be twenty to thirty islands within the County's jurisdiction. Most of these
islands are small and uninhabited. However, on the farthest tip of Contra Costa County
sit numerous islands that have been inhabited for the last forty years or longer. These
are timeless villages that have been built without permits or approvals from regulatory
agencies. These islands are only accessible by boat and have remained largely
unnoticed by County officials.
The uniqueness of this program has been its approach to improve the quality of life in
the community by directly focusing outreach efforts to the affected communities and by
working in partnership with other State and Federal agencies to make the permitting
and code enforcement process more understandable. Towards this end the
Department initiated a six-pronged approach to code enforcement. These are:
1. Partnering;
2. Educating the public;
3. Legal Aspects of code enforcement;
4. Documentation;
5. Putting a human face on code enforcement; and
6. Cost Recovery.
The BID formed partnerships with the Sheriff's Department, Fire Department,
Environmental Health, Community Development Department, the Supervisor's District
Office, Municipal Advisory Councils (MACs), County Counsel and various community
service agencies. The Department also worked closely with the State Landmarks
Commission, the Army Corp of Engineers and the Fish and Game Department. These
partnerships enabled the Department to successfully close hundreds of code
enforcement cases. In the year 2004 the Department opened 1,441 cases in this
district and successfully closed 1,326 cases, a 92% closure rate.
As part of its comprehensive Code Enforcement program the Department worked with
and listened to the Municipal Advisory Councils in each district. One of the biggest
concerns in the area was the issue of unpermitted and unsafe boat docks in the Delta.
As the result of numerous meetings with the community and discussion with other
agencies at the State and local level, the Department developed an ordinance to
address this issue.
The Department reached out to the press by issuing invitations for a tour of the Delta
islands where a multitude of illegal structures were constructed. Reporters were shown
where the sewage was being dumped into the Delta waters, which is part of the
county's drinking water supply. Reporters were also shown the electrical and other
safety hazards on these islands. The Department also put out press releases and
Public Service Announcements to keep the public informed of the progress on high
profile code enforcement cases.
The County Counsel's office was instrumental in clarifying the legal aspects involved in
the enforcement of abatement. The County Counsel's office was also in a better
position to defend the Department's actions in court due to the excellent documentation
maintained by the Code Enforcement staff. County Counsel also offered advice during
the process to keep it running efficiently and enable the Department to be successful.
To put a human face on code enforcement, the Department developed a Resource
Guide in English and Spanish. The Guide utilized partnerships with the various human
service agencies within the county that could provide assistance to residents that were
going to be displaced by abatement activities. The Department also brought in
representatives from various community based organizations, like the Phoenix
Programs, and County agencies to inform the residents about the services that are
2
available. Building Inspection staff has even gone as far as to schedule appointments
for residents with various agencies to receive benefits.
It is the Department's philosophy to enforce the Life/Safety codes with a humanitarian
touch.
Salisbury Island, in the Delta, had one electric meter for thirty-nine residences (one
meter is allowed by code for each dwelling). The BID inspectors, along with Fire, Health
and Community Development staff, documented thirty-nine residences, twenty-nine
outbuildings, and forty-two docks on Salisbury Island. The Department, in consultation
with other agencies, determined that all structures on the island were public nuisances,
because they violated the County Zoning, Building, Electrical, Plumbing, Mechanical,
Fire, and Housing Codes and because the residences did not have approved sewer and
water systems.
Afterpublic meetings, the Board of Supervisors ordered the abatement of all structures
on Salisbury Island. In response, Salisbury Island, Inc. led a motion to stop the County
from abating the structures. After several hearings, the court found that the County
couldproceed with the abatement. County staff worked cooperatively with residents to
remove the houses, outbuildings, and docks. The intent was to salvage as many doors,
windows, sinks, cabinets, fixtures, commodes and as much wood as feasible. The
County received a bid of $450,000 to remove all of the structures. However, after
negotiations between County staff and Salisbury Island, Inc., the residents completed
the abatement on their own, thereby saving the County $450,000.
Through additional negotiations, Code Enforcement staff was able to get the owners of
two additional small islands, located near Salisbury Island, to abate those hazardous
conditions saving the County numerous dollars in staff time and abatement costs.
In addition to the illegal structures on the islands in the Delta, the Delta is lined with
illegal and unsafe boat docks. Many of these docks are not structurally sound; do not
haveproper plumbing (bathroom) facilities, or the required electrical components. The
enforcement of boat docks falls within the jurisdiction of not only the County, but also
the State Land Commission and the Army Corp of Engineers. BID staff coordinated
with these agencies and developed a handout of phone numbers and contact persons,
along with a description of each agency's responsibilities. These handouts were
passed out at several community meetings where feedback was received from
residents as to how to proceed with the abatement of unsafe docks. The BID drafted an
ordinance with input from the local IVIACs to ensure that electrical, structural, plumbing,
and health codes will be followed. This ordinance will ensure that residents are safe
and that the Delta's integrity as a drinking water supply is preserved.
Another important Delta issue was to address conditions in aging Mobile Home Parks.
Code Enforcement staff worked to address deplorable conditions in the Willow Grove
Mobile Home Park, because no one should have to live in substandard unsafe housing
(no garbage collection, raw sewage on the ground and other hazards), even if it means
having to demolish a mobile home or residence.
Building Inspection Staff has been working with the owners to bring the property and the
units up to code, but the owner of the Park decided it was not cost effective to bring the
Park up to code and proceeded with the eviction process. As a result thirteen (13) units
were effected. Seven of the units are recreational vehicles and the other six (6) were
mobile homes. The owner paid for the abatement saving the County the abatement
costs.
The Building Inspection Department worked with various County and community based
organizations to find new housing for the residents that were displaced by the owner's
eviction. Prior to the eviction notices being sent out by the owner, the BID provided
residents with the resource brochure developed by the Department. This brochure is in
English and Spanish and lists area agencies that can assist in relocating residents and
provide other resources.
4. Use of Technology
The Department utilizes a computer tracking system for code enforcement cases to
ensure that information on each case is up-to-date and accessible to all Code
Enforcement staff. In addition, progress reports are given on active and closed code
enforcement cases to each District Supervisor to keep the District offices informed
about the status of the District's cases.
The Department has also taken advantage of the Internet and expanded its website
(www.co.contra-costa.ca.us/dept/bilb. i.htm). The web site offers:
• Descriptions of the various programs and services available. A quick guide to
permits,
• Understanding the permit process,
• Who permits what,
• Agency phone list,
• Who can obtain a building permit and what do you need,
• Licensing and zoning matrix,
• Construction and development matrix,
• Other important phone numbers, and
• Relevant County Ordinances.
5. The Cost of the Program
The cost of the program was minimal and related mostly to the printing of resource
guides for the Mobile Home Park and the brochure on How To Address Boat Docks.
G. The Results/Success of the Program
Through the diligent efforts of the Code Enforcement Division, the Department has been
successful in eliminating blight and improving neighborhoods as well as helping
preserve the integrity of the Delta as the County's water supply.
Code Enforcement staff was successful in abating thirty-nine residences, twenty-nine
outbuildings, and forty-two docks on Salisbury Island. At no cost to the County,
therefore saving the County the $450,000 that was allocated for the abatement.
In addition, Code Enforcement Division staff was also able to get owners on two other
islands, located adjacent to Salisbury Island, to comply and abate the illegal structures
at no cost to the County.
The BID staff was successful in working with an owner of the Willow Grove Mobile
Home Park and the owner removed the hazardous units at no expense to the County.
As a result of the Delta Code Enforcement Program, the Building Inspection Department
drafted a new ordinance for regulating docks on the Delta to ensure that life/safety
codes are enforced.
7. Worthiness of an Award
This program merits recognition under the following criteria:
Enhances the quality of life for County residents,, By abating unsafe living
conditions and maintaining water quality in the Delta, the residents of Contra Costa
County have a safer environment. By maintaining acceptable living standards in the
County's mobile home parks, property values increase, as does the quality of life for the
residents. By offering a resource guide to residents who are being displaced by
abatement actions, and working with other County and community based organizations,
transitions are easier for the displaced residents.
Savings to the County's General Fund, Through the comprehensive efforts of the
Code Enforcement Division staff, the rate of owner self-abatements have increased,
thereby reducing the need for General Fund money for abatements.
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{PleaEse refer to"S#ep One: Completion of the Transmittal Form"for directions.on properly completing this form).
. grogram.information (See program:Category list included in "Step One"of the instructions).
County and State Contra -Cos to County;. California
Pr+o ram T�#le sf2f ter Care Program
g
Pro ram Category. Children & Youth
9
11 Contact fnformat'lon
Name Linda Canan
Title Division Manager
Department. ftloyment & Human Services
Address 40 Douglas Drive
Address
City/State/Zip Martinez, CA 94553
Telephone (925) 335-7100
Fax '(925) 313-1575
Email lcanan@cws.state.ca.us
Yes! Please add me to NACo's Peer to Peer Network(See Reverse)
111. Signature of Chief Elected official
Name
Title
Signature
Iv.Payment: Please choose one of two payment options listed below
Payment option 1
❑Check Check Number:
❑Money Order Money Order Number:
Credit Card Credit Card Type: ❑Visa ❑Mastercard
Credit Card Number
Expiration Date
Name of Cardholder
Authorized Signature
Member Fee $50 $
Non-Member Fee $100 $
Payment option 2
❑Voucher Voucher Number.
❑Purchase Order Purchase Order Number:
Member Fee $60 $
Non-Member Fee $110 $
De' amine for submission 'of application: Februar' 1.1
20,05
Contra Costa County, California
Independent Living Skills After Care Program
I. Abstract of theProgram
Youth who enter the foster care system come to us as a result of being
physically abused, severely neglected or molested. Those who enter as
children and who remain there until they reach the age of emancipation
face incredible challenges in achieving self-sufficiency and tate
independence. Like many of our children, they are ill prepared to
function independently at the magical age of 18. Unlike many of our
children, they often have no family or caring adults to fall back upon
during the tough times.
I Contra Costa County's Independent Living Skills After Care Program was
designed to support youth following their exit from the foster care
system. Staff for strong, caring relationships with emancipating foster
� youth until they are 21, and often beyond. Services are delivered by
specialists in areas such as employment, education, housing and crisis
� intervention. Further, former foster youth have been hired to work with
I our youth as they have a unique ability to connect with other youth as
they make the transition to adulthood.
� 2. The Problem,/Need for the Program
The transition from adolescence to aself-sufficient adulthood is not easy
� for any of our youth. At age 18, they have not had the opportunity to
� develop job skills that would provide a livable wage. Housing costs/rents
in many areas (and this is particularly true in Contra Costa County) are
� far beyond the reach of anyone working part-time or even full-time at a
minimum wage job.
I Thinking about youth from "typical" middle class families, very few are
able to live independent of their parents and support themselves in their
� own apartments at the age of 18. Most are either using their families'
homes as their primary residence or are in housing through their
� universities or colleges.
� Youth who come into foster care usually arrive there through no fault of
� their own. Generally, they come from families with severe problems.
Often, there is poverty, substance abuse, domestic violence, mental
� health problems or criminal activity in their birth families. If they are
lucky, they are placed with relatives or extended family members and
enjoy a relatively stable childhood and adolescence.
� Page 1 of 7
Contra Costa County, California
Independent Living Skills After Care Program
Most of them, however, will have a different experience. They will move
several times and may "graduate" during adolescence from foster homes
� to group homes. As a result of these moves, many will not have a
primary caring attachment to any adults willing to provide them shelter
� and emotional support when they emancipate. Essentially, they lack the
safety net of youth who have an intact family system to support them.
I Youth emancipating from the foster care system are at higher risk than
the general population of involvement with criminal activity, substance
� abuse, unplanned pregnancy and homelessness. The Independent Living
Skills (ILS) After Care Program was designed to provide comprehensive
services for these youth and to provide a substitute safety net of caring
adults during the transition to adulthood.
� In November, 1999, Congress passed the Foster Care Independence Act
(FCIA) which created the John H. Chafee Foster Care Independence
0 Program. This legislation increased federal allocations to the states and
mandates expanded independent living support services to 18 — 21 year
� old former foster youth. States and counties, however, were given
� latitude to design services specific to the needs of their local
communities. Following the passage of that legislation, Contra Costa
� County began development of the current model of comprehensive
services, augmenting available services in 2004 to include staff positions
� filled by former graduates of the county's own foster care population.
� 3. Rescri. tion of the Program
The objective of the ILS After Care Program is to assist former foster
� youth to live stable, productive lives and to meet their own personal goals
f for education, employment and housing. We strive to provide services
that will prevent the youth becoming homeless or disconnected from
� community services that may be needed to support their emotional,
physical and financial well being. Of the 290 former foster youth eligible
� to receive After Care services this fiscal year, 200 took advantage of the
services.
1
� The ILS After Care Program has five full-time staff members and two
former foster youth staff dedicated to serving youth after they emancipate
� from the foster care system. All staff are contract employees. Staff
members provide individualized outreach and case management,
assisting youth to pursue their education, vocational training,
' employment and housing goals.
1
� Page 2 of 7
1
Contra Costa County, California
Independent Living Skills After Care Program
Staff is available to youth both during regular work hours and non-
traditional hours. Youth are introduced to the After Care staff while still
in the foster care system so they develop a connection and relationship
with these caring adults before they need their services.
Our Outreach Specialist makes strong efforts to connect with every youth
that has emancipated. Outreach staff uses the most current information
� in the county's database and track kids in the program's own database,
Gold Mine. The Outreach Specialist provides guidance to youth and
� coordinates connections with the specialists who work on education,
employment and housing, depending upon the youth's needs and goals.
� A unique feature of our program involves collaboration with the county's
TANF staff to get youth to necessary appointments and activities through
a contract with Laidlaw, a transportation service.
The Educational Specialist assists youth in applying for post-secondary
� education. While in care or in after care, youth are assisted with
financial aid for college and vocational programs. While in the After Care
� Program, the youth's progress in post-high school education is tracked
� throughout his/her eligibility in the program.
� For youth seeking part or full-time jobs, the Employment Specialist
maintains one-on-one contact with youth, assisting in employment
� searches, resume preparation, and preparation for job interviews, for
' example. In addition, the youth is supported when employed to support
job retention. This specialist also serves as the primary contact with Job
� Corps and the California Conservation Corps.
� A particular challenge in the San Francisco Bay Area is affordable
' housing. A full time Housing Specialist maintains a list of housing
opportunities and acts as a liaison between landlords and program
� participants. Again, one-on-one work is the primary model, although
this specialist conducts housing workshops covering lease agreements,
� credit and rental requirements. This specialist also works closely with
the homeless programs in the county.
1
� The fifth full-time staff position is a Case Manager who provides crisis
intervention services and manages eligibility processes. This position is
� the result of a partnership with other community agencies serving this
population who formed the aptly named CARE Collaborative. Housed in
� the agency with ILS After Care staff, the position is funded by the
� Collaborative.
M
� Page 3 of 7
Contra Costa County, California
Independent Living Skills After Care Program
As mentioned above, the significant enhancement to our program that we
would like to highlight in this application is the addition of two
emancipated foster youth hired as staff. They are paid approximately
$15.00/hour. They assist in outreach activities for post-emancipation
youth and can often "reach" their peers in ways that older adult staff
cannot. Specialized training has been provided to these youth and other
graduates of our program to develop a Speakers' Bureau for the ILS
program. Youth are able to publicly speak about their life and their
experiences in a way that promotes a strong, positive image of
emancipating youth, paving the way for community support of the post-
emancipation youth.
Our program has a long history of supporting positive youth development
and we are increasingly hiring our former youth in a variety of capacities
within the department. Youth are involved (and compensated for their
participation) in all significant committees relating to redesigning our
program to intensify our efforts for permanency for our foster care
population. For example, using former foster youth to recruit and assist
in training foster and adoptive families for older youth and sibling groups
� is a major goal for this coming year. We are strongly committed to the
principle that, if a child or youth cannot be successfully reunited with
� his/her birth family, that the youth's prospect for successful transition
to adulthood is greatly enhanced by placement in a family setting in or
� near their original community.
Finally, all activities offered to "in care" youth (those who are 15-18) are
� offered to those eligible for our After Care Program. This sets the stage
for youth in care to expect to stay connected following graduation from
I foster care.
� 4. Use of Technologu
The ILS After Care Program is heavily dependent upon technology in
� several ways. One primary tool is the ILS website, www.cocoilsp.org.
This innovative, interactive website was awarded a NACo Achievement
Award in 2004. Also, an in-house database, called Gold Mine, has been
� developed to track all contacts with youth and identify those currently in
care vs. those who have emancipated from the foster care system.
1
In addition, our state-of-the-art 10,000 square foot office and youth
O drop-in center boasts a computer lab with over 25 computers to assist
� youth in developing their computer skills, do on-line job searches,
complete applications and maintain contact with potential employers or
1 Page 4 of 7
i
� Contra Costa County, California
Independent Living Skills After Care Program
f
educational facilities through e-mail. These services are particularly
useful for the youth in unstable housing situations or with no current
i mailing address.
�
S. The Cost of the Program
� The total annual budget for the ILS After Care Program is $278,296. The
I salary cost is the highest ($216,840) as outlined below. The additional
cost associated with the program is $61,456 which is the cost of
Emancipated Youth Stipends.
� Job Title Base Salary Travel,/Training Total Cost
Allowance
� Post Emancipation $ 58,240 $ 3,500 $61,740
Outreach Spec.
Post Emancipation $442720 $ 3,000 $ 47,720
Education Spec.
I Post Emancipation $ 54,080 $32500 $ 57,580
Employment Spec.
Post Emancipation $ 46,800 $ 3,000 $49,800
Housing Spec.
I Case Manager CARE Collaborative ------------
I GRAND TOTAL $216,840
� Facility costs are in-kind as the program is co-located with the in-care
Independent Living Skills Program. In addition, the ILS Program
� Coordinator and Assistant Coordinator, as well as the co-located social
� workers who carry the in-care youth cases, are on-site and have strong
bonds with the emancipated youth. Their ongoing counseling and
� support of the youth are not charged to the program.
� Page 5 of 7
i
� Contra Costa County, California
Independent Living Skills After Care Program
i
i 6. The Results/Success of the Program
i As mentioned above, of the 290 youth eligible for the program, 200 took
advantage of the services offered. At this point, we measure our success
i in the testimonials of the youth we serve and the number who take
advantage of the services. To truly know the effectiveness, one has to
take into consideration the specific life circumstances of each youth.
i One of the youth offering a testimonial, for example, spent much of her
adolescence in very intense mental health treatment programs. She was
i constantly running away from her placement home and was extremely
self-destructive. The strongest relationship she has formed with a caring
� adult is with aftercare staff. She is able to function independently and
' has maintained stable housing since her exit from the program. She
appears well on the way to aself-sufficient adulthood.
' Attached is a sample of the testimonials our graduates have offered.
0 Each of those offering a testimonial is very connected to the ILS After
' Care Program.
� 7. Worthiness of the Program
� County child welfare agencies have a particular responsibility to the
children for whom we become de facto parents. It is our ethical
� mandate. These youth are frequently discharged from foster care with
' few or no familial resources. Their situations are precarious. The
simple, everyday things that other children call their parents about can
� present major problems for our youth. If they are in college, where do
they go when there are school breaks at the holidays? How do they
� determine where to go to get health insurance?
� Even if our youth are gainfully employed, it is likely not at a wage
� sufficient to maintain housing in the Bay Area market. They need the
agency to step up and provide a substitute safety net during their
� transition to adulthood. We believe the strong and comprehensive
service package we have put together in the ILS After Care Program
meets the critical support needs of our youth. More than the specific
services, however, is the youths' need for caring, supportive adults to be
available 24/7. Our staff go far beyond their job requirements in "being
� there" for all our youth.
� Of particular note is our heavy reliance on the new aspect of our
� program, hiring emancipated former foster youth to, among other duties,
link up in a special way with their peers. The critical first step to youth
A
� Page 6 of 7
w
� Contra Costa County, California
Independent Living Skills After Care Program
i
i accepting assistance is making a strong connection with someone they
feel will not judge them but understands their issues. Often our former
i foster youth provide that understanding. They are able to listen and
remind the struggling youth what other staff member has the particular
i expertise that will assist them.
1 In summary, we believe we have gone far beyond the basic requirements
of the John H. Chafee Foster Care Independence Program. We believe
our array of services, the innovative use of emancipated youth, and the
� staff availability to our youth provide the critical safety net our youth
both need and deserve.
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� Page 7 of 7
:(Please refer to"Step One:Completion of the Transmittal Form"for directions on properly completing this form).
L Prograrh.inft ation (See program category list included in.."Step One"of the instructions).
County and State Contra Costa County, California
Program Title Ready to Work Clothes Closet-
'
Program Category Volunteer
fl. Contact Information
Name Beverly Ware
Title Volunteer Services' Coordinator
Department EEPloyment & Human Services
Address 1275-A Hall Avenue
Address
City/State/Zip Richmond. CA 94804
Telephone (510) 231-8320
Fax (925) 313-157.5
Email bware@ehsd.cccounty.us
❑ Yes! Please add me to NACo's Peer to Peer Network(See Reverse)
III.Signature of Chief Elected Official
Name
Title
Signature
11f. Payment:Please choose one of two payment options listed below
Payment Option 1
Q Check Check Number:
❑Money Order Money Order Number:
❑.Credit Card Credit Card Type: U Visa ❑Mastercard
Credit Card Number
Expiration Date
Name of Cardholder
Authorized Signature
Member Fee $50 $
Non-Member Fee $100 $
Payment Option 2
❑Voucher Voucher Number:
Q Purchase Order Purchase Order Number:
Member Fee $60. $
Non-Member Fee $110 $
for submis' sionapplication:Deadline' February 11 2005
Contra Costa County, California
Ready to Work Clothes Closet
Abstract
The Ready to Work (RTW) Clothes Closet is a project of the Contra Costa
County Department of Employment and Human Services, managed by its
Volunteer Services Department. VESTIA or Volunteers and Emergency Service
Team in Action was incorporated as a 501c3 Non Profit Community Based
Organization. This role permits the application of charitable donations and
contributions to be an important part of the work of RTW.
The mission of the Ready to Work Clothes Closet is to provide gently
used workplace appropriate clothes to men and woman entering the workforce
so that they can feel confident approaching a new job that their appearance is
suitable and so that they do not have to spend their initial earnings on
clothing. RTW provides opportunities for clients to "shop" the Clothes Closet in
the company of professionals who suggest and guide clothing choices. RTW
provides workshops on grooming and hygiene, workplace appropriate
demeanor, protocols and behaviors. RTW also provides makeovers, and
vouchers for persons with extreme or unique situations, such as those who
obtain employment in occupations that require a uniform.
Need for the Program
The Clothes Closet was initiated during the early years of the
implementation of TANF, at a time when counties were launching aggressive
Welfare to Work programs. In its infancy, the Closet offered some used clothes
for indigent people who were entering the workplace but had little appropriate
clothing.
Because the Clothes Closet was completely dependent upon volunteers
who donated gently used clothing and who worked to try to make items
available to the client group, the Department awarded an initial contract on
April 1, 2001, to provide seed money to assimilate Ready to Work into the
fabric of the Welfare to Work delivery system. This included the inclusion of
men, the expansion of the Closet into all regions of Contra Costa County, the
hiring of staff, the organization and formalization of an Advisory Board
representative of the entire county, the development of workshops, and the
provision of guest motivational speakers and others who could assist with the
delivery of the message of job readiness.
In terms of the Department's legal responsibility, the Ready to Work is
supervised by a Department Manager, who interfaces with the volunteer
community Advisory Committee and with the staff. This involves reporting the
data about the Clothes Closet, including the number of clients who receive
clothing, the number of workshops ("Attitude, Etiquette and Image") the
number of clients in attendance, outreach to special populations such as youth
Page 1
Contra Costa County, California
Ready to Work Clothes Closet
and young adults, the number of jobs reported through Ready to Work, the
number of new Closets implemented as well as their location and the number
of donors per year. It also includes fiscal management of the contract and
funds contributed to VESTIA for the purpose of supporting Ready to Work.
Description of the Program
Ready to Work became a formal program of the Department with the
contract that funded it on April 1, 2001 through June 30, 2002. The objective
was to expand an informal service into a component to assist caseworkers
throughout the County with the challenge of preparing clients to enter the
workforce. The goals were to increase the number of Closets to cover West,
Central and East Contra Costa County, to increase the number of clients
county-wide who had access to RTW, and to include a separate and distinct
service for men, complete with its own Male Advisory Group, called Men of
Distinction.
Ready to Work was charged with linking with other organizations so that
the Closets would garner additional donations, and serve a widespread, multi-
cultural population, including clients of the Department's subcontractors such
as the Service Integration Team, the Opportunity Teen Resource Center, Optic,
Rubicon Programs, and other programs. Links were also developed with the
City of Richmond Employment Training program, the California Automobile
Association, LINKS (an African American Women's service club) and various
churches, synagogues and mosques. Other responsibilities included training
staff from other offices, and volunteers from other regions within the County.
The Advisory Committee was expanded to include representation from other
areas.
The program disseminated information, including general marketing
brochures and media packets. RTW staff developed user-friendly forms that
permitted caseworkers to refer clients and have them served within hours of
the referral. Those going on job interviews are helped immediately, and can
return to the Closet for additional clothes if a job is secured. Those who have
several days before starting to work can "shop the Closet" and acquire 3-5
work-ready outfits, and return if time allows and clothing is available.
Forms are returned to the caseworker so that participation in RTW is
documented in the file. Clients who attend workshops participate in role
playing, and engage with motivational speakers so that self esteem and
confidence are enhanced. All outcomes are reported to the caseworker so that
those who receive RTW services can be identified for follow-up.
Page 2
Contra Costa County, California
Ready to Work Clothes Closet
Volunteers and donors are contacted regularly to obtain donated clothes.
These donations are recognized with a letter of acknowledgement that provides
evidence for receiving a tax deduction for the value of the goods. Volunteers are
provided with updates about client successes, program needs, and other
volunteer opportunities within the RTW system.
The initial goal of the program was to enhance the employability of TANF
clients by augmenting the resources available through the Department.
Secondly, Ready to Work engages the public in support of the Welfare to Work
concept, and provides an opportunity to support the goals of full employment
for everyone wanting to work. Thirdly the program provides workplace
appropriate apparel for clients coupled with social skills necessary to
assimilate in the workplace and be successful in long-term employment. In
addition, clients are given basic budgeting and money management tips,
inasmuch as the Ready to Work Clothes Closet allows them to utilize their first
paycheck for financial obligations other than work clothes. Ready to Work
provides a model for the interface between paid professionals who work daily
with clients and volunteers who want to support the employment goals of
individuals.
County staff provides the leadership and support to the volunteers,
donors and contributors. They engage business groups such as the Chamber of
Commerce, Board of Realtors, and service clubs such as Rotary in learning
about and contributing to the Welfare to Work initiative. They perform public
speaking and market the program to ensure its visibility in the community.
They provide the linkages among the Closets, distribute and re-distribute the
clothing and accessories, sponsor sales of clothing that is donated but not
appropriate for the workplace, such as formal wear and evening gowns, and
generate other revenue for Ready to Work through grants and local corporate
donations.
Periodically, Ready to Work hosts "donor days," when residents are
encouraged to clear their closets of clothes and donate them to Ready to Work.
While Ready to Work receives clothes any weekday, there is a constant process
of sorting and discarding those items not suitable for the workplace.
Conversely, there is a constant need for large-size women's apparel, men's
clothing, underclothing and items that are not normally available through
charitable contributions. In those instances, funds must be available to provide
an alternative purchasing capability.
Thus, donor days are organized to solicit a large amount of clothing to
increase what is stocked in the Closets, and to garner clothes that may be
appropriate to sell. This activity generates a small amount of disposable income
to allow purchasing of specialty items for RTW clients with special needs.
Page 3
Contra Costa County, California
Ready to Work Clothes Closet
The cycle of Ready to Work is self-fulfilling: clients needing clothes are
referred to shop for clothes in order to be "dressed" for job interviews, return to
the Closet for clothing for the first week on the job, attend workshops to obtain
peer support, employment information, and motivation, spread the word on the
grapevine about this user-friendly service, and sometimes return as donors or
volunteers, once they have been on the job. Donors learn of the success of the
clients through volunteer recognition luncheons, testimonials, media events,
and other activities, spread the word about the efficiency and simplicity of the
Ready to Work Clothes Closet, and often recruit others to the program.
Volunteers develop a network of support to tackle the many tasks associated
with the Closets and to respond to the volume of clothing donated in any week.
Use of Technology
Ready to Work is a labor intensive program, rather than one that is
technology-driven. Still, the staff makes use of typical business applications
such as Internet and email, and use a comprehensive database system to
manage the donors, and volunteers. Caseworkers use an independent system
for client data, which is maintained with confidentiality.
Most marketing is achieved through print materials, although the
Department's newsletter, which has featured stories and articles about RTW is
on-line at www.ehsd.org.
Cost of the Program
The initial contract was for $85,000 which covered the establishment of
four Closets, equipment and display cases, marketing brochures, development
of letterhead, forms, operational protocols, and purchasing of a range of items
necessary for job-seekers with special needs. In addition, three contracted
positions were established which are responsible for developing the outreach
and marketing plan, creating operational RTW Clothes Closets throughout the
County, and transporting goods from the West County ori site of in to locations
g
throughout the County in a department van allocated to VESTIA.
The County Department of Employment and Human Services
contributed space at each location, and trained staff to interface with the RTW
volunteers and others so that the resources of the RTW system could be
utilized in other offices. Capitol costs are minimal and limited to display cases
and forms upon which clothing could be hung, displayed and maintained.
Storage space must either be allocated or a storage space leased in order to
have sufficient storage for the volume of donations, and the receipt of items
that are out of season or appropriate only for direct re-sale.
Page 4
Contra Costa County, California
Ready to Work Clothes Closet
Currently, Ready to Work has one paid staff position which now
coordinates all facets of the system county-wide. Closets are operational by
means of volunteers who coordinate with office managers for referrals, dressing
appointments, documentation, and acknowledgement. The Advisory
Committee meets monthly to review program progress county-wide, and to
identify challenges and opportunities for improved performance. The staff
person is supervised by the Volunteer Services Coordinator, a professional
manager in the West County office.
The Employment 8s Human Services Department covers the expense of
space, utilities, telephone and communications, van transportation of goods
and personnel throughout the county. All other expenses, including storage,
marketing materials and miscellaneous, are covered through VESTIA,
charitable fund-raising, clothing sales, grant writing or other non-departmental
means.
The Successes and Results of the Program
1. Increased the number of clients who successfully obtained employment
by providing gently used clothing to augment the "tools" for job search
and employment
• RTW clients self-reported that they had greater confidence in
interviews and were more relaxed during their first days on the job
having received counsel and advice from RTW. Caseworkers
reported greater successes with clients who were dressed by the
RTW Clothes Closet. The RTW system has dressed more than
1,560 clients in the four years of its existence, and has helped
more than 400 women, 100 men and 120 young people in
obtaining employment.
2. Increased the number of Closets and expanded the geographic reach of
the program throughout Contra Costa County so that TANF clients could
access the Ready to Work system of Closets and workshops.
■ RTW created Closets in 5 areas including Brentwood, North
Richmond, Bay Point, Delta Fair and Hercules, in addition to the
main location in downtown Richmond. This has expanded the
reach of the RTW system.
3. Increased the linkages with other business and professional
organizations, employers and others for the purpose of expanding
publicity and outreach and increase job leads and employment
opportunities into the communities of Contra Costa.
Page 5
Contra Costa County, California
Ready to Work Clothes Closet
4. Developed a replicable and accountable system to permit other regions to
offer services, using a system of volunteers, donors and workers,
coordinated through aCounty-wide Advisory Committee and a group of
dedicated professional staff and volunteers.
5. Recruited volunteers and donors from every walk of life and region in
Contra Costa County to perform the myriad of tasks associated with the
delivery of the Ready to Work Clothes Closet and array of workshops and
activities. More than 22 people have served on the Advisory Committee.
More than 170 volunteers have worked in the Closets; more than 800
donors have participated by providing clothing as a charitable
contribution, valued at more than $2 million.
Worthiness of Award
The Ready to Work Clothes Closet should be awarded a 2005
Achievement Award because of the simplicity of the program. The system is
most appealing in that everyone, in every role, benefits from the program, from
the clients receiving quality clothing at no expense, to the donors who receive a
tax deduction, to the volunteers who engage in a worthwhile re-cycling activity
that actually re-energizes men and women who need a helping hand. That
there is a financial benefit to everyone involved is part of its appeal and is a
factor in why there is consistency, loyalty and commitment on the part of those
who interface with RTW.
Other reasons for its recognition include the tenure of its volunteers and
Advisory Committee; most have stayed with the program for more than four
years. In addition, RTW saves money for the clients, the Department and the
donors, who receive a tax write-off. The Department previously awarded a
small number of vouchers, usually in the amount of $150, to applicants for
jobs. This amount exceeded the funds available once the Department
introduced the new Welfare to Work initiative under TANF. Another means for
clothing and preparing clients for the workplace was necessary if the transition
from Welfare to Work was to be successful for the long-term welfare recipient.
Ready to Work became that alternative as a cost effective means of re-cycling
perfectly usable clothing to those in need.
Ready to Work has earned the support and recognition of the
community. It has been honored by the Soroptimist Clubs of Richmond, the
San Pablo Foundation and others for its work with women returning to the
workplace. It has created positive publicity for the Department, and put a face
on the welfare recipient that is well received by the business community. Good
news stories abound as people "feel good" about donating and receiving
clothing of high quality.
Page 6
Contra Costa County, California
Ready to Work Clothes Closet
Finally, Ready to Work is deserving of this recognition because of the
hours of uncompensated time provided by the many volunteers. Many are
retired professionals who empathize with those entering the workforce, and can
provide support and anecdotal information that is valuable as they "dress
clients," attend workshops and speak motivationally about the importance of
work in relation to family values. The volunteers assume tiresome tasks, work
regularly with clients and staff to ensure that the service delivery system is
working and perform the "heavy lifting" of the RTW system. More than 149,760
hours of volunteer time have been contributed since 2001.
Page 7
F
(Please refer to"Step One: Completion of the Transmittal Form"for directions on properly completing this form).
1. Program Information (See program category list included in 'Step One"of the instructions).
County and State Centra Costa County California
Program Title Contra Costa county Watershed Calendar'
Program Category Civic Educationand Public Information
11. Contact Information
Name Mitch Avalon
Title Deputy Public Works Director
Department Public Works
Address 255 Glacier Dr.
Address
Cit 1State/zi Martinez, CA 94553
Y p
Telephone (92 5) 313-2203
Fax (925) . 313-2333
Email
Q Yes! Please add me to NACo's Peer to Peer Network(See Reverse)
111. signature of Chief Elected official
Name Gayle B U i I kema
Title Chair C'ounty Board Of Supervisors:
Signature
IV, Payment: Please choose one of two payment options listed_below
Payment Option 1
❑Check Check Number:
❑Money Order Money Order Number:
❑Credit Card Credit Card Type:
❑Visa n Mastercard
Credit Card Number
Expiration Date
Name of Cardholder
Authorized Signature
Member Fee $50 $
Non-Member Fee $104 $
Payment Option 2
Voucher Voucher Number.
❑Purchase Order Purchase order Number:
Member Fee $00 $
Non-Member Fee $110 Deadline dor submission of applicatio'm Februa0
2005 Watershed Calendar
Contra Costa County, California
1. Abstract of the Program
The 2005 Watershed Calendar was developed to increase Contra Costa
County residents' awareness of watershed issues, and to educate and
encourage them to make better decisions regarding daily activities that
generate non-point source pollution. We hoped to inspire action to protect
and restore the watersheds of the county, with beautiful photographs of them.
The calendar provides a map so that residents may identify and relate to the
watershed in which they live, dates of watershed related activities, and
valuable community resource information that can be referred to all year.
2. The Problem/Need for the Program
Our National Pollutant Discharge Elimination System (NPDES) permit,
mandated by the Federal Clean Water Act and issued to us by the San
Francisco Bay Regional Water Quality Control Board, requires us to outreach
to our communities and citizens on watershed and pollution issues.
3. Description of the Program
Thepurpose of the 2005 Watershed Calendar was to have one
comprehensive program that meets many of the public outreach
requirements of our NPDES permit in an efficient and cost effective manner.
We believed that mailing a beautiful and useful tool to every resident in
unincorporated Contra Costa County would serve to educated them in their
homes and inspire them to take action to protect and preserve their
watersheds. The written material provided each month would also give
residents simple ways to correct behaviors that pollute our waterways. In
order to accomplish this, the Watershed Program staff got local
environmental groups, other agencies and photographers involved in
gathering dates of community activities and high quality photographs of the
watersheds of Contra Costa County. The only compensation they received
was the exposure of their activities and photos in the calendar. Putting this
part together was a community effort. A graphic designer was hired to
coordinate and design the material, and Watershed Program staffed worked
closely with them in choosing the photographs, written material and layout of
the calendar. The entire project took about six months to coordinate. The
target date for mailing was before the Christmas rush and that was met.
4. Use of Technology
Much of the information gathering and outreach to community groups was
done through e-mail, but other than that, no new technology was used for this
project.
5. The Cost of the Program
Printing.- $35,025.37 ($ .71 per calendar or 49,000 calendars)
Postage: $12,703.33 (46,339 calendars mailed at $0.27 each)
Mail House:$ 2,126.24
Design, etc: 27,990.00 (Design, research, & photographic coordination: 311 hours
@ $90/hour)
1
2005 Watershed Calendar
Contra Costa County, California
Total Cost: $77,844.94
Original Budget: $115,960
Under Budget: $38,115.06
6. Result/Success of the Program
More than 46,000 Contra Costa County residents received calendars in their
homes by mail, and close to 3,000 more were distributed by request to
others. The Public Works Department received two letters of praise
(attached) and many phone calls from appreciative citizens. Numerous
people requested more copies and many came into our office specifically to
get a calendar. Some of the cities of Contra Costa County have asked to
partner with us in subsequent years, because our calendar has now become
known to be an attractive and success tool for reaching the community.
7. lWorthiness of the Award
This program has provided a unique opportunity for community involvement
in a successful and worthy project. It has been a win-win situation for those
who contributed to the creation of the calendar because their programs and
photographs have gotten County-wide exposure. Their willingness to
volunteer their work has allowed to County to meet many of its NPDES permit
public outreach requirement within a limited budget. Due to budget
constraints, the County needed to reduce some of its costs. The public
education program was one that was severely cut. The 2005 Watershed
Calendar was produced under budget and seems to have created a positive
buzz in the community it was meant to serve.
2
At the end of the training sessions, the Department conducted a post training
assessment exercise to measure the effectiveness of the training and the Department's
staff did very well on the assessment. These results proved that the training was
worthwhile.
By having a fully trained staff, the Department is better able to provide a better service
to the disabled community in Contra Costa County.
7. Worthiness of an Award
This program merits recognition under the following criteria:
Enhances productivity for staff in the area of Disabled Access. The training
program was successful in being a worthwhile time investment by advancing the
participants' awareness of access compliance in order to ensure that accessibility
requirements throughout the county are more fully enacted.
By having a fully trained staff, the Department is better able to provide a better service
to the disabled community in Contra Costa County.
Enhancing relationships with the disabled community in Contra Costa County.
The Department's proactive actions to expand expertise in the area of Disabled Access
Compliance have been met with very favorable response from the disabled community
in Contra Costa County. The BID welcomes input from members of the disabled
community.
4