HomeMy WebLinkAboutMINUTES - 03082005 - C56 Contra
TO: BOARD OF SUPERVISORS
- �
Costa
FROM: John Cullen, Director
•o
= -�ti~k
Employment and Human Services Department s;,�- _�av_;�.i y
x Count
DATE: February 10,2005
SUBJECT: APPROVE the CalWORKs Plan and AUlbatlWORKs
e Employment&Human Services
Department Director, or designee,to SUBMIT Plan for Fiscal Year 2004-2005 to
the State of California,Department of Social Services and AUTHORIZE the Chair,Board of
Supervisors,to sign the CalWORKs Plan. (#29-194-0)
SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION
RECOMMENDED ACTION:
APPROVE the Ca1WORKs Plan and AUTHORIZE the Employment&Human Services Department Director, or
designee,to SUBMIT the CalWORKs Plan for Fiscal Year 2004-2005 to the State of California,Department of
Social Services and AUTHORIZE the Chair,Board of Supervisors,to sign the CalWORKs Plan. (#29-194-0)
FINANCIAL, IMPACT:
No County cost.
CHILDREN'S IMPACT STATEMENT:
The CalWORKs Plan supports all five community outcomes established in the Children's Report Card:
1) "Children Ready for and Succeeding in School", 2) "Children and Youth Healthy and Preparing for
Productive Adulthood", 3) "Families that are Economically Self-Sufficient", 4) "Families that are Safe, Stable
and Nurturing" and, 5) "Communities that are Safe and Provide a High Quality of Life for Children and
Families"by supporting the provision of a spectrum of CalWORKs services to address a key client obstacles to
self-sufficiency.
BACKGROUND:
The CalWORKs Plan is required by state legislation enacted in August of 1997 and speaks to all elements
mandated by that legislation. The Contra Costa CalWORKs Plan represents an outline of the ongoing efforts of
many local groups, organizations, departments and agencies to address welfare reform as part of the
construction of a system of workforce and economic development,job creations and supportive services to
benefit all Contra Costa job seekers and their families. The CalWORKs Plan documents activities that have
formed the basis for building the new service system; current efforts to implement initiatives; and future plans
seen as essential to focus bringing together resources and expertise of many agencies, groups, and organizations
for the purpose of expanding the capacity to serve job-seekers,workers, employees, and ultimately all citizens
of Contra Costa County and the Bay Area region.
The Plan serves as a progress report of all activity that has brought the County to the threshold of substantive
change in public service programs and is an ongoing planning document for the evolution of service design and
implementation. ")
CONTINUED ON ATTACHMENT:_X YES SIGNATURE:
RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
APPROVE OTHER
SIGNATURE(S):
ACTION OF BOARD ON r. APPROVED AS RECOMMENDED OTHER
VOTE OF SUPERVISORS
I HEREBY CERTIFY THAT THIS IS A TRUE
UNANIMOUS(ABSENT 1 AND CORRECT COPY OF AN ACTION TAKEN
AYES: NOES: AND ENTERED ON THE MINUTES OF THE BOARD
ABSENT: ABSTAIN: OF SUPERVISORS ON THE DATE SHOWN.
ATTESTED
0
JOHN SWEETEN,CLERK OF THE B ARD OF
S PERVISORS AND COUNTY ADM NISTRATOR
Contact: SND '' 459
cc: EHSD CONTRACTS UNIT EB BY
,DEPUTY
COUNTY ADMINISTRATOR
AUDITOR-CONTROLLER
CONTRACTOR
TABLE OF CONTENTS
Section Plan
Element Page
ExecutiveSummary....................................................................................................... 1
Introduction: Ca1WORKs Goals and Objectives............................................................3
I. (a) Collaboration with Other Public and Private Agencies for Training
andSupportive Services.................................................................................................8
II. (b) Partnerships with the Private Sector to Identify Jobs................................................... 12
III. (c) Local Labor Market Needs........................................................................................... 15
N. (d) Welfare-to-Work Activities.......................................................................................... 18
V. (e) Substance Abuse and Mental Health Treatment Services............................................22
VI. (f) Mental Health Services Available after Time Limits...................................................24
VII. (g) Child Care and Transportation Services.......................................................................25
VIII. (h) Community Service Plan.............................................................................................31
IX. (i) Working with Victims of Domestic Violence..............................................................37
X. (j) Performance Outcomes to Meet Locally Established Objectives.................................39
XI. (k) Public Input to the County Plan...................................................................................41
XII. (1) Source and Expenditures of Funds ..............................................................................45
XIII. (m) Assisting Families Transitioning Off Aid....................................................................47
XIV. (n) Job Creation.................................................................................................................48
XV. (o) Other Elements............................................................................................................49
XVI. (p) Compliance with Requirements of Ca1WORKs...........................................................50
XVII. (c) Interaction with American Indian Tribes.....................................................................51
XVIII. Certification.................................................................................................................52
-SIX. List of Abbreviations/Acronyms..................................................................................53
List of Attachments....................................................................................................
XX ..54
The SSD has developed a new service delivery model which includes all the elements of the Welfare-to-Work
Services program required by state law: orientation,appraisal,job readiness services,assessment,welfare-to-work
plans, work activities (including mental health, substance abuse and domestic violence services), community
service and supportive services such as child care and transportation. Other elements of the CalWORKs program
which are required by state law and which will be offered by the county include lump-sum diversion payments and
employment retention services.
Other agencies and departments have been, or will be, allocated federal and/or state funding for employment-
related programs and supportive services for CalWORKs participants. Such departments/agencies include:
• Contra Costa County and City of Richmond Private Industry Councils;
• Los Medanos,Contra Costa and Diablo Valley Community Colleges;
• Adult Education and Regional Occupational Center/Programs;
• East,West and Central County offices of the State Employment Development Department;
• Local child care Alternative Payment Program Providers.
In addition, there are other organizations and agencies serving low-income families with programs for which
CalWORKs participants may qualify. These programs include vocational rehabilitation programs, housing
authority programs and other programs offered by public, non-profit and private organizations. The County
CalWORKs plan outlines ways in which these programs and services will be aligned with the SSD service delivery
model to ensure CalWORKs participants can access all the appropriate employment programs and supportive
services offered in the county.
The County CalWORKs Plan serves as a"progress report"of all the activity that has brought the county to the
threshold of substantive change in public service programs,but is by no means a final product for implementation
and beyond. Many of the planning activities for CalWORKs system development will continue in the coming
months as initial program implementation occurs. Moreover,it is expected that laws and requirements will evolve
continuously over the next few years as more experience and information about the new programs and services
become known. Community involvements and cross-agency collaborations which are in the early stages are
expected to develop and grow over time. Change of this magnitude requires continued commitment and creativity,
responsiveness and flexibility on the part of all system partners.
2
INTRODUCTION: CaIWORKs GOALS AND OBJECTIVES
In 1994, federal legislation fundamentally altered the welfare system with the assa a of legislation which
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eliminated the AFDC and GAIN programs in favor of block grants to states to design and implement their own
public assistance programs. This legislation also required that states meet certain measures of work participation
for participants receiving block grant funding and implemented lifetime limits of 5 years on aid for most adults.
This federal legislation was conceived in part as a deficit reduction measure which was expected to reduce federal
spending for many social programs by an estimated $50-60 billion over the seven-year life of the law. In 1997,
some of the SSI program cuts were restored,reducing some of the impact of this loss of federal funding,but the
overall loss of funding remains significant.
In 1997,the California legislature passed,and the Governor signed,legislation creating the Ca1WORKs program to
replace AFDC and GAIN. Ca1WORKs legislation implements the federal welfare reform requirements and
legislates many of the state options allowed by federal law. It now falls to counties to operationalize and
implement new programs and services to serve low-income families. These new programs and services are
focused on employment as the primary service to most families. Each county is required to design,within state
and federal parameters,programs and services to assist low-income job-seekers to become, and stay, employed.
Ca1WORKs legislation crosses traditional local and state agency organizational lines and moves counties toward
collaborative efforts and initiatives involving many county departments and organizations,direct participation by
state and federal agencies and involvement of community groups, consumers of services, faith-and community-
based organizations and the private sector, including the employer community, in program design and
implementation.
Contra Costa County staff began planning for welfare reform prior to the passage of federal or state legislation. It
became clear in the early planning stages that no single agency or department could achieve the goals of increased
employment and decreased dependency on public aid. Moreover, it became apparent that a broad vision and
comprehensive,systemic change was necessary to address local concerns for potential adverse impacts for families
and children, the child welfare system and decreased funding under block grants.
Contra Costa County's evolution toward a comprehensive,integrated,seamless system of public service delivery in
the areas of welfare-to-work,workforce development,economic development,job creation and supportive services
(including infrastructure)thus predates state and federal welfare reform legislation. Welfare reform is viewed at
the local level as both a cause and an effect,a catalyst for surfacing and integrating activities in different sectors of
the county's workforce preparation efforts.
3Personal Responsibility and Work Opportunity Reconciliation Act of 1996 Public Law 104-193.
3
CaIWORKs Program Goals and ObJectives
The CalWORKs program, as part of the county's overall workforce development efforts,has adopted goals and
objectives which are designed to link back to the overall Social Service Department Mission:
Social Service Department Mission
In partnership with the community,provide services which support and protect families,individuals and children in need,
and promote personal responsibility, independence and self-sufficiency.
In 1996 the Social Service Department, through an extensive and participatory internal planning process,
developed a plan to redesign the IM and GAI44 services to become an employment-focused service delivery
system. The goals and values of the Social Service WGAIN Redesign Plan,"Focusing on Employment,"which
is in Phase II of implementation, have been adopted as modified below as the county's CalWORKs goals and
values:
CalWORKs Goals
In partnership with other departments, agencies and the community, to contribute to the reduction of poverty and the
promotion of well-being in Contra Costa County by:
• moving families from welfare to work;
• increasing earned incomes;
• providing supportive services (such as child care, cash aid, access to nutritional and health assistance) and
increasing access to other services and resources to those in need as they work toward economic self-sufficiency;
• increasing service efficiency and job-seeker, employer and staff satisfaction.
CalWORKs Values
• All individuals possess strengths, skills and abilities that provide the foundation for self-sufficiency. The most
effective services are those tailored to the individual needs of a diverse participant population.
• Employment is the critical means of increasing self-esteem,health,economic independence and self-sufficiency.
• Education and training, in tandem with employment and related activities, are important components of self-
sufficiency efforts.
• Mutual obligations and clear expectations between participants and the agency are the best means to promote self-
reliance.
• Commitment to working to streamline program rules and regulations is essential to improve the efficiency and
effectiveness of service delivery.
• The efficacy of our efforts is contingent upon our capacity to work in partnership with each other,other divisions,
other departments, other agencies and with the community.
• Children are our county's most valuable resource. By supporting families in their self-sufficiency efforts,we help
to build the next generation of healthy and economically independent adults.
In addition to the county's CalWORKs goals and values, a number of specific implementation objectives for
calendar year 1998 have been formulated, based on state and federal mandates for employment services and
participation in work activities as well as on local input and planning for workforce development. These
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objectives are:
"Income Maintenance"is the former name of the Division that administered the Aid to Families with Dependent
Children program. AFDC was eln*=* ated by federal law in 1996. "Greater Avenues for Independence," the state's
employment services component for AFDC,was also eliminated. CalWORKs,which includes Welfare-to-Work
Services, was established in state law effective 1/l/98 to replace these programs in California.
4
1998 Cal WORKs Implementation Objectives
L Develop and implement employment-focused,integrated welfare-to-work services program in the Social Service
Department and link with existing orplanned welfare-to-work activities in the county,including but not limited to:
One-Stop Career Centers;EDD Job Services; Community Colleges education and training services;Housing
Authority and other community workprograms;Private Industry Council welfare-to-work services for Cal WORKs
participants; Adult Education and ROCIP program services; other community-based employment services
programs;services to non-custodial parents;employment retention services;life-long learning opportunities.
ii. Enroll all mandatory Cal WORKS participants in welfare-to-work services by 1/1/99.
iii. Achieve at least 2,500 employment placements, with at least 30% of those representing families leaving the
Cal WORKs cash aid rolls due to employment.
iv. Expand existing activities to develop supportive services that assist families in their economic self-sufficiency
efforts. Specifically, work to increase access to, capacity and quality of child care and transportation services.
V. Work to achieve the requirements of the federal Personal Responsibility and Work Opportunity Reconciliation Act
of 1996.
VL Implement a diversion program that allows families to access community resources and,as appropriate,access
lump-sum payments to avoid dependence on public social services.
vii. Implement an employment retention function that allows families to sustain and build their economic
independence.
viii. Train staff in employment-focused service delivery and continue and expand efforts to reduce redundant,
duplicative and overly complex paperwork,rules and practices in favor of streamlined,cost-effective and outcome-
based services.
ix. Build in activities that reduce dependency on,or avoid the potential for negative impact on,child welfare services.
X. Adopt the IMIGAIN Redesign Outcomes(as modified in the County Plan process) as the basis for Cal WORKs
outcomess Establish other outcomes as appropriate that measureprogress in achieving goals J oals and objectives as
stated for the Cal WORKs program or identi ied locally. Establish specific targets, based on these measures, in
each area of the county for achieving stated outcomes. Participate in the development of methods and
mechanisms, systemwide,for collecting data, measuring outcomes and analyzing progress.
xi. Participate in activities that create jobs and promote economic development in the county.
xii. Commit to long-term, comprehensive, integrated, county-wide efforts that assist families in becoming and
remaining economically in depen den t.
xiii. Use and expand existing groups, internal and county-wide, wherever possible to develop and expand linkages,
partnerships and integrated services.
xiv. Participate in the development of a legislative platform that reflects the priorities of the county with regard to
welfare-to-work, integrated services and family strength activities.
5See Section X(j)for a listing of these outcomes and measures
S
The major program elements that support the achievement of these goals and objectives include:
• A redesigned service delivery mode16 for CalWORKs welfare-to-work services participants. This model
emphasizes employment and job readiness, with cash aid delivered as one of many possible supportive
services. Other supportive services include child care,transportation, ancillary payments,mental health,
substance abuse and domestic violence services,links to community resources,employment retention and
other services. Participants will be better able to access, as appropriate, services offered in other systems
such as One-Stop Career Centers, Community Colleges, Adult Education and ROC/P, JTPA and other
services that, together with employment, will further their self-sufficiency goals.
• Continued participation in county-wide efforts to build a comprehensive system of workforce preparation,
economic and workforce development and job creation in the county and the region. Some ofthese efforts
include participation on or linkages with: the Workforce Development Advisory Panel; Private Industry
Council Boards and work groups;Children's Policy Forum(including the Transportation Subcommittee);
local Chambers of Commerce;East Bay Works;Food and Nutrition Policy Consortium;East Bay Refugee
Forum; Local Planning Council for Child Care and Development; faith- and community-based
organizations which offer services or input on welfare reform issues; and many others.
• Continued support of the county's Service Integration program. This program was authorized in 1994 as a
demonstration pursuant to state legislation (AB 1741). Sites in Bay Point and North Richmond were
established to test alternative approaches to moving families out of poverty. The Service Integration
program targets communities with the highest concentrations of low-income, high-risk families with
multiple service needs by offering services through neighborhood-based Family Service Centers staffed b
the Social Service(Eligibility and GAIN),Juvenile Probation and Health Services Departments. Services
are focused on the whole family and are based on family strengths. Service Integration both complements
and enhances the county's welfare reform efforts in the following ways:
o Service Integration has pioneered and continues the development ofnew service delivery processes
and models as well as alternative organizational structures for serving Contra Costa families.
Examples include: development of self-sufficiency workshops; emphasis on employment in all
staff/participant contacts; collaboration across programs, departments and community-based
organizations; training staff in team-building and organizational culture change; emphasis on
outcomes over process and tracking of key outcome measures; strengths-based assessments and
interventions; introduction of case management across functions;community involvement;fuller
involvement of program participants in developing and carrying out services; p rocurement of a
state and federal waiver to increase efficiency and effectiveness of services;
6See Section IV(d)for a more detailed outline of the service delivery model
7A regional workforce development alliance among the two Social Service Departments and four Private Industry
Councils in Contra Costa and Alameda Counties,local Employment Development Department offices and other
partners.
6
o Service Integration targets those families served by multiple county programs to fill a specific set of
needs not common to the majority of CalWORKs participants, including cash aid, employment
services, child welfare,mental health,probation,public health and school-based programs; and
o Service Integration develops and carries out projects that offer valuable lessons in achieving the
broader set of goals in the overall county welfare reform model. For example, the recent
expansion of bus service in North Richmond 8 was the product of a Service Integration and
Partners in Health collaboration with AC Transit to improve community infrastructure. This
project is one of many that assists S SD and other agency staff in planning and carrying out similar
improvements county-wide.
• Active participation in County Welfare Directors Association and County Supervisors Association
projects that shape the evolution of public social service delivery at the regional and state level,including
legislative advocacy efforts.
%.1e
•
Expansion of the current efforts to collect and analyze data for the purpose of measuring progress toward
established goals and making course corrections as necessary as the countywide system takes shape.
Work will also continue to build existing capacity to share appropriate information across service
provider systems and to put in place automated systems that meet the requirements of the welfare reform
environment.
• Participation in other activities,as the CalWORKs program is implemented,which further the goals and
objectives of the program and the local goals of helping to reduce poverty in the county, increasing the
incomes of county residents, creating jobs and better serving the employer community, and helping
strengthen families by providing services that lead toward economic self-sufficiency.
8 See Section VII,(g)"Child Care and Transportation Services" for more information.
7
Section I
(a) COLLABORATION WITH PUBLIC AND PRIVATE AGENCIES TO PROVIDE TRAINING
AND SUPPORTIVE SERVICES9
The current collaborative efforts among Social Service Department and other agencies to provide training and
supportive services will continue,and are expected to expand,as the CalWORKs program is implemented. The
SSD CalWORKs service delivery model10 includes the Welfare-to-Work Services elements of orientation,
appraisal,job search/j ob readiness,assessment,welfare-to-work plans,work activities,supportive services and
community service as required by state law. Training and employment-related activities include job readiness
services("j ob club"/j ob search programs),j ob development and participant j ob-networking,ESL,ABE and GED
courses, short-term vocational educational training and community college programs. Supportive services
include payments for child care, transportation and ancillary costs, employment retention services and
employment-related mental health, substance abuse and domestic violence services.
Training and employment-related activities and supportive services will be provided by Social Service
Department staff as well as many other agencies and organizations. Major components of these services include:
Training and Employment-Related Activities
• The Social Service Department offers job readiness services, including "job club" employment
preparation classes (interviewing and resume development), job search assistance, job development
(through contract with Private Industry Councils),assessment and ongoing case management throughout
participation in work activities. These services will be expanded under CaIWORKs,both in scope and to
include employment retention services.
• The county's three Community Colleges(Contra Costa College,Diablo Valley College and Los Medanos
College), which already serve public assistance participants, have been allocated expanded funding to
provide training, education and supportive services for CalWORKs participants. Each college has
submitted a application for this CalWORKs funding to the state Office of Community Colleges. These
applications have been reviewed and approved by the county Social Service Department Director. More
extensive plans, including proposed curriculum,were drafted in mid-November'1.
• The county's Adult Education and Regional Occupational Centers/Program have also been allocated
additional funding for the purpose of expanding services for CalWORKs participants,and are working on
plans for provision of services as partners in the formulation of the county's Instructional and Job
Training Plan. These services p
will be incorporated into the overall service deliveryoptions for
CalWORKs WTW Services participants. Current programs available through the AdEd & ROC/Ps
9State DSS outline suggests: "BRIEFLY DESCRIBE HOW THE COUNTY WILL WORK WITH OTHER PUBLIC
AND PRIVATE AGENCIES TO PROVIDE NECESSARY TRAINING AND SUPPORT SERVICES.THIS SECTION
SHOULD INCLUDE,AT A MINIMUM,A LIST OF THE NECESSARY TRAINING AND SUPPORT SERVICES AND
THE PUBLIC AND/OR PRIVATE AGENCIES WHICH WILL PROVIDE THOSE SERVICES. (REFERENCES:
EDUCATION CODE SECTION 10200 AND WIC SECTION 10531(A)]".
10SeeSection IV,(d)"Welfare-to-Work Activities",for a more detailed outline of the CaIWORKs service
delivery model.
11 See Attachment B for a list of current certificate and degree programs offered by the 3 local Communi
ty
Colleges and copies of the Colleges Plans for changes for CaIWORKs participants.
g
include short-term vocational training (including job readiness and job search support), Adult Basic
Education,High School Diploma,General Equivalency Degree,English as a Second Language,Refugee
Employment Services, Parent Education, Citizenship Preparation and others12.
• The county's two JTPA Service Delivery Areas,the Contra Costa County Private Industry Counci113 and
City of Richmond Private Industry Council 14, receive JTPA funding for services to CalWORKs
participants who meet JTPA criteria. In addition,funding from the federal Balanced Budget Act of 1997
provides for$3 billion nationwide in Welfare-to-Work funds for expansion of services to CalWORKs
participants and non-custodial parents of CalWORKs children. This additional funding is expected to be
received early in 1998 and plans for services are being developed.
A host of public agencies and other partners are participating in the development of 8-10 One-Stop Career
Centers 15 in the county. These Centers are expected to open in early 1998 and will be staffed by PIC
EDD, SSD, AdEd, non-profit and other staff to offer a range of employment services to the general
public, including services to the employer community.
• The county's three local State Employment Development Department (EDD) offices offer, both
independently and in some cases, on-site at local Social Service offices, work registration and job
placement services through their Job Services database.
• By March 31, 1998,the county Superintendent of Schools,the local community colleges,the local school
districts that provide adult education and the directors of other job training programs in the county must
develop a Plan that provides for instructional and job training services for the county's CalWORKs
participants. The plan must be approved by the County Welfare Director. It is expected that these
partners will be meeting over the coming months to develop and implement the Plan, which will be
incorporated into the overall training and education service delivery options for CalWORKs participants.
• The county actively participates in local and regional surveys and analyses 16 designed to better equip local
agencies to design employment, education, training and support services.
• The Social Service Department contracts with non-profit agencies for programs such as Cal-Learn,
refugee and citizenship services and certain employment services and with Contra Costa PIC for job
development staff. In state fiscal year(SFY)96-7,the Social Service Department contracted with several
agencies, public and non-profit (Contra Costa College, Rubicon, Contra Costa PIC, Goodwill,
Neighborhood House of North Richmond, and local ROC/Ps), for certain employment services.
12SeeAttachment C for a list of the county Adult Education and ROC/Ps and theirro ams.
p �
13SeeAttachment D for an occupational training matrix produced b Contra Costa County PIC;this list can be
p Y tY ,
cross-referenced with certified PIC vendors for a listing of PIC-funded training programs.
14SeeAttachment E for a list of training and services provided through Richmond Works.
15SeeSection II,(b) "Partnerships with the Private Sector to Identify Jobs",for more information.
16SeeAttachment F for: 1)an analysis of education and trainin levels for projected employment in Contra
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Costa County;and 2)Executive Summary of a 1997 nine-county survey on job readiness.
9
• The county District Attorney Family Support Division, Social Service Department, PICs and have
applied,as collaborative partnersq,for state ftinding to implement the Contra Costa County Non-Custodial
Parent Employment and Traininp.Demonstration Pro ect in 1998. This project is designed to increase the
incomes of CaIWORKs participants by:
oproviding employment services to non-custodial parents that improve their ability to pay child
support; and
o offering services designed to reduce other system costs and improve the quality of the
relationships among non-custodial parents,their children,and custodial parents through parenting,
counseling and mediation activities.
F7
The Social Service Department certifies that it will coordinate CaIWORKs WTW activities with its
Refugee Employment Services Plan. Staff in both the CaIWORKs WTW Services and Refugee Services
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programs will receive training to provide services and referrals to existing programs serving refugees as
appropriate. Staffwill be regularly notified about refugee employment services and supportive services.
Support Services
• 1
Child Caren--Child care services have been redesigned by the state Department of Education,which is
the lead agency for the federal Child Care Development Block Grant 18,into a three-stage system to serve
eligible low-income families needing child care. The DOE has entered into agreements with the state
Department of Social Services and recent state welfare reform law outlines requirements for
administration of child care funds.
State Department of Social Services receives fiends for"Stage I"child care,which is intended to serve
CaIWORKs participants with unstable work/work activity arrangements. These funds will be
administered locally by the county Social Service Department. "Stage 2"child care,intended for low-
incomeparticipants who are working or in training while receiving CaIWORKs benefits,or transitioning
off aid,,will be administered locally by current local Alternative Payment Providers{APPSi9}. "Stage 3"
child care,,intended for those qualifying low-income families(including former CaIWORKs participants)
who need subsidized child care, will be administered locally by the SSD, Child Care Council and the
PACE program.
Local APPs will collaborate to ensure that CaIWORKs participants can easily access information and
referral to licensed child care providers. All APPs will also develop procedures to connect to other child
care system resources for CaIWORKs participants such as local Community Colleges funding,
Community Services/Head Start programs, and local K-12 school-based programs.
• Mental Health and Substance Abuse Services--Social Service and Health Service staff are currently
meeting to develop services for CaIWORKs WTW Services participants, to provide identification,
17 See Section VII,(g)"Child Care and Transportation",,for more information.
18 Child care funds for the former AFDC child care disregard,Supplemental Child Care,GAIN child care and
Transitional Child Care programs have been transferred to this block grant.
19 Current local APPs are the Child Care Council,the Social Service Department and the PACE program
to
assessment,treatment plans and case management for those participants needing services as part of their
employability plans.
• Transportation--CaIWORKs WTW Services participants will receive payments for necessary
transportation costs. Social Service staff are also working in a number of forums to identify
transportation needs and develop strategies to increase access to, and capacity of, local transit
infrastructure.
• Ancillary Payments--Funding will continue to be provided for reasonable and necessary employment-
related costs for CaIWORKs participants,including but not limited to such items as union dues,uniforms,
tools, etc.
• Employment Retention Services--Case management and supportive services will be available to
employed CaIWORKs participants for up to six months the first time and up to three months for each
subsequent time an employed participant goes off aid to assist them in keeping jobs as well as direction to
resources to improve their earning capacity.
• To the extent funding is available,Contra Costa County will provide specialized support services to its
participants. These programs include
• Housing Assistance--Assistance in obtaining and maintaining permanent housing will be available
to participants in the Welfare-to-Work Program to provide a stable environment to enhance
employment. Housing programs include
-Housing information and referral
- Tenant Housing Counseling
-Housing Assistance to maintain housing. Payments would be made at 80%of housing costs for
a maximum of four months; during that time, participants would be required to put the same
amount into an escrow or individual development account, and
- One-time only payments to assist with housing and related costs in the form of Housing
Relocation assistance, Transitional Support, and Emergency Assistance.
Participants needing to access any of these programs must first use CaIWORKs Special Needs
payments for housing or other related costs.
• Transportation Programs -- Special transportation programs are available to transport
participants when public transportation isn't available or to address long-term transportation
needs. These programs include
'Rides to Success-This program provides door-to-door bus service to transport participants from
their homes to Welfare to Work activities.
'Children's Transportation Project-This program provides transportation for children to and from
school when public transportation isn't available or safe for children to ride alone.
'KEYS Auto Loan Program- This program is available by application and with approval by the
loan committee to individuals who have been employed for at least three months and need an
automobile for work.
11
Section H
(b) PARTNERSHIPS WITH THE PRIVATE SECTOR TO IDENTIFY JOBS20
Contra Costa County has built and continues to sustain strong partnerships with the private sector through the
GAIN program and through partnership with the two county Private Industry Councils,Contra Costa County PIC
and City of Richmond PIC. These partnerships have led to placement of many welfare clients in the past. Both
GAIN job development and the job development efforts of the PICs have extended services to both large and
small hiring firms throughout our county.
The work of the Contra Costa County and the Richmond PICs successfully join private sector,education,labor,
social services, government and community based organizations in a partnership to identify employment and
training needs and to address those needs both locally and regionally. They have years of experience in designing
successful avenues for job development leading to placement and retention for the unemployed and
underemployed in this county.
PICs have long been members of local Chambers of Commerce,the Contra Costa Council and the Contra Costa
Economic Partnership. Members of the PIC Board include a majority of private businesses as well as a member
of the Central Labor Council. In addition,the California Employment Development Department(EDD)offices
have historically provided a labor exchange with centralized job listings of local employers and a job match
system for connecting job seekers to those jobs.
A committee of the County PIC is planning to convene a business focus group to engage local business in
welfare-to-work initiatives. The goal of this committee is to engage business in both hiring CalWORKs job-
seekers
and in developing long-term training opportunities for CalWORKs participants.
With the advent of the One Stop Career Centers,Contra Costa County's j ob-seekers will benefit from a regional
infrastructure serving the entire East Bay. The Private Industry Councils of Alameda County, Contra Costa
County, City of Richmond and City of Oakland have partnered with the state Employment Development
Department, Alameda and Contra Costa Social Services Departments and representatives of the education
community from both counties to develop a comprehensive system of One-Stop Career Centers, known as
EastBay Works. Utilizing Job Training partnership Act(DTPA)funds,the PICs are currently putting in place the
California Vision for Workforce Development as designed at the state level.
EastBay Works electronically links workforce activities at 16+sites in the Alameda-Contra Costa County service
areas, allowing for immediate exchange of information and resources to serve area job-seekers and employers.
Additional communication capabilities allow access to the Internet from each site and link the EastBayWorks
system to local,regional and statewide resources. These centers also serve employer needs,such as supplying a
ready workforce. Marketing of these services is rolling out in early 1998, including a toll-free number for a
single point of contact with employers, as well as a "Web" site which is accessible to employers.
One Stop Career Center locations slated to open by March, 1998,throughout Contra Costa County include:
20STATEDSS OUTLINE SUGGESTS:"DESCRIBE THE COUNTY,,S PARTNERSHIPS WITH THE PRIVATE
SECTOR,INCLUDING EMPLOYERS,EMPLOYER ASSOCIATIONS,THE FAITH COMMUNITY, AND CENTRAL
LABOR COUNCILS,AND HOW THOSE PARTNERSHIPS WILL IDENTIFY JOBS FOR CALWORKS PROGRAM
RECIPIENTS. [REFERENCE: WIC SECTION 10531(B)]"
12
Antioch Concord(2) Richmond(2)
Brentwood Tri-Valley(Dublin) Pinole
Pittsburg San Pablo
Partners providing comprehensive services in the centers include:
EAST COUNTY:
• Adult Education(Antioch,Liberty,Pittsburg)
• Cities(Antioch,Brentwood,Pittsburg)
• County Office of Education
• Employment Development Department
• Los Medanos Community College
• St.Vincent DePaul
• Social Service Department
• United Council of Spanish-Speaking Organizations(UCSSO)
• Worldwide Educational Organization
CENTRAL COUNTY:
• Adult Education(Martinez,Mt. Diablo)
• County Office of Education
• Employment Development Department
• Goodwill
• John F. Kennedy University
• Mt. Diablo Vocational Services
• Rubicon
• St. Vincent de Paul
• Social Service Department
• Worldwide Education Organization
WEST COUNTY:
• Adult education(West County)
• Contra Costa College
• County Office of Education
• Employment Development Department
• Rubicon
• Social Service Department
• Worldwide Education Organization
The Job Development arm of the One Stop system is an integrated team of job developers, marketed as the
Employer Connection. Staffing is provided through rotation from over 22 agencies working together. Using the
Internet,job orders are listed on Work-Web, a comprehensive site that is also part of the EastBay Works One
Stop system and are simultaneously listed on America's Job Bank. This innovative approach affords maximum
visibility for any of our clients seeking employment.The Employer Connection has just won an award from Vice
President Gore for Innovative Use of Technology in Government. Employer Connection services is now
available to all job seekers in Contra Costa County.
13
Collaboration between the local PICs and the Social Service Department's CalWORKs Welfare-to-Work
Services initiatives is anticipated to lead to enhanced capacity with minimal duplication of services,moving us
far ahead in offering an efficient and effective system for supporting self-sufficiency and creating a strong
foundation for a system of workforce development. SSD staff will co-locate with other system partners at local
One Stop sites. It is anticipated that SSD offices offering WTW Services will be restructured to mirror many of
the services in the One Stop. Social Service Department staff in local SSD offices will coordinate with One Stop
staff to ensure CalWORKs participants have access to the programs and services offered in both places. The
resources developed through the One Stop will be available via Internet and will therefore assist all CalWORKs
Welfare-to-Work Services participants no matter which physical site delivers their primary services.
Lastly,the county,through the formation of the Workforce Development Advisory Panel,has launched a new era
of interaction and collaboration with the private sector. Members of the panel include representatives from the
Central Labor Council, local Chambers of Commerce and the Contra Costa Economic partnership.
Section Ill
(c)LOCAL LABOR MARKET NEEDS21
Contra Costa County utilizes a variety of sources for identification of local labor market needs. These sources
offer extensive information that assist local partners in developing methods for matching job-seekers with
employers, determining training opportunities, job development and formulating long-term economic and
workforce development strategies. CalWORKs participants are among those job-seekers who benefit from the
available information,which can be used to focus on the particular strategies needed to assist low-income job-
seekers in obtaining and maintaining employment.
The sources used for identification of local labor market needs include,but are not limited to:
• Contra Costa Economic Partnership, which produces employment-related analyses and provides a
substantive link to the employer community;
• Employment Development Department Labor Market Information Division,which provides statewide,
regional and county-specific labor market information;
• Contra Costa County and City of Richmond Private Industry Councils, which develop and produce
products such as annual "Employment Outlook" surveys, analyses of labor market information and
trends,extensive employer information,training/skill level analyses and information about local training
providers;
• Central Labor Council, which offers local information about apprenticeships and labor needs;
• East Bay Works Internet Web Site,which has links to many state,regional and local employment-related
sites as well as which serves as a repository for a host of labor market information;
• GAIN job developers, who gather local employment information;
• Local Chambers of Commerce,which offer linkage to the business community22 and timely information
on market trends;
21StateDSS outline suggests:"Briefly describe other means the county will use to identify local labor market needs.
[Reference: WIC Section 10531(c)]."
22SocialService Department staff have recently been offered an opportunity to volunteer to join their local
pp tY �
Chambers to provide a closer linkage among local businesses and local offices.
14
• Adult Education&ROC/Ps,which offer job development and placement information specific to their
training and education programs.
The unemployment rate in Contra Costa CountY23 is 4.2%as of September, 1997. This compares favorably with
a statewide rate of 6.0% and a nationwide rate of 4.7% for the same period. For CaIWORKs participants,
however, the analyses of the available information are critical to developing employment programs that are
specific to their needs. For example, a breakdown of the unemployment data by city14 shows a higher rate in
some areas with higher numbers of CaIWORKs participants. The county's two Service Integration Program sites
in Bay Point and North Richmond recently sought,and were awarded,a grant to launch Employment Initiatives
targeted to the needs of the local communities they serve. This is just one example of the ways in which local
labor market information can be used to design programs that meet the specific needs of CaIWORKs participants.
Another example is the following table 25 of 10 occupations from a list of 40 of the occupations projected to have
the most openings between 1994-2001 as they might relate to the availability of entry-level jobs for CaIWORKs
participants. While approximately 3,300 of the county's CaIWORKs caseload currently report earnings, and
many CaIWORKs participants have job skills and experience,there are many others who lack experience in the
labor force and will be obtaining their first jobs through the CaIWORKs program. Thus,the availability of entry-
level jobs is a critical element to the design of a self-sufficiency strategy that emphasizes employment, so that
participants gain experience in that labor market and can concurrently or subsequently access training and
education which,together with work experience,is expected to result in moving"up the ladder"to more lucrative
employment.
Occupation Job Openings Wage Range Median Range in Job Growth Education/Skill
Contra Costa Level
General Office 2,020 $5.15-12.18/hr $9.79 12.8% HSD
Clerks
Waitresses/ 2)010 $5.15-10/hr $6.75 19.8% less than HSD
Waiters
Janitors/Cleaners 1,510 $5.15-8.63/hr $6.45 21.4% less than HSD
Secretaries 1)350 $6.71-$13.15/hr $9.00 10.6% HSD,software skills
needed
Receptionists/ 1)300 $5.15-12.81/hr $8.00 21.3% HSD
Info.Clerks
Instructional Aides 1)100 $6.30-8.00/hr $7.00 13.3% HSD
Guards/Watch 970 $5.50-9.00/hr $6.50 34.0% HSD,training
23 This rate is derived from the"by city"rates maintained by EDD for Contra Costa County. EDD Labor Market
Information Division does not calculate a separate rate for Contra Costa,but maintains a regional rate for
Alameda/Contra Costa counties. The two-county rate is 4.5%.
24 See Attachment G for this a several other documents relating to labor market information.
25 Information is drawn from EDD Occupational Projections data dated June, 1997 and PIC Occupational
Outlook Reports for 1994, 1995 and 1996.
15
Occupation Job Openings Wage Range Median Range in Job Growth Education/Skill
Contra Costa Level
Guards required
Maint.Repairers/ 890 $7.00-14.53/hr $8.50 15.7% HSD
General Utility
Truck Drivers 620 $5.15-13.00/hr $7.00 15.0% less than HSD,
(light) some training
desired
Gardeners/ 600 $5.15-13.15/hr $7.25 22.4% less than HSD
Groundskeepers
EDD's "Industry Trends and Outlook" reports that nonagricultural employment in Contra Costa County is
expected to grow by 3 5,100 j obs from 1994-2001,a 12%gain. This includes full-and part-time positions. While
all the industry divisions26 will post increases,2/3 of the jobs added will be in the services industries. Business
services is responsible for 43%,or 9,800 of the new jobs in the services category. Almost 4,000 new jobs will be
in the"amusements" category--health clubs,parks, and the motion picture industry. Health services industry,
while at a slower rate,will continue to grow. Retail trade will post an increase of 4,400 jobs,about 25%of which
are restaurant/bar j obs. (Construction is now expected to grow at a higher rate than the 1,001 new j obs originally
forecast.)
Welfare reform efforts to focus on employment are coinciding with a favorable economic and business climate in
the county. Whether the goals of welfare reform can be achieved in the event of an economic downturn is a
much different question. To that end, it is necessary to immediately address the issues of job creation and
economic development as extensively as possible at the local and regional leve127.
26 Services,retail trade,government,construction,manufacturing,transportation/public utilities,wholesale trade
and finance/insurance/real estate.
27SeeSection XIV, "Job Creation",for more information
16
Section IV
(d) WELFARE-TO-WORK ACTIVITIES28
Unsubsidized employment Work study
Subsidized private sector employment Self-employment
Subsidized public sector employment Community Service
Work experience Job Search and job readiness assistance
On-the-job training Job skills training directly related to employment
Grant-based on-the-job training Supported work
Vocational education and training Transitional employment
Education directly related to employment
Adult basic education(includes basic education,GED,and ESL.)
Other:
• Mental Health,
• Substance Abuse,
• Domestic Violence services,
• Cal-Learn
• Refugee Employment Services
• Study Hours in all education programs (two hours of study time per one hour of lecture) as permitted under
State and Federal law,
• Family Programs intended to strengthen the entire family as well as prepare the parent for work,including but
not limited to anger management,parenting classes, and counseling
Some of the activities checked above are offered by Social Service staff, some by other county departments, agencies or
community-based programs. The county Social Service Department does not currently offer grant-based on-the-job training,
supported work, or transitional employment. These activities may be offered in the future as these options are more fully
explored, potential costs and benefits are analyzed and experience with the new CalWORKs Welfare-to-Work Services
program evolves.
Contra Costa's CaIWORKs Service Delivery Model
A new Social Service Department CalWORKs service delivery model29 has been proposed. This model was developed
based on input from the AFDC and GAIN program committees,the EWGAIN Redesign Program Design Task Force,local
office Redesign Action Team Coordinators,meetings with other agencies and community groups,input from public forums,
other counties'models and based in part on lessons learned from Redesign Pilot Projects that have been running in 4 local
SSD offices since July, 1997.
28StateDSS outline suggests: "Each county is expected to offer a range of services adequate to ensure
q
that each participant has access to needed activities and services to assist him or her in seeking unsubsidized
employment. [Reference: WIC Section 11322.7(a)] Pursuant to WIC Section 11322.7(b) 'No plan shall
require job search and work experience of participants to the exclusion of a range of activities to be offered to
recipients.' Activities allowed by state law include,but are not limited to,those listed below. Please indicate
which of the following activities will be provided and identify any allowable activities that will not be
provided [Reference: WIC Section 10531(d)and WIC Section 11322.61."
29SeeAttachment H.
17
The principles used in formulating the model include:
• Focus of the model is on employment;eligibility is a supportive service. This means that,in this model,there is still
a"traditional" eligibility function for CalWORKs and other programs in which there is no work requirement.
• Model follows the state-mandated continuum of employment services and is based on most effective work flow for
optimum participant service and benefit.
• The model moves the agency in a direction of a"Work/Not Work"division of function. The movement would be
toward organizing job duties around work requirements rather than separate programs.
• Current definition of the"Intake"function is the AFDC eligibility determination process;current definition of the
"Continuing" function is, cases that have been granted AFDC cash aid. In the new model, the definitions of
"Intake/Continuing"relate to employment services rather than to cash aid:
➢ Pre-Assessment Intake
➢ Post-Assessment Continuing
This means the"Intake"process includes orientation,appraisal,job club/job search and necessary support services
(about the first 4-6 weeks of WTW Services); the "Continuing" process includes work activities, community
service,safety net and supportive services. Assessment marks the transition from one set of services to the other.
• Employment services shall include employment retention services which may be provided by Medi-Cal staff,who
are trained for this function, for those participants transitioning off CalWORKs. Other staff may also provide
employment retention services. Receipt of employment retention services shall not be dependent on Medi-Cal
eligibility.
• The model does not dictate staffing assignments. The goals are staff expertise in all phases of service delivery and
as few primary contacts for the participant as possible.
Two SSD task groups have formed to facilitate the evolution of this model to a working practice: a Personnel
task group and a task group to deal with the many details of operationalizing the model. Staff from all affected
levels and functions will be represented on these groups. The Personnel task group will include representatives
from the local bargaining units which represent staff. A third group that will be working to prepare staff for the
implementation of the new service model is the Staff Development Task Force, a Redesign body that will
develop training strategies for staff.
Most of the new rules for CalWORKs eligibility and budgeting begin on January 1, 1998.The Greater Avenues
for Independence (GAIN) program regulations effective in the county on December 31, 1997 shall remain in
effect until Welfare-to-Work Services requirements become operative in the county. Target start date for
enrollment of new applicants in CalWORKs Welfare-to-Work Services is March, 1998; ongoing CalWORKs
participants are slated to be phased in to the WTW Services program beginning in April, 1998. It is the intention
of the SSD to enroll all mandatory CalWORKs Welfare-to-Work Services participants into this program by
1/1/99, as required by state law.
The new CalWORKs service delivery model features an expanded Orientation for CalWORKs Welfare-to-Work
Services participants, with information about the new program, child care services (including phone sites for
families to access referrals for child care),time limits and work requirements,rights and responsibilities,health
18
care options,work activities(including mental health,substance abuse and domestic violence services as part of
employability plans), child support services, CalWORKs income and budgeting rules and other information.
Appraisal and,as appropriate,assignment to job readiness,job search or assessment follow unless the participant
is deferred or exempt. Job-seekers work closely with the Employment Services case manager during this phase
of the model.
Participants who obtain employment will be offered employment retention services(case management,services
and supportive services) for up to six months the first time and up to three months each subsequent time if
transitioning off aid or working the minimum number of hours. Participants who are unemployed or under-
employed will engage in a comprehensive assessment of job skills and supportive service needs,sign a Welfare-
to-Work plan and engage in work activities designed to lead to employment. Participants with lesser supportive
services needs,including those in Self-Initiated Programs,will work closely with an Employment Services case
manager.
Those with more significant supportive services needs will be offered more intensive case management and
supportive services. Criteria will include, but not be limited to: coordination with child welfare services for
participants being served both by WTW and Child Welfare Services,mental health services needs and domestic
violence services needs. (Note: the need for mental health, substance abuse, domestic violence 30 and other
services may be identified at any point in the WTW Services continuum. Once identified, services will be
offered as part of the participant's employability plan.) All participants lacking basic literacy or adequate
language skills (where education is appropriate and necessary for removal of barriers to employment)will be
assigned to ABE or ESL classes, concurrently with other work activities as appropriate.
CalWORKs participants who complete the work activities outlined in their WTW Plan without achieving
employment will participate in a reappraisal and reassignment to work activities as appropriate. Safety net
benefits will be provided for the children of participants who exceed the 60-month limit.
The Social Service Department will expand its current collaboration with a variety of agencies and organizations
in providing these employment,training and educational opportunities to CalWORKs participants. This model is
designed to more fully integrate the IM/GAIN division into the CalWORKs/Welfare-to-Work Services Division.
Over time it is expected that staff and services will be reorganized according to whether the participant/program
has a work requirement rather than services organized separately,by program. This evolution will provide for the
continued development of case manager expertise and program focus on employment.
The county intends to adopt the GAIN program grievance procedures, as outlined in the GAIN Plan dated
February, 1987 and as modified in the 1994/95 GAIN Plan,as the CalWORKs grievance procedure to meet the
requirements of AB 1542, Section 121, 11327.8.
The county intends to continue the Cal-Learn program as outlined in state law and continue to provide support for
teen parents working to complete their secondary school programs.
30Note: With some exceptions,any Ca1WORKs program requirement can be waived,relating to employability,
for past or present victims of domestic violence.
19
Other CaIWORKs Program Elements
Diversion--County staff have been working to design criteria for diversion, a service which can be offered to
eligible CaIWORKs applicants. Diversion, in state law, is a lump sum payment which, if paid,would allow a
family to avoid dependence on the CaIWORKs program. Counties can receive incentive payments31 for families
who are successfully diverted from the program. Families diverted from CaIWORKs qualify for Food Stamps
and Medi-Cal as otherwise eligible and also qualify for child care payments32.
County staff are also developing a broader concept of "diversion" than required by state law, to include
community resource and employment referrals which can also help families reduce or avoid dependence on cash
aid. Health Services has developed a community resources data base which can be accessed(via the Internet)by
SSD staff to offer a wide range of community resource information.
Immunizations--New state law requires that SSDs verify immunization of all non-school-age children of
CaIWORKs participants. County SSD and Health Services staff are working together to inform and assist
CaIWORKs participants in complying with this requirement. Parents who fail to comply with this requirement
face sanctions.
School Attendance--prior to CaIWORKs legislation,only school enrollment,and only of 16-18-year-olds,was
tracked. CaIWORKs legislation requires that the attendance of all school age children be verified at application
for CaIWORKs. Moreover,continued attendance in school is to be made part of Welfare-to-Work Services Plans
for WTW Services participants. Parents/WTW Services participants who fail to comply with this requirement
face sanctions. County staff are developing a mechanism to comply with this requirement to verify school
attendance.
Department of Child Support Services Collaboration With the implementation of CASES,the Department of
p
Child Support Services(DCSS)has taken over payment of child support disregards,beginningFebruary,2004.
�y�
DCSS staff has streamlined the interviewing process for absent and unmarried parents so that most interviews
can take place over the phone. CaIWORKs staff has direct access to DCSS data and staff as needed.
31SeeSection X 0)for more information
32FromStage 3 funds or,if no funds are available,from Stage 2 funds. See Section VII
,r �� g ,{g)AChi ld Care and
Transportation Services",for more information.
20
Section Y
(e) SUBSTANCE ABUSE 33 AND MENTAL HEALTH34 TREATMENT SERVICES
Substance Abuse Services
Social Service and County Health Services Community Substance Abuse Services Department staff have begun
collaboration on a model to provide alcohol and drug services to CaIWORKs participants whose substance abuse
creates a barrier to employment. Funds for these services will be administered in a manner that maximizes
federal financial participation through Title XIX of the Social Security Act.
The county certifies that its substance abuse treatment services will include at least the following:
evaluation, case management, substance abuse treatment, and employment counseling, and the provision of
community service jobs. An addendum to the County Plan will be forwarded when the county's model is
developed.
The model will ensure that participants in job search activities may be directed at anytime to an assessment if the
county believes the participant's substance abuse precludes or limits satisfactory completion of this phase of the
WTW Services program. CaIWORKs case managers will refer participants as appropriate to the county alcohol
and drug program or its agent for evaluation and determination of any treatment necessary for theartici ant's
p p
transition from welfare to work. Welfare-to-Work Plans shall be developed based on the results of this
may,
evaluation. Treatment may include assignment to a substance abuse program. CaIWORKs participants ,
with p Y
ith some exceptions,participate in such programs for no longer than six months without concurrent assignment
to other work activities.
The model will include recommended training for county staff who are responsible for identification,referral and
case management of CaIWORKs participants to substance abuse evaluation and treatment.
Mental Health Services
Social Service and Health Services Mental Health Department staff have begun a collaborativep irocess to
develop and implement a model for mental health services for CaIWORKs participants whose mental or
emotional disabilities limit or impair their ability to make the transition from welfare to work. Wherever
33STATEDSS OUTLINE SUGGESTS: "BRIEFLY DESCRIBE HOW THE WELFARE DEPARTMENT AND THE
COUNTY ALCOHOL AND DRUG PROGRAM WILL COLLABORATE AND UTILIZE NEW FUNDS AVAILABLE TO
ENSURE THE EFFECTIVE DELIVERY OF SUBSTANCE ABUSE SERVICES.THESE FUNDS SHOULD BE USED TO
MAXIMIZE FEDERAL FINANCIAL PARTICIPATION THROUGH TITLE XIX OF THE FEDERAL SOCIAL SECURITY
ACT. IF THE COUNTY HAS DETERMINED WHO WILL PROVIDE SUBSTANCE ABUSE TREATMENT SERVICES,
PLEASE INDICATE THE PROVIDERS IN THE PLAN.IF THAT DECISION HAS NOT BEEN MADE,PLEASE PROVIDE
CDSS AN ADDENDUM TO THE COUNTY CALWORKS PLAN INDICATING THE PROVIDER WHEN
DETERMINED. [REFERENCE: WIC SECTION 11325.81"
34STATEDSS OUTLINE SUGGESTS: "BRIEFLY DESCRIBE HOW THE WELFARE DEPARTMENT AND
THE
COUNTY DEPARTMENT OF MENTAL HEALTH WILL COLLABORATE AND UTILIZE NEW FUNDS AVAILABLE
TO PROVIDE EFFECTIVE MENTAL HEALTH SERVICES. COUNTIES SHOULD MAXIMIZE FEDERAL FINANCIAL
PARTICIPATION TO THE EXTENT POSSIBLE IN THE PROVISION OF MENTAL HEALTH SERVICES. [REFERENCE:
WIC SECTION 11325.71"
21
possible, the county shall ensure that the services provided qualify for federal reimbursement of the non-state
share of Medi-Cal costs.
® The county certifies that it will provide at least the following services: assessment, case management,
p g
treatment and rehabilitation services, identification of substance abuse problems, and a process for identifying
individuals with severe mental disabilities. An addendum to the County Plan will be forwarded when the model
is developed.
This model will be consistent with the county's welfare-to-work program and the county's consolidated mental
health Medi-Cal services plan. In cases where a secondary diagnosis of substance abuse is made in a person
referred for mental or emotional disorders,the welfare-to-work plan shall also address substance abuse treatment
needs. There will be a process to identify those with severe metal disabilities that may qualify the participant for
Chapter 3 (commencing with Section 12000).
Section VI
(f)MENTAL HEALTH SERVICES35 AVAILABLE AFTER TIME LIMITS
This section has been deleted in accordance with SB 1104, implemented December 1, 2004.
22
Section VII
(g) CHILD CARE36 AND TRANSPORTATION 37 SERVICES
Child Care
Overview:
A new child care system for qualifying low-income families will be implemented statewide on January 1, 1998.
This system is designed to ensure seamless delivery of quality child care services. Funding is apportioned into
three stages and administered by county Social Service Departments and/or other Alternative Payment Providers.
Each county will establish a Local Child Care and Development Planning Council. Additional monies for child
care have been allocated to Community College, state preschool and other child care providers/programs.
As of January 1, 1998,all current child care programs administered by the Contra Costa County Social Service
Department will become part of the new child care services system. This means that the payments for the 2,350
children currently being made for the Child Care Disregard,Supplemental Child Care(SCC)Transitional Child
Care(TCC),GAIN,NET and Cal Learn programs will be transitioned into the appropriate stage in the Child Care
Block Grant. In addition,thousands more children may need support with child care services as their parents are
enrolled in CalWORKs WTW Services by the end of 1998.
Transition:
Social Service staff are collaborating with many agencies, departments and groups throughout Contra Costa
County to maximize the referral and usage of child care slots and funds for CalWORKs clients. These entities
include the two other Alternative Payment Programs in the County(the Child Care Council which is also the
county's Child Care Resource and Referral agency,and the PACE program),the three local Community Colleges
(which received separate allocations for child care for CalWORKs participants), the county's Community
Services/Head Start and State Preschool Programs,the Department of Education Latchkey Programs,the Child
Care Center Directors Association,the Private Industry Councils,the Family Day Care Homes Association,and
the Child Care Task Force.
Social Service and Child Care Council staff have developed a joint proposal to ensure that CalWORKs
participants can swiftly access information about child care. This proposal provides that requests for/and
referrals to licensed child care slots,when the participant does not already have a child care provider,be made by
telephone. Clients will be assisted in accessing child care services at CalWORKs WTW Services Orientation or
at any subsequent point that child care needs are identified. This proposal expands on a procedure currently in
place that both agencies agree works well and will continue to provide quality child care services for CalWORKs
participants.
36STATEDSS OUTLINE SUGGESTS: "Please briefly describe how child care services will be provided to CaIWORKs
participants.This should include a description of how the county will provide child care for families transitioning from county
funded providers to non-county funded providers of child care services.It should also indicate what criteria the county will use to
determine,on a case-by-case basis,when parents who have primary responsibility for providing care to a child six months of age
or younger,may be exempt from welfare-to-work participation.The exemption period must be at least twelve weeks and,at
county discretion,can be increased to one year for the first child. The exemption period for subsequent children is twelve weeks,
but may be increased to six months. Briefly describe the criteria the county will use to determine the period of time a parent or
other relative will be exempt considering the availability of infant child care,local labor market conditions,and any other factors
used by the county.Additionally,briefly describe how the county will ensure parents needing child care services can access the
Resource and Referral Agency.:
37STATE DSS OUTLINE SUGGESTS: "Briefly describe how transportation services will be provided.[Reference:WIC
Section 10531(g)]"
23
All Social Service child care payments will be made from the Department's automated system and staff are
preparing for transition to the new system, in the appropriate stage, during January and February, 1998. It is
intended that there be no disruption in child care payments during this transition period. Child care payments
will be made direct to child care providers, including exempt providers, as of January 1, 1998.
Child Care Stages:
The three Stages of the Child Care Block Grant will be administered as follows:
• Stage 1 will be the administered by SSD
• Stage 2 will be administered jointly by SSD, Child Care Council and PACE program as local APPs 38
CalWORKs participants who are working full time and no longer receiving cash aid will go to the
community APPs and participants working and still receiving a grant, as well as participants in
training/other work activities,will remain in the S SD's AP Program .
• Stage 3 will also be jointly administered among the county's three APPs. All three agencies intend to
complete the term of their current Department of Education contracts.
It is the intent of the APPs that no participants will experience any disruption of child care services as they move
among stages. The administering agency and the funding source for the child care payment may change,but the
family will be able to retain the child care provider they have chosen. Participants who are receiving child care
services from other sources will not have these arrangements interrupted. SSD staff will collaborate with other
agencies for use of their child care slots whenever appropriate, e.g. referring participants to college child care
slots when they are participating in a training program at the college and referring children to Head Start and
State Preschool wrap-around slots when it is appropriate for the family.
For the benefit of participants, the Department intends to be in close communication with other agencies and
providers in the child care community. As stated in the Department of Social Service's All County Letter 97-
7239, the Department can share client information with APPs, Resource and Referralro ams and child care
p �'
providers because they are considered an integral part of Stage 1 child care services. As such, confidentiality
would not be violated as long as the communication with any of these entities is directly related to providing
Stage 1 child care services. It further says that, in exchanging client information for purposes of administering
seamless child care programs, these agencies are bound by the same confidentiality requirements.
Stage 1:
The Social Service Department will administer Stage 1 child care for the benefit of participants in the initial stage
of CalWORKS activities. During this time, the Alternative Payment Program application and relevant
paperwork will be completed40 to ensure that participants can move seamlessly into the Stage 2 and Stage 3 AP
Programs. Child Care Council staff have offered in-service training to teach SSD staff to assist participants in
making optimum child care choices and accessing counseling and referrals for child care.
38SeeAttachment I for the Stage 2 Child Care Agreement
39SocialService staff have drafted a confidentiality agreement that will allowartici ants to consent to sharing
p p g
information, as appropriate to provide services,with selected agencies and organizations(including child care).
40Note: State staff are responsible for developing a universal child care application form.
24
Participants receiving Stage 1 benefits will be immediately evaluated to determine how soon participants can
move to the next Stage. Participants remain in Stage 1 child care until they are in a"stable" situation. A stable
situation is usually one which includes a long-term work activity for which the caretaker has routine and fixed
child care needs. Orientation and appraisal,job services and assessment are activities which are not considered
stable since the child care needs are sporadic and short-term. Although there is a six-month time limit in Stage
1, this time limit can be extended if the participant's situation remains unstable or no funding and slots are
available in Stage 2. Participants receiving subsidized child care from other sources will continue with those
arrangements as long as appropriate.
Per AB 1542, "to the extend funds are available paid child care shall be available to a participant with a
dependent child in the assistance unit who needs paid child care if the child is 11 or 12 years of age".
Stage 2:
If funding is less than need for child care,the following priorities have been set for Stage 2:
• Those who are transitioning off aid-,
• Diversion participants (when there are no funds available in Stage 3);
• Families terminated from aid on January 1, 1998 because of new CalWORKs eligibility requirements.
Responsibility for administration of Stage 2 funds will be shared among the Social Service Department(as an AP
Program), the Contra Costa Child Care Council and PACE Programs as the community AP Programs. The
community APPs will provide child care services for current Transitional Child Care participants (these
participants are working and no longer receiving cash aid). The SSD will provide child care services for all other
participants in long-term work/work activities or training situations with fixed and routine child care needs,
including:
• Current TCC clients who cannot be transferred to the other APPs because of insufficient funding;
• Current Supplemental Child Care and AFDC Child Care Disregard participants
• Current participants receiving child care payments from the "NET", GAIN and Cal Learn programs.
The community APPs will notify SSD staff when openings occur for new referrals and when participants no
longer meet the criteria of working full time. The SSD and the community APPs will develop protocols for
sharing participant information and paperwork.
Since participants have a two-year limit for Stage 2 benefits when transitioning off aid, the Department and
community APPs will assist these participants in moving to waiting lists for other community subsidized slots,
i.e. center-based slots, immediately upon the client's transition into Stage 2. There will be no displacement of
CalWORKs or CalWORKs-eligible families in subsidized slots who self-enroll.
Stage 3.
This Stage will serve those working full time and no longer receiving cash aid, as well as former CalWORKs
participants whose two-year time limit in Stage 2 has been reached and there are no slots available in the greater
subsidized child care community. As they transition, space will be freed for other participants who must exit
Stage 2 due to time limits. The following priorities have been set for Stage 3:
• Neglected or abused children who are recipients of child protective services or at risk of being neglected
or abused;
• Lowest-income families;
• Other eligible families(including diversion families).
25
Responsibility for this Stage will again be shared among the SSD as an AP Program,and the two community AP
Programs(Contra Costa Child Care Council and PACE APP). Each of these agencies will complete their current
subsidized child care contracts with California Department of Education. The SSD and community APPs will be
working together,through the Local Planning Council,to develop a single,county-wide waiting list which will
cover all stages and programs and facilitate the identification of open Stage 3 child care slots.
Implementation Planning Strategies:
Child care partners have been meeting to develop collaborative efforts and ensure coordination among all the
appropriate agencies in the child care community. This outreach and collaboration will to continue throughout
the year as the new child care system becomes operational. Planning issues include:
• A single application form and other relevant child care forms which meet both federal and local
requirements for use with all Stages are expected to be available by January 31, 1998.
• A method for open communications between the agencies regarding client information and child care
services which does not breach confidentiality needs to be developed.
• A centralized waiting list for all programs to ensure smooth movement from Stage 2 to Stage 3, and
ultimately to greater community subsidized child care slots.
• Procedures to fully utilize all child care services, including information about:
o Pay differentials for children with special needs;
o Pay differentials for evening and weekend care;
o Options for care for non- and limited-English-speaking children.
• Procedures to fully utilize all funding available as appropriate for each CalWORKs participant. Other
sources of child care services and funding include:
o County Community Services/Child Development Head Start programs;
o Community Colleges funding for children of CalWORKS students;
o Local K-12 school-based programs;
o Other sources as identified.
• Training to be developed for staff at all three county AP Programs to refer and transition participants
smoothly among stages.
Exemption of parents of infants from Welfare-to-Work Services:
CalWORKS participants with newborn children are exempt from participation in WTW Services for 6 months for
the first child and 12 weeks for subsequent children. These exemption times may be reduced to 12 weeks or
increased to 12 months for the first child, and increased to 6 months for subsequent children,on a case-by-case
basis and based on criteria developed by the county.
There are strong concerns about both the capacity of the current child care system and the adequacy of funding.
With regard to these, Contra Costa intends to use the following minimum criteria, as well as individual
participant arrangements,for exempting caretakers of newborns for a longer period than the 6 months/12 weeks
in state law:
• Contra Costa Child Care Plan for 1996 shows 10,193 children between the ages of 0-3 needing care,
with 4,701 slots available--an unmet need of 5,492 slots or a 54%deficit.
• There are approximately 1,400 children of future CalWORKS WTW Services participants aged 0-1;if all
were required to participate when the child became 6 mos./12 weeks old,this would increase the unmet
26
need to approximately 6,900 slots. There are approximately 21,414 AFDC children aged 1 through 11;
the child care report lists over 35,000 children aged 3-10 currently in need of care,with a shortage of 16,
522 slots for children aged 5-10. Requiring mothers of children under 1 to participate in work activities
would exacerbate the unmet need in the local child care system and increase costs considerably, as care
for these very young children is the most expensive.
• Under federal law,single parents of children under 6 cannot be sanctioned for nonparticipation in work
activities if child care is unavailable.
The bulk of the funding need with regard to new enrollment of CalWORKs participants will occur in the latter
part of calendar year 1998. Child care funding for State Fiscal Year(SFY)98-9,which begins 7/98,has not yet
been determined. County staff will research and report any potential funding shortfall to state Department of
Social Services and Department of Education staff so that supplemental funds may be requested from the
Legislature as necessary.
Transportation:
Contra Costa County will continue to provide reimbursement for transportation expenses for CalWORKs
participants as a supportive service, including employment retention services.
There are five major transit authorities operating within the county's borders. These providers have formed a
group called "Cooperating Area Transit Systems" (CATS) and have agreed to work closely with the Social
Service Department to develop ways to better meet the transportation needs of CalWORKs participants.
In addition, a task force of the county's Children and Families Policy Forum(a body convened by the Board of
Supervisors)is exploring ways to make transportation more available,affordable and accessible to CalWORKs
participants41. This task force has begun a project to identify transportation issues from consumer,policymaker
and provider perspectives with the intent of making short-and long-term recommendations to the Board for study
and action.
The first element of this project will be to conduct a county transportation needs assessment. Local agency and
non-profit partners are collaborating to use computer software to create a"map"representing the location of low-
income participants, child care providers, expected places of employment and existing transit routes.
Other task force projects which have been suggested are:
• Consumer education;
• A "universal" transit pass;
• Possible financial incentives for employers who make transit passes available to their employees.
Other local efforts include the Service Integration Collaborative's local community transportation advocacy,
which has involved AC Transit(North Richmond's primary transit provider)and local community members in a
collaborative effort to expand services in that area. As a result, AC Transit launched the new 376 line on
November 24, 1997. This line offers evening service in the North Richmond area with service to Richmond,
Parchester Village,Hilltop Mall and the Pinole Vista area until 1:00-2:00am(former ending time of service was
41 See Attachment J.
27
7:00pm),seven days/week. This represents a significant benefit to the low-income residents of this community,
who need such services to obtain and maintain employment as well as take advantage of training and education
opportunities.
28
Section Ylll
(h) COMMUNITY SERVICE PLAN
The Employment and Human Services Department worked for several months with Community Based
Organizations, Unions, Employers, and Employee groups to plan the Community Service portion of the
CalWORKs Plan.Those involved established a process that is fair to CalWORKs participants,other employees,
and employers. This process involves work experience in the public sector or with private, non-profit
organizations. The Community Service Planning Task Force 42 completed research and needs assessments in
developing a plan for addressing Community Service in Contra Costa County.
The Community Service Plan is a comprehensive process that meets CalWORKs legislative requirements while
enabling CalWORKs participants to learn basic job skills as they provide needed service to the communities in
which they live. It will give CalWORKs participants an opportunity to make a real investment in their
communities.
A wide variety of placements will be offered,breaking from the traditional clerical-type of position,offering hard
skills training in addition to basic job skills. Particular attention was paid to the needs of existing employees at a
job site to ensure that no displacement or other unfair labor tactics result from placement of a CalWORKs
participant.
MEETING COMMUNITY NEEDS
It is anticipated that community service participants will perform a myriad of duties for agencies that typically
have a shortage of support staff. Community Service placements in Contra Costa will be in recycling programs,
Head Start,public libraries, Salvation Army, St. Vincent de Paul, Battered Women's Alternatives, and county
hospitals and clinics. Participants will function as clerical assistants, recycling personnel, teacher's aides,
childcare providers, shuttle drivers, and in any other appropriate training position.
Ideally, Community Service Program administrators will develop more than just clerical positions for
participants. Collaboration with business leaders will be important to develop training slots in non-profit
organizations with opportunities for variety in selection,upward mobility and self-sufficiency for participants.
ASSIGNMENT TO COMMUNITY SERVICE ACTIVITIES
Community Service Activities can be assigned at various times in the Welfare-to-Work continuum of services.
Assignments are made primarily for training purposes, allowing participants an opportunity to gain real-world
work experience. At all times, efforts will be made to match program participant's skills and abilities with
appropriate community service providers, affording the greatest learning/skill building experience possible.
42See Attachment#1, Community Service Planning Task Force roster
29
PARTICIPATION IN THE PROGRAM
Those individuals within the CalWORKs population who may need to participate in community service activities
include:
Welfare to Work participants(including those in Self-Initiated Programs)who may be assigned to the community
service program,if appropriate,and may concurrently participate in community service and other welfare to
work activities, including training and educational activities, to fulfill the required number of work
participation hours.
CalWORKs participants whose remote location prevents them from participating in other welfare-to-work
activities will perform Community Service in their local community.
Welfare-to-Work participants may participate, on an individualized basis, in other instruction or training
activities that are required for, or relevant to, their specific community service activity, i.e. computer training
classes needed to perform in his/her community service as clerical support staff.These individualized instruction
or training activities also are countable towards meeting the community service participation requirement.
An individual's hours of participation in substance abuse treatment and/or mental health counseling and/or
domestic abuse services may also be counted toward meeting the individual's work requirement, if the
treatment/counseling services enables or supports the individual's participation in community service and is
included in the individual's welfare-to-work plan.
Employment and Human Services staff will determine which Community Service slot would be most beneficial
for each participant, and assign the client to it. Worksite agency staff will monitor the participation of each
trainee, and provide a written evaluation of their progress on a monthly basis. In addition, worksite staff will
provide the participant and the Employment and Human Services Department with a final evaluation of the
trainee at the conclusion of the placement. Based in part on the evaluation, Employment and Human Services
staff will then reassign the participant to a different placement, if unsubsidized employment has not been
obtained.
AGENCIES INVOLVED IN ADMINISTERING AND MANAGING THE PROGRAM
Making Community Service activities available to CalWORKs welfare-to-work participants is a multi-faceted
process requiring the collaboration of program administrators,community service site providers and community
service participants. The program focus is to help participants develop the skills, habits and work experience
they will need to secure unsubsidized employment,while promoting personal responsibility,independence and
self-sufficiency. In order to meet these goals,each group involved in the process must assume certain roles and
meet specific responsibilities. An outline of these roles and responsibilities follows:
A. Administrating Agency- Employment and Human Services Department
1. Overall administrative responsibility for the Community Service Program.
2. Selection and referral of community service participants
3. Establish performance standards for work sites.
4. Establish minimum program performance standards for participants.
5. Create appropriate forms, reports, and training material to be used by work
sites (e.g. time sheets; progress reports; exit evaluations, etc.)
30
6.Develop a work-site handbook and other appropriate material,which will provide written guidelines
and procedures for new work sites and participants.
7. Conduct group or individual training for new work sites.
8. Provide centralized support services.
9. Case management support.
10. Monitoring of progress toward established employment goals.
11. On-the-job coaching or corrective counseling as needed.
12. Job-placement services, including job club/search activities.
13.Referral of participants to appropriate support services,as in the case of serious mental illness.When
appropriate,the Employment and Human Services Department will provide an on-site(co-located)staff
person to assist the worksite with serious case management issues, such as drug or mental health
problems.
B. Community Service Worksite Agencies:
1. Must qualify under IRS 501 C3 rules for non-profits or be public agencies. Worksites will be
conveniently located and accessible for participants.
2. Assume full responsibility for community service training at individual worksites.
3. Assume full responsibility for job supervision.
4. Provide on-site support to Community Service participants.
DURATION OF ASSIGNMENTS
All community service assignments will be performed in accordance with ACL 99-111 and will not be
permanent. Community service activities will be temporary and transitional in nature;that is,they will be short-
term,with specified ending dates.-Community service generally will be interspersed with other activities,such
as job search. A six-month term may be necessary for some participants who have multiple barriers to
employment, and need additional time to learn skills that will lead to self-sufficiency. The length of the
assignment will depend upon the complexity of the job being learned. The approximate duration ofJ'obs
involving simple tasks will be three months.
The community service participant's attendance and progress in learning work skills will be monitored monthly.
After three or six months, the participants readiness for a more challenging assignment or unsubsidized
employment will be assessed, and reassignment or job placement made.
The intention of Community Service activities is that it will lead to unsubsidized employment.
ent.
p
SUPPORTIVE EFFORTS
The following table outlines the range of services, a brief description of the service, and the partners
.
available to provide the service:
31
KEY SUPPORT AREAS DESCRIPTION SERVICE PARTNERS
(and comments
Education and Job Training To include short-term skills Colleges, co-op education
development,basic education programs; CBOs; One-Stops;
and job training. Minimum America Reads; Project
proficiency up to the 8th Second Chance
grade level to the extent
feasible; literacy skills
Job Search Provide reinforcement and One-Stops; CBOs; Internet
support for individuals as connections
they search for unsubsidized
employment. Provide access
to placement services.
Chemical Dependency Detox; Residential Out- Health Services Department
Patient; Recovery Support and its multiple contractors;
New Connections
Mental Health Assess the need for long- Health Services Department
term treatment, support and (CMHS)/ Support Groups
groyp therapy
Domestic Violence Victimization is an issue that Women Services Unit/Health
must be addressed in a Services; STAND! Against
comprehensive way. Support Domestic Violence (with
services should provide more support for housing)
than a safety net for those
abused and their children;
they should also educate all
about self-empowering
conditions.
A full range of supportive efforts/services, based upon the individual's Welfare-to-Work plan, will be available to
participants.
Hours spent in training or education post time-limits will count toward the community service hours if the
training or education is required for, or directly related to, the community service assignment.
SUPPORTIVE SERVICES
In an effort to assist the participant in removing all barriers to self-sufficiency,Contra Costa will provide assistance with
childcare, transportation, and ancillary expenses to those performing community service hours and meeting work
participation requirements.The County will also provide personal counseling,if needed to eliminate employment barriers.
These activities will only count toward the community service requirement post time limits when the service enables the
individual to participate in community service, and it is included in the individual's Welfare-to-Work plan.
32
Key Support Areas Description Service Partners
Day care slots; help with K-12 in school/after
Child Care- transportation;portation; more after school school programs; So.
It is important to note programs; encourage Harbor MLK after school
that a dearth of resources entrepreneurship; train more program; CBO (i.e.
exist. This is especially providers to offer care in their YMCA, Girls and Boys
true for particular areas homes; train mothers on what to Clubs); child care
of the county such as look for in arovider; continue and council; h
North Richmond, which p health
has no child care enlarge programs that train people community; faith
facilities. to work in day care centers community; colleges; in-
house care; family
cooperatives managed by
parents w/educational
links; employer arranged
in-house child care;
Village Resource Center,
Brentwood
Transportation- g
Assistance is needed in putting Members of the
Transportation '
together sound travel programs to p Alliance,
• ' p • � includingtransit
ensure participants ability to get to ansit
This is one of our largest
obstacles in the county. strategic locales/routes. providers, TDM
managers,kiosks, Health
mana
Yet,most of our g
recipients must somehow Services, Internet-based
Transportation Programs -- To •
get to community service P g services, and other
or work sites and the extent funding is available, providers as needed.
childcare locales via special transportationro ams are
some type of public p �
transportation. In some offered to participants when public
areas there is one bus transportation isn't available or to
line running once per address long-term transportation
hour daily, which does needs. These programs include
not allow one to work p
non-traditional hours. 'Rides to Success - This program
provides door-to-door bus
service to transport participants
from their homes to Welfare to
Work activities.
'Children's Transportation
Project- This program provides
transportation for children to and
from school when public
transportation isn't available or
safe for children to ride alone.
'KEYS Auto Loan Program-
This program is available by
application and with approval by
33
Key Support Areas Description Service Partners
the loan committee to
individuals who have been
employed for at least three
months and need an automobile
for work.
Health Services
Department and other
Ancillary Services To support Community Service appropriate providers,
and activities based on need
Personal Counseling and remove barriers to employment
34
Section IX
(i)WORKING WITH VICTIMS OF DOMESTIC VIOLENCE 43
Social Service planner staff have begun meeting with agencies such as the Health Services Department and local
domestic violence prevention program representatives to develop interim protocols and standards for determining
good cause to waive program requirements for victims of domestic violence. County Health Services
Community Wellness and Prevention Program staff have published a set of recommendations44 for domestic
violence and welfare reform which will be considered in developing interim standards and protocols.
Immediately upon determining the interim protocols and standards,Social Service Staff Development staff shall
develop an in-house training curriculum or purchase such a curriculum and tailor it to the specific guidelines
locally developed, for delivery to staff who work with Ca1WORKs applicants or participants who are past or
present victims of domestic violence. This curriculum will emphasize:
• Techniques for early identification of domestic violence issues;
• Information about community domestic violence services resources;
• Referrals to appropriate services;
• Criteria for determining good cause/waiving program requirements;
• Structuring a welfare-to-work plan to utilize domestic violence services as part of the employability plan;
• Case management for families with domestic violence victims.
Contra Costa County has domestic abuse protocols in place within the Welfare to Work Services program. The
Department has contracted with STAND! Against Domestic Violence, a private, non-profit organization
dedicated to reducing and treating domestic violence in the community,to provide counseling and other services
to Ca1WORKs participants.
The local activities shall be designed to coordinate with the adoption of statewide standards and protocols
developed by the State DSS and the Task Force on Domestic Violence.
43STATEDSS OUTLINE SUGGESTS: "Briefly describe how the county will provide training for those county workers
who will be responsible for working with Ca1WORKs recipients who are victims of domestic violence.[Reference:WIC Section
10531(i)]"
44Seeattachment K.
35
Section X
(j) PERFORMANCE OUTCOMES TO MEET LOCALLY ESTABLISHED OBJECTIVES45
The county has adopted the Social Service IM/GAIN Redesign outcomes46, with some modifications as
appropriate, as the CalWORKs outcomes. These outcomes and suggested measures are as follows:
Outcome Data/Measure Data Collection
Tools
Increased exits due to employment Number of cases discontinued for excess CDS41 MFE
income/earnings
Successful diversion from CalWORKs Number of diversion cases CDS MFE
Increased number of cases with Number of cases with grants decreased CDS MFE
decreased grants due to earnings due to earnings
Increased number of job placements Number of persons placed in jobs CDS MFE
GIS48
Increased number of CalWORKs Number enrolled in WTW Services CDS MFE
Welfare-to-Work Services participants GIS
TANF work participation rates Number employed(convert to %); CDS MFE
requirements met/exceeded Numberartici atin in allowable federal GIS
p p g
work activities;
Number of hours participating
Decreased recidivism Number of participants who retain CDS MFE
employment GIS
Increased number of child support Number of child support orders/amounts MFE
orders/amounts of collections of collections
Movement toward self-sufficiency Average hourly wages of participants who CDS MFE GIS
obtain employment; number of hours
worked; number of hours in training and
45STATEDSS OUTLINE SUGGESTS: "PLEASE INDICATE WHETHER THERE WERE ANY LOCAL PROGRAM
OUTCOME OBJECTIVES IDENTIFIED DURING THE CALWORKS PLAN DEVELOPMENT PROCESS AND HOW
THE COUNTY PROPOSES TO TRACK THOSE OUTCOMES.IF THE COUNTY DEVELOPS ALTERNATIVE
OUTCOMES FOR THE CALWORKS PROGRAM DURING FUTURE COLLABORATIVE EFFORTS,PLEASE SUBMIT
INFORMATION ON THOSE MEASURES AS AN ADDENDUM TO THE CALWORKS PLAN. [REFERENCE: WIC
SECTION 105421»
46SeeAttachment A
47 CDS,the Case Data System,is the county's automated system for cash aid services. MFE is the Social Service
ce
Department's Master File Extract Project,a process of extracting data from existing databases for the purpose of
better analyzing outcomes.
48 GIS,the GAIN Information System,is the county's automated
system for employment services
Y
36
Outcome Data/Measure Data Collection
Tools
education over hours worked; number of
working participants with health coverage
Decreased cost per placement Cost per placement GIS
Redesign outcomes were designed to measure federal welfare reform outcomes and have been modified to
measure new outcomes determined by recent state law changes. CaIWORKs legislation allows for counties to
accrue incentive payments for certain positive program outcomes. Specifically, counties are allowed to retain
75% of the grant payment savings derived from three measures:
• Successful diversion from Ca1WORKs49 cash aid;
• Exits due to employment;
• Decreased grants due to increased earnings.
Counties can keep these incentive payments from year to year and must reinvest these payments in the
CaIWORKs program.
The county also intends to gather input and measure progress through the use of surveys of staff, CaIWORKs
program participants and employers.
In addition,local suggestions have been offered for measuring outcomes due to welfare reform implementation,
including tracking the rate of homelessness and other indicators of family stability over time. Suggestions will be
evaluated for priority, cost-effectiveness and feasibility given the constraints of existing data collection tools.
49Definedas:the family avoids CaIWORKs cash aid fora period of time equaling the amount of the diversion
payment,divided by need standard for the family,plus six months.
37
Section XI
(k) PUBLIC INPUT-S°TO THE COUNTY PLAN
Public Input
The Social Service Department,as the lead agency for development and compilation of the County CalWORKs
Plan,began the public comment process by publishing Welfare Reform Bulletin 97-04 to advise the public of the
County Plan requirements and the need for public participation in the planm*ngjz process. This"nis Bulletin was mailed
to a community mailing list of over 400 individuals,agencies and organizations and distributed in Social Service
offices countywide.The SSD Director submitted a proposal for the Plan Development process to the Family and
Human Services Committee of the county Board of Supervisors on September 8, 1997; this proposal was
endorsed by the full Board on September 16.
Included in this proposal was the plan to hold public forums to gather input on the Plan. Three regional Forums
were held on October 6,,8 and 9,with notification to the community mailing list,posting in local SSD offices and
press releases. Public input ranged from short-to longer-term issues and has been evaluated for incorporation
into the Plan. Here are just two of the many good suggestions received as a result of these forums:
• A good use of the diversion program would be to authorize payment of an eligible applicant's car registration or
insurance,to allow him/her to continue working. (This input was forwarded to county staff to be included as an
example of possible uses of diversion.)
• There should be specific outreach to get the input of AFDC program participants. (To solicit input directly from
future CaIWORKs participants,a survey was mailed early in November asking about specific needs and preferences
for CaIWORKs services. This input will be evaluated and incorporated into the ongoing planning for service
delivery as it is received.)
Social Service staff have met with a variety of individuals, groups and organizations to solicit input during the
Plan development process, including:
• Workforce Development Advisory Panel"
• City of Richmond/Contra Costa Private Industry Councils
• Employment Development Department Managers
• Regional County Welfare Reform Coordinators
• Bay Area Social Services Consortium
50 STATE DSS OUTLINE SUGGESTS. "BRIEFLY DESCRIBE THE MEANS THE COUNTY USED TO OBTAIN
BROAD PUBLIC INPUT IN THE DEVELOPMENT OF THE CALWORKS PLAN. [REFERENCE:WIC SECTION
10531(K)I"
51 See Attachment L for Roster. This group includes leaders of community and employment development
organizations.
38
• Bay Area Partnership/Northern Ca. Council of Communities
• Cowell and Zellerbach Family Fund Foundations
• SSD County Plan Advisory Group 52
• County Welfare Directors Assn. Technical Review Teams, State/County Workgroups and standing Committees
• State and Federal Legislative staff
• Contra Costa,Los Medanos,Diablo Valley and Community College Chancellor's Office
• County Adult Education and ROC/P representatives
• AC Transit,WestCAT,BART,County Connection,Tri-Delta Transit,RIDES and Community-Based Organization
transit project staff
• Child Care Task Force,Child Care Organizations and Providers meeting
• East Bay Refugee Forum
• Interagency meeting with County Health Services,Probation,District Attorney,Community Services,Vocational
Rehabilitation
• STAND! Against Domestic Violence
• County Mental Health and Substance Abuse Services
• Volunteer Services
• Children's Policy Forum
• Public Health Advisory Group
• Community forums including North Richmond community leaders,Interfaith Alliance,League of Women Voters
• Food and Nutrition Policy Consortium
Two examples of input received at a recent Interfaith Alliance forum are:
• The county's economic development efforts should include working to raise the wages and benefits of entry-level
jobs so that low-income families can leave the welfare system through entry-level employment.
• The faith community could play a significant role in welfare reform efforts by p -a-"ado tfamil " programs,
ro Y ,
mentoring,providing space for employment service"job clubs"and child care,and helping formulate the county's
Community Service Plan.
52A group of over 50 SSD staff from all levels and functions affected by CalWORKS including representatives
sentatives
from local bargaining units.
39
• Representatives of local interfaith alliances and programs and non-profit agencies forwarded a set of
points regarding welfare reform and met with Social Service Department staff on November 25, 1997 to
give presentations about their specific concerns53. Points made at this meeting include:
• Lists of training programs should be made available;
• Success rate of training and job placements should be tracked;
• Microenterprise efforts should be encouraged and funded;
• Exemption criteria for caretakers of infants should speak to the lack of slots and expense of care,and bonding needs
between caretaker and child should be a criteria;
• Legislative advocacy should include expansion of the exemption for caretakers of young children;
• Funding for child care should include quality of care;
• It should be explicitly stated that, in federal law, single caretakers of children under the age of 6 cannot be
sanctioned for nonparticipation in work activities if child care is unavailable;
• Specific estimates of funding shortages for child care for state fiscal year 98-99 should be developed;
• Additional funding for retention of North Richmond 376 line, expansion of service and other transportation
activities should be obtained;
• Funding should be provided for purchase of autos and/or payment of auto registration and auto insurance from
CaIWORKs diversion or other sources;
• Legislative advocacy should include exemption from auto license fees, and low-cost insurance, for CaIWORKs
participants;
• Public agency and community group representatives should collaborate to advocate for legislative changes that
benefit CaIWORKs participants;
• The public and elected officials need to be educated about the issues relating to welfare reform and poverty;
• Housing concerns, such as high rents, lack of affordable housing, lack of shelters for the homeless and federal
housing rules that conflict with CaIWORKs requirements should be addressed;
• The SSD should negotiate with utility companies to ensure that CaIWORKs participants can access payment plans;
• Food issues,such as wider availability of food bank stock,more and appropriate food,need for cooking/nutrition
education and confidentiality barriers that result in abuse, should be addressed;
• Access to health services,mental health and substance abuse services should be increased and these services should
be culturally and linguistically appropriate;
• Lack of automation to determine eligibility and track participation and exemptions should be addressed;
• Specific funding for programs and services provided by faith-based and non-profit organizations should be
provided.
Many of the participants at this meeting stated that they had been unable to access a copy of the CaIWORKs Plan
draft at local libraries during the comment period. Another meeting was set for December 12, 1997 to ensure that
their concerns were reflected in the Plan and to provide a list of programs and services offered in the countyby
faith and non-profit organizations represented by this group.
Other written public input included 54:
53SeeAttachment L
54SeeAttachment L
40
• A response to the County CalWORKs Plan, received on December 1, 1997, prepared jointly by the
Contra Costa Legal Aid Foundation and the Legal Aid Society of San Francisco's Employment Law
Center;
• A critique of the CalWORKs County Plan Draft from Gwen Watson for the League of Women Voters;
and
• Comments on the county's CalWORKs draft from Rob Draim of Shelter, Inc.
Public comment from the presentation of the final Plan draft at the Familiy and Human Services Subcommittee of
the county Board of Supervisors on December 8, 1997 are also included in Attachment L. Individual responses
will be prepared for written comment. As a result of the comment, some changes, corrections and additions in
Plan language were made. Much of the comment concerns operational aspects that will be considered in the
months ahead as implementation strategies are more fully developed.
It is emphasized that the planning process for welfare reform will continue beyond what is set forth in the County
Plan and that the many collaborators who seek ongoing involvement in the county's welfare reform efforts are
welcome to participate.
Public Information
Social Service staff have conducted and continue to roll out a number of public information efforts, including:
g
• Welfare Reform Bulletins and an SSD Briefing Folder
• Targeted mailers to CalWORKs participants--the first three are planned for information about grant level changes,
new welfare fraud penalties and immunization requirements.
• Press releases and interviews with local media to inform about welfare reform issues and initiatives
• Grand Jury, Child Welfare Subcommittee briefing
• "What will Welfare Reform Mean to You and Your Family?"brochure
• Contra Costa Television program on the Children's Report Card
• Toll-free Welfare Reform Information and Question Line
• Social Service Rapid Response Team Speaker's Bureau (trained to make community presentations)
41
Section XII
(1) SOURCE AND EXPENDITURES OF FUNDS"
State and federal law provide that a variety of local, state and federal agencies are responsible for funding
programs and services for families participating in the CalWORKs program 56. The primary source of funding for
the CalWORKs program is the Social Service Department allocation,made up of a combination of TANF block
grant, state and county funds. This funding is primarily dedicated to cash aid payments; additional funding is
allocated for administrative costs and Welfare-to-Work Services, including supportive services.
Other county departments and county, state and federal agencies have also been allocated funding which is
dedicated to programs and services for CalWORKs participants. These additional sources of funding include:
• Community Colleges allocations for programs and supportive services (notably child care);
• Adult Education and Regional Occupational Center/Program allocations;
• Federal Welfare-to-Work formula grants to states, distributed to local Private Industry Councils;
• Child care funds administered by the state Department of Education,some of which are allocated directly
to county Social Service Departments and others of which are allocated to local Alternative Payment
Providers (the county SSD, the Child Care Council and the PACE program).
Many other sources of funding are dedicated to programs and supportive services that are not specifically
earmarked for CalWORKs participants, but which may be utilized for CalWORKs families who meet needs-
based or other criteria. These sources include,but are not limited to:
• Employment Development Department job services;
• Child care funding other than the Stage 1, 2 and 3 allocations;
• Housing Authority housing and employment programs;
• Community- and faith-based employment, training and supportive services;
• Public/non-profit employment, training and/or supportive services programs;
• JTPA-funded training and j ob-readiness programs.
55STATEDSS OUTLINE SUGGESTS: »PROVIDE A BUDGET SPECIFYING YOUR COUNTY,,S ESTIMATED
EXPENDITURES AND SOURCE OF FUNDS FOR THE CALWORKS PROGRAM ON THE FORMS PROVIDED.
YOUR BUDGET SHOULD MEET THE REQUIREMENT OF WIC SECTION 15204.4 WHICH SPECIFIES THAT EACH
COUNTY SHALL EXPEND AN AMOUNT FOR THESE PROGRAMS(ADMINISTRATION AND SERVICES)THAT,
WHEN COMBINED WITH FUNDS EXPENDED FOR THE ADMINISTRATION OF FOOD STAMPS,EQUALS OR
EXCEEDS THE AMOUNT SPENT BY THAT COUNTY FOR CORRESPONDING ACTIVITIES DURING THE
1996/97 FISCAL YEAR. [REFERENCE:WIC SECTION 1053101"
56SeeAttachment M for documentation of SSD,Communi Colleges,Ad.Ed./ROC/P and federal Welfare-to-
Work
g a Welfare to
Work allocations.
42
As the CaIWORKs program becomes operational,it is expected that funding estimates will become more specific
and that better information regarding ongoing funding needs will be developed.
43
Section XIII
(m)ASSISTING FAMILIES TRANSITIONING OFF AID 57
Employment
A variety of initiatives begun in the past year, and in various stages of implementation,will assist CalWORKs
participants who leave aid due to employment. Transitional benefits include child care and Transitional Medi-
cal. Other services in place or planned include case management and supportive services for employment
retention and the development of services in several agencies to assist the general public,including low-income
CalWORKs or former CalWORKs participants,to increase their education,job skills and employment potential.
As part of last year's Social Service Income Maintenance/GAIN Bureau Redesign, work stations have been
established in the lobbies of the 4 major AFDC benefits offices(Antioch,Martinez,Richmond and Hercules)and
staffed with individuals who help participants access a variety of community and employment-related resources.
The Antioch office has established a separate Resource Room with computer and phone banks for j ob-seekers
and those needing to access employment-related resources. This Resource Room is open to the general public.
The Community Resources Task Force has researched and developed a proposal to allow access to community
and employment-related resource information via kiosks in SSD lobbies.
Other community initiative such as the One Stop Career Centers will provide ongoing employment and training-
related support, as well as access to information about supportive services and lifelong learning opportunities.
Time Limits
At this time, planning for assistance to families transitioning off CalWORKs due to time limits is in the very
initial stages. The number of persons affected and impact of time limits is not well-defined. County staff will be
closely following research on programs in states which obtained federal waivers to establish time limitsp rior to
the enactment of federal welfare reform.
At this time it is anticipated that families exiting the CalWORKs program due to time limits will be offered:
• safety net benefits for children;
• continued participation in programs such as Medi-Cal and Food Stamps as determined eligible;
• referrals to community resources;
• employment-related resources such as Private Industry Council/ Adult Education, ROP, community
college and other training programs;
• referrals to public health and mental health services;
• other referrals as appropriate.
57STATEDSS OUTLINE SUGGESTS: "PLEASE DESCRIBE HOW THE COUNTY WILL WORK WITH FAMILIES
TRANSITIONING OFF AID.THE DESCRIPTION SHOULD INCLUDE(1)ASSISTANCE FOR THOSE INDIVIDUALS
WHO TRANSITION OFF AID DUE TO TIME LIMITS,AND (2)THOSE WHO LEAVE AID DUE TO EMPLOYMENT.
[REFERENCE:WIC SECTION 10531(M)]"
44
Section XIV
(n)JOB CREATION 58
In the course of the last two years,collaborative efforts have begun to build a system of workforce development
and economic development in Contra Costa County. In August, 1996,the leaders of business,public and private
sector organizations held a forum at which they declared their commitment to a workforce preparation and
economic development collaborative. In February, 1997, those leaders formed the Workforce Development
Advisory Panel, which brings together the leaders of local employment and training, economic development,
social service, labor, education and the employer community. This group is engaged in developing short- and
long-term strategies that benefit all Contra Costa citizens,regardless of income level,by designing programs and
services that are aimed to produce an experienced, educated and trained labor force for a vibrant, growing and
multi-occupation business community.
Extensive analysis of the available labor market information is seen as one of many tools to achieving the goals
of both welfare reform and of overall economic and workforce development in the county. Application for
recently-enacted Job Creation Investment Fund is being pursued. Other possible funding sources for economic
and workforce development include the Regional Workforce Preparation and Economic Development Act,EDD
Job Creation funding and federal JTPA Welfare-to-Work competitive grants.
Social Service staff have recently been recruited to join local Chambers of Commerce as just one of many efforts
to establish SSD linkages with the employer community. The regional alliances such as the one supporting the
EastBay Works project are expected to produce an expansion of capacity to link with employers and draw the
attention of potential employers to our region.
In addition to efforts to attract new business to the area,continued job creation efforts will focus on expansion of
existing local job opportunities. One Stop Career Center planning,as well as planning for the Instructional and
Job Training Plan due in March, 1998,will include efforts to provide opportunities for those already in the work
force to better their skills,resulting in movement up the job ladder and the creation of vacancies in existing entry-
level
-
level obs.
58STATEDSS OUTLINE SUGGESTS: PLEASE DESCRIBE THE EFFORTS THAT HAVE BEEN UNDERTAKEN,OR
THAT THE COUNTY PLANS TO PURSUE,RELATING TO THE JOB CREATION PLAN DESCRIBED IN CHAPTER
1.12(COMMENCING WITH SECTION 15365.50) OF PART 6.7 OF DIVISION 3 OF TITLE 2 OF THE
GOVERNMENT CODE."
45
Section XVI
(p) COMPLIANCE WITH REQUIREMENTS OF CaIWORKS60
Two-parent families are required by state law to participate in work activities for 35 hours per week in the
county's Welfare-to-Work Services program. This requirement may be shared by the parents as long as one
parent meets the federal minimum participation requirement of 20 hours per week. The county has the option to
set the participation rate for single-parent families from 20-32 hours per week as long as state law requirements
of(20 hours--1/98-6/98; 26 hours--7/98-6/99; 32 hours--7/99 and continuing) are met.
Contra Costa County will require Ca1WORKs participants in WTW Services to participate 26 hours per week in
single-parent families,and 3 5 hours per week in two-parent families. This requirement begins when the Welfare-
to-Work Services program begins(target date: 3/98 for new CaIWORKS applicants,4/98-12/98 for CaIWORKs
participants) and affects the individual at the time that individual enrolls in the WTW Services program.
26 hours per week was chosen for several reasons:
• Minimize disruption in the start-up phase of the program. The program is scheduled to start in March and
state law requires a change to at least 26 hours in July.
• Ensure a quality experience in the initial job services phase. This phase,which includes"job club"job
readiness services, is considered critical to a successful entry into the labor force. "Job club" as it
currently exists is 28 hours/week and,if minimum participation were reduced below 26 hours,would not
offer the quality of service that the current program provides.
• This level of participation was determined to ft participant and administrative needs in the initial stage of
the program. Any individual wishing to participate more than 26 hours is free to do so.
• State law increases the single-parent requirement to 32 hours per week in 7/99. By that time all existing
participants will be enrolled in WTW Services and capacity to increase hours of participation will have
increased as well.
Some single parents will be required to participate in WTW activities 32 hours per week, specifically those in
Self-Initiated Programs. Those participants, however, may count classroom, lab and internship time in the 32
hour requirement, as well as participate in work-study.
Effective December 1,2004, all new CaIWORKS Welfare to Work participants will be required to engage in at
least 20-hours of core activities related directly to employment. In ongoing cases, participant plans will be
reviewed to ensure that each participant meets the 20-hours of core activities required under SB 1104 by March 1,
2005. Non-core hours required to support a core-hour activity or promote self-sufficiency will be reviewed based
on SB 1104 approval criteria. If appropriate, non-core hours will be accepted on an individual basis.
60STATEDSS OUTLINE SUGGESTS: "UNDER CALWORKS COUNTIES ARE REQUIRED TO ENROLL SINGLE
PARENT FAMILIES IN WELFARE-TO-WORK ACTIVITIES FOR A MINIMUM OF 20 HOURS PER WEEK
BEGINNING JANUARY 1,1998,26 HOURS PER WEEK BEGINNING JULY 1,1998,AND 32 HOURS PER WEEK
BEGINNING JULY 1,1999. [REFERENCE:WIC SECTION 11322.8(A)] PRIOR TO JULY 1,1999,COUNTIES HAVE
THE OPTION TO REQUIRE ADULTS IN SINGLE-PARENT ASSISTANCE UNITS TO PARTICIPATE UP TO 32
HOURS PER WEEK. DOES YOUR COUNTY INTEND TO EXERCISE THAT OPTION? [REFERENCE:WIC
SECTION 11322.8(A)]n
47
Section XVII
(c) INTERACTION WITH AMERICAN INDIAN TRIBES61
Contra Costa County has a coordinator in place who will work with Tribal TANF and develop appropriate
Memoranda of Understanding.
61STATEDSS OUTLINE SUGGESTS: "PLEASE DESCRIBE THE DISCUSSIONS THAT HAVE OCCURRED U RED WITH
RESPECT TO ADMINISTRATION FOR THE FEDERALLY RECOGNIZED AMERICAN INDIAN TRIBES LOCATED
WITHIN YOUR COUNTY. THIS SHOULD INCLUDE WHETHER THE COUNTY WILL ADMINISTER THE
PROGRAM,WHETHER THE TRIBES WILL ADMINISTER THEIR OWN APPROVED TRIBAL TANF PROGRAM,OR
WHETHER THERE WILL BE JOINT COUNTY/TRIBAL ADMINISTRATION. [REFERENCE:WIC SECTION 10553.21"
48
Section XVIII
CERTIFICATION
THIS PLAN HAS BEEN DEVELOPED IN ACCORDANCE WITH THE APPROPRIATE FEDERAL,STATE
AND COUNTY LAWS AND REGULATIONS. THE TERMS OF THIS PLAN, INCLUDING ALL
CERTIFICATIONS WITHIN THIS PLAN,AND ALL APPLICABLE LAWS AND REGULATIONS WILL BE
FOLLOWED DURING THE IMPLEMENTATION AND EXECUTION OF THIS PLAN.
L V,00,�
�—
John Cullen, Director Gay 1 B. Uilkem Chair
Social Service Department Board of Supervisors
49
Section XIX
LIST OF ACRONYMS
AdEd Adult Education
ABE Adult Basic Education
AFDC Aid to Families with Dependent Children
APP Alternative Payment Providers(Child Care)
DAFS District Attorney Family Support Division
EDD Employment Development Department
ESL English as a Second Language
FS Food Stamps
GA General Assistance(County-funded cash aid services)
GAIN Greater Avenues for Independence(SSD Employment Services program)
GED General Equivalency Degree
HSD High School Diploma
IM Income Maintenance(Social Service AFDC,FS, GA,MC programs)
JTPA Job Training Partnership Act
MC Medi-Cal
OJT On-the-Job Training
PIC Private Industry Council(JTPA Service Delivery Area)
ROC/P Regional Occupational Center/Program
SDA Service Delivery Area(for JTPA funds)
SSD Social Service Department
50
WIC Welfare and Institutions Code
WTW Welfare-to-Work
51
Section XX
LIST OF ATTACHMENTS:
A "Focusing on Employment",WGAIN Redesign Plan(synopsis)
B Community Colleges CalWORKs service delivery Plans and current degree/certificate programs
C List of Adult Education and Regional Occupational Center/Program services
D Contra Costa County Occupational Training Matrix
E. List of training and employment services offered through Richmond Works, a subsidiary of the City of
Richmond Private Industry Council
F Surveys and Analyses of Local Training and Education Levels
G Labor Market Information
H Social Service Department CalWORKs Service Delivery Model
I Stage 2 Child Care Agreement
J Transit Activities Report
K Domestic Violence and Welfare Reform
L Faith-Based Organizations Representatives Welfare Reform Points and November 25, 1997 Meeting
Agenda
M Source and Expenditures of Funds Documentation for Social Service Department,Conn aunity Colleges,
Adult Education and Regional Occupational Center/Program and Federal Welfare-to-Work Funds to
Local Private Industry Councils
N Workforce Development Advisory Panel Roster
0 Non-Custodial Parent Employment and Training Demonstration Proposal
52