Update on Welfare Reform Planning
County of Santa Clara
Social Services A^^enc>'
I 723 Tfchiiology Dri\t'
San Jose. California 031 i()-i3tiO
Memo
To:
Interested Community Members
From:
Alette Lundeber®
Subject: Update On Wei’
Date:
sform Planning
June 2, 1997
Last spring you attended a welfare reform planning session hosted by the county. At
that session, many ideas and concerns were expressed regarding the Impact of welfare
reform on Santa Clara County. A result of this session was the development of the
Santa Clara Valley Employment Support Initiative (ESI), a community planning effort to
develop positive alternatives to the damaging affects of welfare reform. In December of
1996, the ESI produced a model design for a new system of services.
This winter work has continued on the ESI. Two weeks ago the first ESI Action Plan
was produced. This plan describes initial efforts to address welfare reform in our
community. It reflects a multitude of Innovative efforts, and it also reveals gaps that
must be addressed.
A summary of the ESI Action Plan is enclosed for your review. If, after reading this
document, you or your organization would like a presentation on this plan, please
contact Gil Villagran, SSA Public Information Officer, at 441-5626. Or if you would like
more information on the planning process itself, please contact Alette Lundeberg ESI
Team Leader at 441-5826.
Thank you.
Ii().ir<l ()l SuperN isors: l)t)n,il<l ICtuiniy Ivxci Mii\c: Hi< hnreI \\iiiriilH iy;
Pl.mc .1 Aivni.i.i. >.
M( I li i.ui i
i.inio I 1-’.<mI1 l[ ,
i<).s( •[)ti Si(Dili.Ill
Sc ;
County of Santa Clara
Social Services Agency
1725 Technology Drive
San Jose. California 951 10-1360
May 16, 1997
TO:
Santa Clara County Board of Supervisors
Santa Clara Valley Employment Support Initiative Oversight
Committee, Interested Partners and County Staff
FROM;
Yolanda Lenier Rinaldo, Director^
Santa Clara County Social Seryio
SUBJECT:
g
EMPLOYMENT SUPPORT INITIATIVE ACTION PLAN
Attached is the first implementation report for the Santa Clara Valley
Employment Support Initiative: An Agenda for Children and Their Families.
The Employment Support Initiative (ESI) Action Plan reflects the initial
accomplishments of the community planning process that was launched in
early 1996. This document, which will be updated quarterly to reflect new
and/or changing initiatives as well as to reflect any legislative action, will give
readers an overview of what services have been developed in response to the
ESI model that was published in December 1996. In reviewing the attached
materials, it is hoped that the reader is able to see the multiple efforts
underway that will demonstrate progress towards our long-term vision
of developing a community-wide system that strengthens low-income
parents’ access to the resources they need to care for their children
through employment and related services. Your review of these materials
should also assist us in identifying service gaps not yet addressed through
this Herculean planning process. These service gaps will be referred to our
four standing committees [Immigration, Children and Youth, Client
Leadership, and Career Retention and Employment Services (CREST)]
and/or through ad hoc task forces, and/or through outreach to existing
collaboratives, and strategic partnerships.
Board of Supervisors: Donald F. Gage, Blanca Alvarado, Pete McHugh, James T. Beall Jr.. S. Joseph Simitian
C'.ouniy Executive: Richard Wittenberg
5-010
Santa Clara County Board of Supervisors
Page 2
May 16, 1997
The ESI Action Plan has been designed to give readers a view of planning
and implementation activities as they occur. Therefore, activities have and
will continue to be presented in future updates in six-month increments, or as
we’ve called them in the Plan, phases.
Phase II of this Plan is a key period, as it signifies the beginning of the County
and State fiscal year, as well as the County’s initial efforts to meet the
Temporary Assistance to Needy Families(TANF)work participation rates as
stipulated in the Personal Responsibility and Work Opportunity Reconciliation
Act of 1996. For FY 1997-98, states are required to serve 30% of all TANF
families which must include 75% of all two-parent TANF families. In Santa
Clara County as of May 1997, there are 17,344 TANF families who are the
focus of our service delivery system*. Therefore, thirty percent(30%)of this
total, or 5,203 cases, must be participating in work activities. The federal law
allows 20% of the total to be exempt from participation, however, no decision
has yet been made as to who should be exempted from participation.
ESI planning staff developed the above-referenced work participation targets
without the benefit of state regulations. Therefore, adjustments will likely be
made once the California Legislature passes TANF implamentation
legislation.
To meet the work participation rate of 5,203 active TANF cases (work
participation for single parents is defined as: a minimum of 20 hours weekly
of employment, work experience, short-term vocational training, job club, or
high school for teens; for two parent families participation must be 35 hours
per week of these activities) two systemic strategies will be utilized. First, the
GAIN program, with an anticipated budget of $15 million dollars will serve
approximately 7,000 participants. Additionally, the Agency’s Family Resource
Centers and Income Maintenance offices will provide verification of
employment and other allowable participation activities of the non-GAIN TANF
cases who report earned income.
*This figure does not include the child only TANF cases. It does include
TANF teen parents and TANF teens who are not in school.
Santa Clara County Board of Supervisors
Page 3
May 16. 1997
Therefore, approximately 10,000 participants will receive one or several of the
services described in the ESI Action Plan.
It is planned that 50% of the
10,000 participants served will secure employment.
To achieve this outcome, participants will be served through a variety of
venues. It is planned that 4,200 new participants will be served through the
various Employment Connection Centers described in the Action Plan with a
70% entered employment rate. The balance of the participants who do not
enroll in these up-front job services, or who do not maintain their jobs
(retention data reveals 25% lose their jobs after 180 days), will be enrolled in
short-term County-sponsored work experience or short-term vocational
programs offered by community colleges, adult education
programs, or
JTPA/Refugee funded community-based organizations.
When reviewing the Action Plan, these employment related activities will be
described as well as new initiatives that address critical issues that are
fundamental to the overall success of our TANF families. These initiatives
include changing the role ofthe Social Services Agency, developing long-term
employment retention services, devising new economic development
strategies and partnerships, and implementing pilot projects that strengthen
families’ access to quality child care and youth services for their children.
Historical data for the 10 years’ operating the GAIN program reveals that
low client show rates requires counties to offer services to a greater
number in order to meet participation rates.
YLR:AL:mer
Attachments
Santa Clara Valley
Employment
Support
Initiative
Action Plan
Phase I
Report
May 16, 1997
TABLE OF CONTENTS
Introduction
;
3
ESI Project Summary
Project List
Economic Development: Developing a Relationship with the
Private Sector and Cities
4-5
6-18
.19-26
27-31
Employment Centers
GAIN Employment Connection Centers
North Valley Employment Connection Center
South County Pilot in Gilroy
Hillsdale Employment Connection Center
Refugee Employment Support Center
Innovative Efforts
32-33
Department of Alcohol & Drugs(DADS)
Valley Health & Hospital System (VHHS)
ESO Annual Single Heads of Household Conference
New Times, New Opportunities Recruitment Fair
34-36
Education & Training Activities
Eastside Union High School District/GAIN Expanded Collaboration
Bus Driver Pre-Training
Mixed Language Job Clubs
San Jose/Evergreen Community College
Community College Consortium of Santa Clara CountyCurriculum Grant Proposals
Foothill/DeAnza Community College District “Orientation to Work" Pilot
Employment Retention (Support) Services
37-41
Extended Hour Job Retention Hotline
Silicon Valley Council of Nonprofits
Support Services Information Bank
Information and Referral Network
Transportation
Employment Assistance Network(EAN)
HUD/Housing Authority Projects
Child Support Services
42
Pilots
Automation
,43
Silicon Valley Private Industry Council (SVPIC)
NOVA Private Industry Council
1
44
Citizenship
,45-47
Children & Youth Services
Single Application for Child Care Subsidies
Parent Education
After-School Teen Programs
Determining AFDC/TANF Parents Utilizing CDE Subsidized Child Care
,48
Welfare Prevention
Welfare Prevention Loan/Grant
Case Management
Adult Education Coalition/GAIN Expanded Collaboration
49-50
Community College Consortium/GAIN Expanded Collaboration
Safety Net
Social Services Agency(SSA)Restructure
Public Assistance Eligibility Simplification
TANF Participation Special Committee
District Office Lobbies
Full Employment for Refugees Project
Mission City Economic Self-Sufficiency Project
Communication Plan
Collaborative Projects with Mental Health, Drugs, and Alcohol,
and Court Systems
Department of Aging and Adult Services Project
2
51
52-55
INTRODUCTION
This Action Plan represents the first phase of implementation of the Santa Clara
Valley Employment Support Initiative (ESI): An Agenda for Children and their
Families.
in 1996 hundreds of individuals gathered together to develop a vision of our
community’s response to federal welfare reform. This extensive community
collaboration resulted in a model system that would serve as the vehicle to
achieve our basic vision: to strengthen low-income parents access to the
resources they need to care for their children through employment and
related services.
The foundation of our expanding and evolving system is the County’s existing
GAIN program, whose pioneering efforts during the past ten years have resulted
in high levels of performance through solid partnerships with the education,
training, and business community. Building upon this base the ESI has
developed enhanced partnerships that are reflected herein.
Forging an expanded service delivery system that serves to meet our collective
vision requires the inclusion of new partners, many of whom are referenced
throughout this document. During this new period the ESI will operate with four
standing committees, including Children and Youth, Career Employment
Retention and Services(CREST), Client Leadership and immigration. Other ad
hoc committees may be assembled as needed, however, much of the future
efforts will likely be developed through strategic partnerships with institutions
and/or other collaboratives.
This Plan will be updated on a quarterly basis in order to share the development
and implementation of new collaborative efforts. Thus, this document reflects the
continuous nature of the planning process. This fluid process is a necessary
requisite for developing multiple strategies to assist the low income families in our
community to secure the tools necessary to achieve economic self-sufficiency.
3
ESI
PROJECT SUMMARY
Key: . Planning and Implementation: [
PHASE I
cVENT/ PROJECT
Operational:
PHASE II PHASE III PHASE IV PHASE V
4/15/97-
7/1/97 -
1/1/98-
7/1/98 -
1/1/99-
6/30/97
12/31/97
6/30/98
2/31/98
6/30/99
ECONOMIC DEVELOPMENT
Projects currently being developed
EMPLOYMENT CENTERS
GAIN Employment Connection Centers - Operational
22
North Valley Employment Connection Center
imHAii
iU
1
Employment Connection Center at Lundy PIC Office
Hispanic Chamber of Commerce/GAIN Pilot
West Valley/Mission College District Employment Centers
Refugee Employment Support Center Pilot
m
South County Pilot in Gilroy
Hillsdale Employment Connection Center
INNOVATIVE EFFORTS
New Times. New Opportunities Conference May '97
ESQ Annual Heads of Household Conference Sept '97
Coordinated Services for DAD/GAIN Clients
Valiev Health & Hospital Systems(VHHS) Outreach Piiot
Er
CATION & TRAINING
Mixed Language Job Clubs — JTPA 8% Contractors
Bus Driver Pre-Training Project
Eastside Union HS District/GAIN Expanded Collaboration
S:
Community College Consortium Collaboration
Foothlll/DeAnza College "Orientation to Work" Pilot
J
i
San Jose Evergreen WIN Program
EMPLOYMENT RETENTION (SUPPORT SERVICES)
Extended Hour Job Retention Hotline
Retention Services Pilot Collaboration
Chaiitech Civic Venture Funds
■■
<■
V
K.!
Silicon Valley Council of Nonprofits
—
Support Services Info. Bank/Info. & Referral Network
SSA General Fund Pilots
'
Housing Authority Pilot Projects
Transportation - Pianning for Welfare to Work
Emergency Assistance Network (EAN) Expansion
CHILD SUPPORT
SSA/Dlstrict Attorney Collaboration
Er
’oyment Referrals for Non-Paying Parents
AUTOMATION
NOVA PIC Proposal
Silicon Valley PIC Proposal
r,'r.
f
ESI PROJECT SUMMARY
Key:
Planning and Implementation: |
PHASE I
EVENT/ PROJECT
PHASE II PHASE III
Operational:
PHASE IV PHASE v|
4/15/97-
7/1/97 -
1/1/98-
7/1/98-
1/1/99
6/30/97
12/31/97
6/30/98
2/31/98
6/30/99
CITIZENSHIP
Citizenship Initiative
iii
ESO/GA Citizenship Collaboration
CHILDREN & YOUTH SERVICES
Parent Education Project
After-school Teen Programs Inventory
GAIN / Choices for Children Project
li
%
Single Application for Child Care Subsidies Project
WELFARE PREVENTION
Welfare Prevention Loan/Grant
I
X
CASE MANAGEMENT
Adult Education Coalition/GAIN Expanded Collaboration
Comm. Coll. Consortium/GAIN Expanded Collaboration
South County Pilot
WA'AWAW.-VAW.tf
GAIN Case Management Quality Initiatives
General Assistance Single Worker Pilot
Hmma
SAFETY NET
Food, Housing & Immigrant Services
SSA RESTRUCTURE
Mission City Economic Self-Sufficiency Project
3
/■
Change Management Training
District Office Lobbies
W.
JTPA Recruitment of SPEDY Parents
'
Department of Adult & Aging Services Project
Famiiv Resource Centers
Client/worker friendiv materiais & resources
*
\
^
%
VI.
Transitionai Child Care Extension
Transitionai Medi-Cai Extension
Coiiaborative Projects w/ Mental Hlth, Drug & Aicohol Crts
Department of Aging & Adult Services Project
West Valiev SSA Pilot
East Valley SSA Pilot
Communication Plan
21L2.
TANF Participation Special Committee
————*
-
1
Full Employment Pilot for Refugees
Eligibility Simplification
I
A
ESI ACTION PLAN
PROJECT LIST
PROJECT
DESCRIPTION
PROJECT TIME LINES: PHASE I 4/15/97-6/30/97
PHASE il 7/1/97-12/31/97 PHASE III 1/1/98-6/30/98
PHASE IV 7/1/98-12/31/98 PHASE V 1/1/99-6/30/99
ECONOMIC
The County
DEVELOPMENT
Executive
spearheaded this
effort through
muitiple meetings
with key
stakeholders
EMPLOYMENT
GAIN Employment
Co-location of GAIN & EDO
CENTERS
Connection Centers
(State Employment
Development) at King Rd. in
Currently in operation
East San Jose & in San Martin
North Valley
Employment
Co-location of NOVA & GAIN
Connection Center
services on the NOVA campus
in Sunnyvale
Employment
Co-location of GAIN & Silicon
Connection Center
Valley PIC (Private Industry
Council) employment services at
the PIC’s Lundy Avenue office in
at Lundy
Planning & development; implement 5/15/97.
Planning & development, Implement 6/1/97.
San Jose.
Hispanic Chamber
of Commerce/GAIN
Pilot
Co-location of GAIN employment Planning & development; implement 6/97.
services at Hispanic Chamber of
Commerce to serve member
businesses
ESI ACTION PLAN - PROJECT LIST
6
PROJECT
DESCRIPTION
PROJECT TIME LINES: PHASE I 4/15/97-6/30/97
PHASE II 7/1/97-12/31/97 PHASE III 1/1/98-6/30/98
PHASE IV 7/1/98-12/31/98 PHASE V 1/1/99-6/30/99
EMPLOYMENT
CENTERS(cont)
Skills Centers will be created on
West Valley/
Mission College
both campuses. Assist with
District Employment needs such as: counseling,
Centers
advising, assessment, career
readiness,job development
skills. Job search & placements,
basic skills assistance, selfpaced learning programs, selfesteem building.
Submitted funding proposal to Packard Foundation
Plan to serve at least 300 participants 7/97-7/98
See Phase II Plan to serve at least 500 7/98-7/99
See Phase IV
Refugee
This center will meet needs of
Employment
refugees who are working or lost bidder to be selected.
theirJobs. It will serve at least
Implementation in 7/1/97-6/30/98
Evaluation & modification as needed.
150 refugees who have been in
the U.S. under 5 years.
Support Center
Pilot
South County
Pilot in Gilroy
Co-location of GAIN, EDD,
JTPA, Income Maintenance,
A Request for Proposal for $277,000 has been issued with 1
Planning, development, & implementation
child support, & community
services.
Hillsdale
Employment
Connection
Center
A centerJointly operated by
GAIN, & Metropolitan Education
District(MED-formerly known
as Metropolitan Adult Education
Program[MAEPJ & Central
County Occupational Center
[CCOCJ)& others to provide
employment and training
services to the community
INNOVATIVE
New Times, New
A multi-organizational recruitment
EFF=ORTS
Opportunities
fair(the 1st) at San Jose City
College targeting the 6,000 persons
Recruitment Fair
Planning & development
Implementation by 12/97
Held on 5/15/97; evaluation will occur
on the GAIN waiting list
ESI ACTION PLAN - PROJECT LIST
7
PROJECT
DESCRIPTION
PROJECT TIME LINES: PHASE I 4/15/97-6/30/9/
PHASE II 7/1/97-12/31/97 PHASE III 1/1/98-6/30/98
PHASE IV 7/1/98-12/31/98 PHASE V 1/1/99-6/30/99
INNOVATIVE
ESO Annual Heads of
EFFORTS (Cont)
Household
This conference sponsored by
Employtpent & Social Opportunities
(ESO) will focus on employment &
Conference
Planning & development
Conference held 9/97 at Job Corps
welfare reform
Coordinated
Work with county Dept, of Alcohol
& Drug Services to develop a
services for
DAD/GAIN
clients
Planning & development
Implementation
system for substance abusers
clients to enroll in GAIN orJTPA
and receive support & guidance.
Valley Health &
Hospital Systems
(VHHS)
VHHS & Social Services are
EDUCATION &
Community College
Four community college districts
TRAINING
Consortium of
have worked in consortium with
Santa Clara
the GAIN program to develop an
innovative short-term training
opportunity that coincides with
County-Curriculum
Grant Proposals
Planning
exploring potential pilot projects to
recruit hard-to-serve populations
that qualify for Medi-Cal.
Phase I & II: Planning
Phase III: Implementation
TANF restrictions.
San Jose/
The “Workforce Initiative
Evergreen
Community College
Network:(WIN) Center will be a
One-Stop-Shop for education
and training for county residents
District
to enter or re-enter the
workforce and for individuals
impacted by welfare to work
legislation.
Hire/assign staff; organize and develop curriculum and
coordinate services; identify and market population;
coordinate with the social Services Agency; write grants and
begin to offer programs and services
Implement new curriculum; expand programs and services;
and pursue partnerships, grants, and FTES growth funds.
Implement partnership, secure facilities, staff programs and
services and coordinate with agencies and other community
Colleges; and seek supplemental funding.
4
i
c
ESI ACTION PLAN - PROJECT LIST
8
PROJECT
DESCRIPTION
PROJECT TIME LINES: PHASE I 4/15/97-6/30/97
PHASE II 7/1/97-12/31/97 PHASE III 1/1/98-6/30/98
PHASE IV 7/1/98-12/31/98 PHASE V 1/1/99-6/30/99
EDUCATIONS.
TRAINING (cont)
Foothill/DeAnza
A 5-week program for 200 TANF Planning
College “Orientation recipients
1st group of 50 begins 8/4/97
to Work"Pilot
Mixed Language
Job Clubs
Job Clubs for 1400 non-English
speaking GAIN registrants who
speak 23 languages other than
English, Spanish or Vietnamese
provided by some JTPA 8%
providers
Bus Driver
Valley Transit Authority(VTA)
Pre-Training Project will provide special access in a
5-week pre-training program for
TANF registrants, with goal of
qualifying for paid bus driver
training
Eastside Union
District/GAIN
Develop 20 hour per week work
experience program to
complement 20 hours per week
Expanded
ESL and Basic Education
Collaboration
classes
High School
Plan
Implementation through 6/30/98
Proposals written for submission to government & private
sources
Planned implementation
Plan & develop slots
Implement on an incremental basis
EMPLOYMENT
Extended Hour Job
To provide phone counseling
1st phase of hotline: child care info. & referrals, incl. care for
RETENTION
Retention Hotline
and referrals for services such
sick children.
as child care, nde-sharing,
career counseling, housing, and
(Comm. Coord. Child Care Council), Evaluate & modify as
(SUPPORT)
SERVICES
social services to low-income
working parents
Secure funding to expand existing 4 C’s Hotline
needed.
Launch 2nd phase adding information & referrals for other
services
ESI ACTION PLAN - PROJECT LIST
9
PROJECT
DESCRIPTION
PROJECT TIME LINES: PHASE I 4/15/97-6/30/97
PHASE II 7/1/97-12/31/97 PHASE III 1/1/98-6/30/98
PHASE IV 7/1/98-12/31/98 PHASE V 1/1/99-6/30/99
EMPLOYMENT
Retention Services
RETENTION
Pilot
(SUPPORT)
SERVICES(cont)
This partnership effort by the
state Employment Development
Department(EDD)Economic &
Social Opportunities(ESO), the
Center for Employment &
Training (CET), Foothill/DeAnza
College District, GAIN. & JTPA
was proposed by ESI Career
Retention Employment Support
Team (CREST)
Develop concept paper and request $20,000 planning funds
Secure funding; develop and implement pilot with 5-6 staff
Implement
Charitech Civic
Venture Funds
Approximately $230,000 has
been designated for welfare
Proposals have been submitted & evaluated.
Recommendations will be made public in June
(formerly United
Way Response
Fund)
reform services. Several
bidders will be selected.
Grants awarded; programs begin
Silicon Valley
Approximately $150,000 has
been secured from private
funding to enable this 40
Planning
Council of
Nonprofits
membef organization to develop
vanouSfStrategies for full
engagement in welfare reform
HUD/Housing
Authority Projects
- Family Self- Sufficiency(FSS)
Planning & Development
Program
- Family Unification Program
- Project Incentive
- Moving to Work
- Foundation For Employment
and Beyond
- Neighborhood Enterprise
Opportunities Network(NEON)
ESI ACTION PLAN - PROJECT LIST
10
PROJECT
DESCRIPTION
PROJECT TIME LINES: PHASE i 4/15/97-6/30/97
PHASE II 7/1/97-12/31/97 PHASE III 1/1/98-6/30/98
PHASE IV 7/1/98-12/31/98 PHASE V 1/1/99-6/30/99
EMPLOYMENT
County/SSA
Approximately $450,000 has
RETENTION
General Fund Pilots
been set aside from the Santa
(SUPPORT)
SERVICES(cent)
Clara County General Fund for
welfare reform and immigration
Requests for proposal have been reviewed:
recommendations to the Board of Supervisors
awarded; programs begin service
services
Emergency
Assistance Network
(FAN)
The EAN wiil work to expand
services through co-iocation with
SSA and iinkages with GAiN &
JTPA
Transportation
The Metropoiitan Transportation
Commission has initiated a
weifare to work planning process
in Santa Ciara County
Support Services
Automated access to
Information Bank/
information, application, &
Information &
Referral Network
referrals for employment-related
& community/social services
Research automation issues, systems & costs.
Discuss concept with community agencies to secure
collaborators. Finish research & solicit funding.
Secure automation funding & deveiop a support services
informationai website on the Internet (available on computers
in SSA lobbies).
Evaluate & modify website. Solicit funding for interactive
website.
Develop interactive internet web site.
CHILD
SSA/District
SUPPORT
Attorney
DA Family Support Division
(FSD)staff will participate in
Collaboration
orientations at the SSA
Deveiopment & implementation
Evaluate & modify as needed
Assistance Appiication Center
(AAC)
Employment
Referrals for Non-
Paying Parents
Non-paying absent parents will
be referred by the courts to
Planning & development
Implementation for 6 months; then evaiuation
JTPA, GAIN, and/or EDD
employment services
ESI ACTION PLAN - PROJECT LIST
11
PROJECT
DESCRIPTION
PROJECT TIME LINES: PHASE 14/15/97-6/30/9/
PHASE II 7/1/97-12/31/97 PHASE III 1/1/98-6/30/98
PHASE IV 7/1/98-12/31/98 PHASE V 1/1/99-6/30/99
AUTOMATION
Silicon Valley PIC
An electronic system will be
developed to link employment,
training, & welfare offices in the
Complete grant application
System planning & development
county
NOVA PIC
Three technology proposals for
advancds level networking have
System planning & development
been submitted.
CITIZENSHIP
Citizenship Initiative
CET, Catholic Charities, Central
Coast, and the County have
2778 citizenship applications Hied with INS from 1/97-4/97
(2/3 were public assistance recipients).
Soros grant application completed in 1996 & expected to
collaborated to help immigrants
apply for citizenship: their goal is provide additional funding.
3750 citizenship applications.
Assisted in development ofAB232(state funding for
citizenship efforts)
Advocacy to influence state and federal legislation for
immigrant needs
Proposal sent to INS for offsite processing of citizenship apps
Continue Phase I activities
Ensure disabled applicants have required disability exemption
from a doctor
Provide ESL, citizenship instructions, & tutoring to those who
have applied for citizenship.
Develop Immigration Workgroup recommendations for life
support. Continue Phase I activities.
Implement Immigration Work-group recommendations for life
support safety net needs.
ESO/GA
ESO staff & volunteers with
Citizenship
Russian language skills and
other language will help all non
Collaboration
Mailers sent to approximately 450 GA non-citizens in 5/97;
citizenship application assistance in 6/97 by ESO
citizen immigrants identified by
GA staff to complete citizenship
applications.
ESI ACTION PLAN - PROJECT LIST
12
PROJECT
DESCRIPTION
f
PROJECT TIME LINES: PHASE I 4/15/97-6/30/97
PHASE II 7/1/97-12/31/97 PHASE III 1/1/98-6/30/98
PHASE IV 7/1/98-12/31/98 PHASE V 1/1/99-6/30/99
CHILDREN &
Parent Education
GAIN, ESI staff, YWCA Parent
Education and 4 C’s Council will
YOUTH
SERVICES
Review existing materials
Implement at GAIN & SSA offices
develop education materials on
child care choices, child
development, & parenting skills
After-school Teen
Conduct initial assessment to
Programs
determine what's available in the
Planning
community and to identify where
gaps exist.
GAIN/Choices for
ESI staff will work with Choices
Children Project
for Children to identify their
AFDC/TANF parents to
determine whether or not they
are active in GAIN. If not they
will receive priority enrollment.
Single Application
Eliminate duplication and excess Develop a collaboration of locai child care groups to develop
paperwork by developing one
the single application
application for use by all
for Child Care
Subsidies
Planning
programs
WELFARE
Welfare Prevention
PREVENTION
Loan/Grant
The project would offer
temporary assistance for
families that don’t want welfare,
but need help with work or living
expenses(such as car repairs)
Secure funding
Implement pilot program
to find or keep a job.
Tracking & evaluation of program effectiveness
Research, planning, & program development for pilot
program at the SSA Assistance Application Center(AAC).
I
(
ESI ACTION PLAN - PROJECT LIST
13
PROJECT
DESCRIPTION
PROJECT TIME LINES: PHASE 14/15/97-6/30/97
PHASE il 7/1/97-12/31/97 PHASE III 1/1/98-6/30/98
PHASE IV 7/1/98-12/31/98 PHASE V 1/1/99-6/30/99
CASE
Adult Education
MANAGEMENT
Coalition/GAIN
Expanded
Collaboration
Proposal to extend current 10year collaboration. GAIN site
representatives at Adult
Education taking on expanded
case management duties
previously performed by GAIN
Planning & training
Implementation
case managers
Community College
Current 10-year collaboration to
Consortium/
be extended: GAIN liaison
GAIN Expanded
representatives at community
colleges taking on expanded
case management duties
previously performed by GAIN
Collaboration
Planning & training
Implementation
case managers
South County
Pilot in Gilroy
Co-located County GAIN &
Planning and implementation 7/1/97
Income Maintenance
caseworkers will be crosstrained & work as a team with a
community social worker.
GAIN Case
Management - Re
engineering for
Greater
Group referrals, orientations, &
Implementation
case management to utilize staff Monitoring & evaluation, modify as needed
more effectively & meet new
federal participation rates
Participation Rates
General Assistance
SSA inhome Maintenance &
Single Worker Pilot
Vocational Services functions
Planning & development
Implementation
will be Combined & performed by
a single worker.
ESI ACTION PLAN - PROJECT LIST
14
PROJECT
DESCRIPTION
PROJECT TIME LINES: PHASE I 4/15/97-6/30/97
PHASE II 7/1/97-12/31/97 PHASE III 1/1/98-6/30/98
PHASE IV 7/1/98-12/31/98 PHASE V 1/1/99-6/30/99
SAFETY NET
Food, Housing, &
Immigrant Services
United Way is spearheading a
community effort by business,
non-profits, & government to
increase local capacities & fill
the gaps caused by welfare
Planning & development
Implement 1st phase to provide needed
food for immigrants losing Food Stamps
reform
SSA
Mission City
Determine whether different
RESTRUCTURE
Economic Self-
approaches are useful for
development of self-sufficiency
for TANF cases & Food Stamp
only cases.
Sufficiency Project
TANF Participation
Special Committee
Family Resource Centers and
Initial assessment
If indicated, developments,
implementation of strategies Monitoring & evaiuation
Modify as needed
Phase I Planning and Implementation
most District offices will serve
20% of caseload (3,900)
reporting earned income to
ensure clients are working 20
hours per week.
Change
Management
Training
The So((ial Services Staff
Development and Training
section will train or coordinate
training in this area
Training has occurred and will continue for Food Stamp
welfare reform changes. Other program changes will be
trained as they become known. Change Management
training will be given for all staff in Juiy. Training will also be
given for all staff on welfare reform.
District Office
Convert lobbies to Employment
Lobbies
Resource Centers:
a. Re-decorate with a “new
Modify lobbies by 6/30/97
Secure and Install lobby computers
look”focusing on employment
b. Provide computers in
lobbies for self-directed Job
search.
ESI ACTION PLAN - PROJECT LIST
15
PROJECT
DESCRIPTION
PROJECT TIME LINES: PHASE I 4/15/97-6/30/97
PHASE II 7/1/97-12/31/97 PHASE III 1/1/98-6/30/98
PHASE IV 7/1/98-12/31/98 PHASE V 1/1/99-6/30/99
SSA
Family Resource
RESTRUCTURE
Centers
(Cont)
SSA's Gilroy, Ujirani, Nuestra
Casa, & Asian Pacific Family
GAIN Job Club currently located at Ujirani.
Resource Centers will add
Plan & implement addition of employment information to all
centers. Evaluate & modify as needed
information on employment
services to their operations.
GAIN Job Clubs will be located
at Centers where possible.
Client/worker
To help clients seek, obtain &
keep a Job and understand
resources to secure federal/state program
employment
friendly materials &
Develop materials & resources
Implement use of materials & resources
Evaluate effectiveness of new materials & resources, revise if
needed
Transitional Child
Transitional Medi-
State legislation extended
Transitional Child Care(TCC)
benefrts from 1 year to 2 years
California has requested a
Cal Extension
waiver to extend Transitional
Care Extension
Medi-Cal(TMC) benefits from 1
year to 2 years.
Develop & implement district office competition to increase
caseloads.
Continue to increase caseloads
When the waiver is approved, Implement state regulations.
Develop & implement district office competition to increase
caseloads.
West Valley SSA
Co-location of GAIN & Income
Pilot
Maintenance at West Valley
Planning & development
Implementation in 9/97.
SSA Office
Evaluation, with modification as needed
Re-engineering offunctions at
East Valley. Co-location of
GAIN & East Valley Income
Planning & development
Implementation
East Valley SSA
Pilot
Evaluation, with modification as needed
Maintenance staff
ESI ACTION PLAN - PROJECT LIST
16
DESCRIPTION
PROJECT
PROJECT TIME LINES: PHASE I 4/15/97-6/30/97
PHASE 11 7/1/97-12/31/97 PHASE III 1/1/98-6/30/98
PHASE IV 7/1/98-12/31/98 PHASE V 1/1/99-6/30/99
SSA
Communication
RESTRUCTURE
Plan
(Cent)
Continue information sharing
with staff, ESI participants, & the
community. Develop &
Develop plan & begin Implementation
Continue implementation, modify as needed
Individual welfare reform
communication plans for each
Income Maintenance district
office
Welfare Prevention
See chart description under
Loan/Grant
WELFARE PREVENTION
Support Services
See chart description under
Information Bank/
EMPLOYMENT RETENTION
Information &
(SUPPORT)SERVICES
Referral Network
South County
See description under
Pilot
EMPLOYMENT CENTERS
Full Employment for Collaboration of Center Rd.
Distnct Office & GAIN to move
Refugees
part-time employed refugees to
full-time employment
Develop a strategic plan
Implement full-employment plan on 7/1; monitor & evaluate
Continue implementation, modify as needed
GA Single Worker
Concept
See chart listing under CASE
Eligibility
Simplification
Simplification of public
assistance rules, regulations, &
paperwork so staff & customers
Advocacy with state & federal legislators & administrators
and develop local Initiatives through re-engineering.
can focus on employment
Continue efforts
MANAGEMENT.
ESI ACTION PLAN - PROJECT LIST
k
17
PROJECT
DESCRIPTION
PROJECT TIME LINES: PHASE I 4/15/97-6/30/97
PHASE il 7/1/97-12/31/97 PHASE III 1/1/98-6/30/98
PHASE IV 7/1/98-12/31/98 PHASE V 1/1/99-6/30/99
SSA
RESTRUCTURE
(cont)
Collaborative
Department of Family &
Phase I Planning
Projects with
Children’s Services to link child
welfare families with
Phase II Implementation
Mental Health,
Drugs & Alcohol,
and Court Systems
employment support services;
address issues such as
substance abuse, domestic
violence and teen parens.
Dept. Of Aging &
Adult Services
Project
JTPA Recruitment
of SPEDY Parents
Assess welfare reform impact
and create an action plan for
elderly clients whose immigrant
status will disqualify them from
SSI, Food Stamps, senior
nutrition programs, and In-Home
Supportive Services (IHSS).
Planning
Implementation
identify AFDC/TANF parents of
Planning & development
SPEDY(Summer Program for
Implement, monitor, & evaluate
the Employment Development of
Youth) participants & recruit
them into GAiN
ESI ACTION PLAN - PROJECT LIST
18
WELFARE TO WORK
DEVELOPING A RELATIONSHIP
WITH THE PRIVATE SECTOR
AND CITIES
May 9,1997
County Executive’s Office
Jane Decker, Deputy County Executive
Katie Ryan, Intergovernmental Relations Manager
Intergovernmental Relations
70 W. Hedding Street, 11th Floor
San Jose California 95110
408-299-4313
19
WELFARE TO WORK
DEVELOPING A RELATIONSHIP WITH THE PRIVATE SECTOR AND CITIES
For the past few months, the County Executive's Office has been meeting with a
select group from private industry including representatives from the San Jose
Chamber of Commerce, the Manufacturing Group, Joint Venture:'Silicon Valley,
corporate and small business representatives, labor, and representatives of cities to
discuss how we should work with the private sector in moving welfare clients into
the workforce. What follows are some of the issues we have discussed with the
private sector, as well as with cities and their suggestions for moving welfare clients
into the workforce. Because welfare reform is a current major national topic, there
is a "window of opportunity" during which business and cities are expressing
interest in becoming part of the solution and exploring ways in which to contribute
to welfare to work.
The Santa Clara County Economy is robust.
While Santa Clara Coimty experienced a recession along with the rest of the State of
California from 1990 to 1994, the recovery of the local economy in 1995 and 1996 has
been strong. From mid-1995 to mid-1996, 50,000 jobs were added to the local
economy. Much of the job growth has been in the area of software and other high
technology jobs as well as business and other professional services. Most of these
jobs require a highly skilled workforce. Most economists feel the region's long-term
economic growth is promising primarily because of its high-teda researcdi and
development capacity. The Valley has also experienced grow^ in small companies
which have been major employers of welfare clients in the past and most likely in
the future. Because of the success of the region, however, the cost of living is high,
placing a burden on low wage earners.
1. THE CHALLENGE
Welfare reform requires welfare parents to be employed.
• The Personal Responsibility and Work Opportunity Reconciliation Act of 1996
sets strict work participation rates. Individuals are required to engage in work (as
defined by the state) once the state determines the individual is ready to engage
in work or has received assistance for more than 24 months. If the individual
refuses to participate in work, the state may impose a pro-rata reduction in their
grant. The required hours of work for one parent families is 20 hours in FY 1997
and 1998,25 in FY 1999, and 30 in FY 2000 and subsequent years. For two parent
families, the requirement is 35 hours a week beginning in FY 1997.
20
• The federal law also sets strict work participation rates that states and counties
must meet. In FY 1997, states must have 25 percent of all single parent families
receiving assistance in a work participation program. This requirement increases
5 percent each year imtil it reaches 50 percent in FY 2002. The rate for two-parent
families is 76 percent in FY 1997 and 1998 and 90 percent in FY 1999 and
subsequent years. A state who does not meet the minimum work participation
requirement will be sanction beginning with 5 percent and increasing 2 percent
year.
• In Santa Clara Coimty, when these work participation rates are applied, *
single parent aid recipients will need to be employed part-time or full-time, or be
two parent families will need to be
in work related activities this year. 1
employed this year. We are currently meeting our one parent work participation
rates but not our two parent rates.
* Waiting for numbers from the Social Services Agency.
Welfare clients are finding job opportunities.
• GAIN,the state-funded job training program for welfare clients, expects to train
and employ 3,000 people this year in part-time and full-time employment. Some
of these individuals will be referred to non-profit training centers, community
colleges, and JTPA funded programs for training and placement.
• Welfare parents also may self-refer to any of the above training resources
including community colleges and non-profit training centers.
• 75 percent of GAIN clients go through an intensive 8-week job club employment
program. 70 percent of those clients who complete the job club become
employed.
• Welfare parent also find jobs on their own.
n. THE BARRIERS
There are barriers to successful placement and retention.
It should be noted that Santa Clara Coimty has had success placing welfare clients.
There is an extensive list of large and small firms who hire welfare clients. While
some companies actually request our clients, many firms hire our clients after they
have been through education or training programs without realizing they are on
public assistance. However, some companies have some concerns about hiring
former welfare clients. These concerns differ depending on whether the employer is
a large or small firm. Listed below are concerns that are common to both small and
large companies as well as those that differ by size of firm.
21
Barriers Common to Both Large and Small Firms:
• Company Culture - Will the individual fit into the company culture?
• Personal Issues and soft skills/resiliency skills - Personal issues may interfere
with work. If the bus is late or if child care is a problem, the individual may not
show up.
• Training Programs - Not all current job training programs are meeting the needs
of businesses.
Barriers for Large Firms
• Child care liability issue - Fear of being sued if a child is injured prevents
businesses from establishing child care facilities at their work sites.
• Hard Skills - Many of the weU-paying jobs in the County require at least a
community college degree. Concern that welfare clients do not have this level of
education and training.
Barriers for Small Firms
• Liability issues - Fear of being sued if the worker is laid off or fired.
• Unemployment Insurance
unemployment insurance.
Would
like
some
relief
from
costs
of
• Workers Compensation - Would like some relief from workers compensation
insurance costs.
Barriers for Employees
• Self-sufficiency - Many clients can't make enough to support themselves in this
valley. Currently, approximately 6,500 out of a total of 22,000 of Santa Clara
County welfare clients are employed part-time or full-time but do not earn
enough to be self-sufficient and off assistance. The average hourly wage needed
•
•
•
•
•
to support one adult and two children in Santa Clara County runs from $15.44 to
$19.23 an hoiur depending on the age of the children and the childcare needs. The
average hourly wage of working welfare clients in Santa Clara County is $7.52.
Health Care - Fear of loss of medical coverage after going off assistance.
Child Care - Cost and availability are issues, especially for infant care.
Transportation - Their personal transportation is not reliable and pubHc
transportation does not run often enough to get them to their jobs.
Hard skills deficit - They do not have the skills needed to get a job.
Contingent labor market - As our economy has moved more and more into
temporary jobs, employees find that jobs end after a few months.
22
III. OPPORTUNITIES FOR SUCCESS
It is important to develop a coordinated approach to working with the employer
commimity since there is a range of activities in which they can be involved.
RECOMMENDATIONS:
• Convene a business advisory group.
- Membership should include large and small business representatives.
-
Should be 12-15 members for a short duration to kick off efforts.
- Group would assist us in designing a plan that meets our needs and their
needs.
• Work with the private sector on ways they can contribute to the welfare to work
effort in addition to hiring welfare clients.
These include:
Training - Ensure entry level workers have access to training to enable them
to move up in the organization. This frees up entry level positions.
Child Care - Explore the possibility of a child care fund. Some businesses have
expressed an interest in making contributions to such a fund so as to defray
the costs of child care for working welfare clients. The City of Palo Alto has
established and is currently utilizing a child care fund.
Mentoring - Start a mentoring program for welfare clients. Each business that
hires welfare clients could have a mentoring program with internal
employees mentoring new employees. This is done at Silicon Graphics.
Core Resiliency Skills - Ensure all welfare clients have the soft skills necessary
to obtain and keep a job. Use trainers from industry to talk with welfare
clients about what their company experts of employees. Trainers could
explore such issues as the importance of arriving to work on time, dressing
appropriately, getting along with fellow employees, and other basic skills
which will be needed to be successful on the job.
Support Services - Industries may be willing to contribute to funding for
support services to move people into the workforce. Examples include
agencies who provide professional clothing for our clients entering the job
market.
Work Experience Opportunities - Corporations and other private sector
entities could provide more unpaid work experience for welfare parents.
23
• Explore creation of intermediary employment agencies. An intermediary agency
could provide temporary and long-term workers for employers. It could cover
the medical, imemployment insurance costs, and worker compensation costs for
an initial period of time, as well as provide mentoring services. The agency
would follow up with the employer and employee to ensure an appropriate
match had been made and continue to provide support to both. If the first
placement fails, the agency would work quickly with the client to find another
job and address reasons for the first job loss. The Social Services Agency/GAIN
could develop into this model or the role could be taken on by a privately funded
non-profit agency. An example of this approach exists with Washington Works
in Washington D.C.
• Skills Inventory of Oiur Clients - Be able to state what skills welfare clients have
to offer so that we can tell industry. If a business calls and says it needs workers to
do a particular job, we should be able to indicate the number of clients who have
these skills.
• Silicon Valley Private Industry Council - The Private Industry Coimcil could
raise their requirements of job training programs so that long-term retention in
jobs is a primary standard for on-going fimding of programs.
• Non-Profit Job Training Facility - Work with City of San Jose to implement their
proposed non-profit training facility to help move clients into jobs. Expand and
replicate model if successful.
• City/County Job Fair - The City of San Jose is interested in holding a joint
city/county job fair which would include welfare recipients.
• Resource Mapping - Ensure that cHents know what resources are available in
their community. This may entail utilizing cmrrent listings of resources as well
as doing additional mapping or resources to examine after-school care programs,
child care, non-profit support services for a given community.
• Cities and NOVA PIC - Work with the NOVA PIC and cities to assume primary
role for achieving employment for welfare clients in their jurisdictions.
• Workers Compensation and Unemployment Insurance - Ask the Legislature to
provide funding to reduce the cost of worker's compensation and
unemployment- insurance for employers who hire welfare clients for the first 6
montl^ or year of employment or consider a coimty fimd to assist small
businesses with these costs.
• Support for Creation of Micro-Enterprises - The Coimty should assist clients in
accessing seed money to start small enterprises.
24
The County, through the ESI, has identified ways to address some of the earlier
issues raised.
These include:
• Support Services - Ensure that welfare clients have the support services they
need to maintain a job once they are hired. The Career Retention Employment
Support Team (CREST) may be one way of ensuring people have the support
services they need.
• Hotline - Provide clients with the support services they need through a 24-hour
hotline. The County is beginning to work on a pilot of this project with the 4 Cs
related to childcare.
• Transitional Benefits - Make sure clients are aware of and help them obtain
transitional benefits available to them to help move them into the workforce.
These include transitional medi-cal, child care and use of the Earned Income Tax
Credit.
• More Work Experience - Government could hire welfare clients initially for
work experience and then transition them to the private sector.
Possible solutions which did not seem to have as much appeal to private sector
representatives:
• Small businesses are not interested in wage subsidies because of the paper work
involved.
• Tax credits do not seem to have as much appeal. What industry wants most is
trained workers.
—Involvement of Cities in the Welfare to Work Effort
———
Although we have primarily outlined the recommendations developed from
engine of our local
discussions with the private sector, cities drive the economic
businesses.
Some of the
economy and play a primary role attracting and retaining
ideas discussed with economic development officers, dty managers and elected
officials include:
• Economic Development - Continue city economic development efforts to attract
and keep businesses in the commimity. Without jobs, welfare to work efforts
will fail.
25
• utilize Economic Development Offices to Link Employers with Welfare Clients Cities have relationships with companies that are located in their communities.
They can link their citj^s companies with qualified welfare clients. San Jose First
Employment Program is pre-screening and referring qualified applicants to San
Jose companies.
San Jose has agreed to work with private
employers in setting up a non-profit training center to provide training and on
site experience for former welfare recipients. Other cities could do the same. In
• Jobs and Job Development
the area of jobs, cities could hire or provide work experience to former welfare
recipients and encourage local businesses to do the same. The County has
experienced success in our program to hire welfare recipients and will be
expanding its efforts.
• Child Care - Like San Jose, cities can take the lead m developing after-school
child care as well as find solutions to the infant child care crisis. They could also
set up programs like the City of Palo Alto's childcare fund to encourage new
businesses that locate or relocate to provide funding or space for child care.
• Transportation - As member of the Santa Clara Valley Transportation
Authority, cities can apply pressure to this body for 24-hour bus service.
• Housing - Cities could use their 20 percent set-aside of redevelopment funds for
low income housing for the legal immigrants and aid recipients who will lose
their housing subsidies. Cities could also participate in a Housing Trust Fund.
• Crime Prevention - Cities have the primary responsibility in crime prevention
efforts. Cities should continue to try and develop activities for children through
Parks and Recreation as well as anti-gang efforts to keep kids that are no longer
supervised out of trouble,
y Resource Mapping - Cities have an imderstanding of what -resources are in
^ their communities. The Coimty should work with cities in identifying these
resources for welfare parents.
26
EMPLOYMENT CENTERS
Employment Centers will be “customer-friendly” and provide access to a menu of
community and government services onsite or by referral. Employment Centers
are currently functioning at GAIN and the North Valley Employment Connection
Center. Additionally GAIN offers monthly Job Clubs at the Ujirani Family
Resource Center and at the YWCA in downtown San Jose.
GAIN Employment Connection Centers
The Employment Connection Centers are multi-purpose facilities primarily serving
Santa Clara County employers, GAIN participants and a limited number of GA
participants. The Centers are located at GAIN’S Las Plumas office in San Jose
and at the GAIN Office in San Martin. The Employment Connection Centers are
the vehicles used to implement the latest and most successful techniques in
teaching self sufficiency and motivating participants to successful employment.
This is achieved through a component called networking which is based on the
Curtis and Associates Success Model.
Networking is a structured job search environment where participants look for
work under the guidance of a facilitator. The atmosphere is a dynamic one,
where participants are actively involved in locating leads through a variety of
avenues. At any given time, participants are employing the cold calling method of
job search using the yellow pages; others are searching job orders or job
announcement boards, faxing resumes or searching the classified ads. Still
others may be working on revising their resumes on the computer or improving
their typing speed. Each participant works closely with their team ofjob
developers in mapping out an employment strategy.
Key to the success of networking is how staff hold participants accountable, and
how participants hold themselves accountable. During the network orientation,
participants agree to a set of rules that define Networking as a Job. They agree to
punch a time clock in and out each day. When they are late, they give their
reasons to the group. The only time they leave the facility is for a specific job
search activity such as submitting an application or for a job interview.
Celebrations are a common occurrence in networking. Participants congratulate
each other when the prize of a job is attained and join in a group celebration.
These type of activities help to motivate and encourage participants towards
attaining employment.
27
other aspects of networking are designed to create a sense of urgency within the
group. Networking facilitators are responsible for making sure participants
conduct an active and productive job search. Job search efforts are reviewed in
a group setting to enhance motivation and share successful approaches.
Participant-developed job leads are shared with the group to further the
employment effort and to foster a sense of support.
For the Social Services Aoencv - The Employment Connection Centers offer
many advantages in program implementation and delivery of services. They
provide the capacity to serve larger numbers of participants through Networking the state-of-the-art job search program model. A model which is compatible with
the job search needs of a variety of agency program participants, the
Employment Connection Centers offer placement services to non-TANF
participants resulting in cost savings to the agency. Most important, the
Employment Connection Centers are staffed with professionals knowledgeable in
the local labor market, and dedicated to assisting participants to maintain an
employment focus. Additionally, through the Employment Connection Centers,
the agency expands it’s partnership with the private sector by providing services
directly to local employers in a variety of ways thereby continuing to forge a joint
solution toward meeting community needs.
For the employer - The Employment Connection provides a ready pool of
qualified, pre-screened candidates. Employers view the Employment Connection
as a valuable resource, where professional staff assist them in filling their hiring
needs at no cost Employers save money by eliminating costly newspaper
advertisements and save time by not having to review hundreds of resumes
before conducting interviews. Many employers in Santa Clara County have come
to depend on the EmploymerTt-Cormection as the means to linking them full time,
part time, permanent and temporary employees. In fact, several employers such
as Trend Plastics recruit and test applicants on site on a regular basis. Essential
to the success of the Employment Connection’s marketing effort is the staffs
participation and membership in employer organizations such as the San Jose
Chamber of Commerce and the Personnel Management Association of Aztian
(PMAA). The partnerships formed from these and other activities make it
possible for the Employment Connection to co-sponsor events like Employment
Connection ‘95 Job Fair which was held at the Santa Clara Convention Center as
an exclusive function for our participants.
For the participant - The Employment Connection serves as a drop-in facility
28
where professional staff assist individuals in preparing for job interviews and
make referrals to current job openings. Participants can also utilize the center’s
equipment to assist them in their job search effort: Job Listings: participants can
view current job openings on a computer using the Automated Listings (AL)
system or scan the job order bulletin boards Gob orders and announcements are
updated daily for the use of the employer and participant); Resource Material:
The center’s library provides information on labor market trends, building self
esteem, completing applications, resume writing, interviewing techniques, and
other job search related topics. Video Equipment: to take practice interviews with
the goal of improving one’s interviewing style and presentation can be accessed
at the facility; Video Tapes/Workbooks: to increase knowledge in a variety of job
search topics; Telephone Banks: for networking and cold calling techniques;
Macintosh/PC Computers: to create resumes, cover letters, thank you letters, and
other correspondence; Fax Machines/Typewriters: to send resumes,
correspondence, applications.
North Valley Employment Connection Center
In a collaborative effort with the NOVA Private Industry Council, the Social
Services Agency will be opening an Employment Connection Center in
Sunnyvale, California to serve North County TANF participants in early July,
1997. The collaborative effort will co-locate GAIN case managers, NOVA,
Employment Connection, and eventually eligibility staff to concentrate services to
job ready participants. NOVA staff has been contracted to facilitate the job
search workshop portion of Job Clubs and to provide referral and placement
services for both unsubsidized placements and work experience slots. GAIN job
counselors will staff the center and facilitate Networking sessions. NOVA’s inkind contributions include use of the NOVA’s Career Center anchOomputer Lab,
Internet access and resume services.
The North Valley Employment Connection Center will be located at the same site
as the Connect! One Stop Center which includes many partners such as EDO’s
Intensive Service Program and Pro-Match, NOVA Private Industry Council, and
other community organizations.
South County Pilot in Gilroy
The South County Pilot in Gilroy has been developed to enable individuals and
families to transition permanently from poverty to self-sufficiency, breaking the
29
generational cycle of welfare dependency. To accomplish this goal a multi
agency Employment Service Center will be developed, drawing on resources of
the whole community. The Employment Services Center will offer:
Health and social services necessary to the families well-being
Employment and training referrals
Employment support services, including job search, interview, resume, and
work ethic workshops; onsite child care and referrals; access to a clothes
closet, support groups and mentors
Support for employers willing to hire unemployed participants with little or
no experience
Continued assistance for new employees and their employers
Financial aid for individuals and families, loans for expenses required to
prevent the loss of a job
Members of an Assessment/Case Management Team (employment,
financial services, and social workers) would be available to assist as
customers assess their strengths and work toward independence.
Most of these services will be onsite. Information will be provided and referrals
will be made for local services, including any organization unable to physically
locate a staff person at the Center.
i
Hillsdale Employment Connection Center
In a collaborative effort with the Metropolitan Adult education Program (MAEP)
and Central County Occupational Center(CCOC), the Social Services Agency
will be opening an Employment Connection Center at their site on Hillsdale
Avenue. The Center will serve central San Jose TANPparticipants and be
available to non-TANF CCOC and MAEP students after hours. The collaborative
effort will co-locate GAIN case managers. Eligibility and Employment Connection
staff. Co-located staff will share resources, streamline procedures and services
in an effort to better serve agency customers.
Current projections expect the Center to be available during the first quarter of
1998.
Refugee Employment Support Center
The Refugee Employment Support Center will provide a variety of innovative
30
employment retention services for refugees. This Center is one of the new
models the Social Services Agency is launching as a part of the Santa Clara
Valley Employment Support Initiative. The Refugee Employment Support Center
will serve laid off, under-employed and part-time employed refugees by providing
a variety of job placement and skills upgrade services. It is planned that a
minimum of one hundred and fifty (150) refugees who are receiving or have
received AFDC/TANF, Refugee Cash Assistance (RCA), or General Assistance
(GA)will be served during a twelve month period beginning July 1, 1997. The
federal funds for this service, limit the target population to refugees residing in the
USA for less than 60 months. A contractor will be selected by the Board of
Supervisors to operate this project.
31
INNOVATIVE EFFORTS
Finding innovative and cost-effective approaches that successfully enable TANF
families to achieve self-sufficiency will be one of the overriding priorities for the
ESI. ESI staff will be outreaching to the to the non-profit community as well as to
business and other government sectors to design new solutions to.some of the
persistent personal and systemic barriers to economic self-sufficiency.
Department of Alcohol and Drug Services(DADS)
The Valley Health Hospital Services Department of Alcohol and Drug Services
(DADS), as a part of its managed care plan, has initiated a project that will
emphasize employment for substance abusers. This project will include the
development of a system to link inpatient and out-patient systems to GAIN and
JTPA program services. It will also focus on training GAIN, JTPA and
education/training providers on how to work more effectively with substance
abusers. Planning and implementation should occur this summer.
Valley Health and Hospital System (VHHS)
SSAA/HHS staff have met on May 6th and will meet again on May 23rd:
Information necessary to define the extent of the problem (ensuring all potentially
Medi-Cal eligible children and adults apply for Medi-Cal) was identified, including
potential target areas possible outreach strategies.
SSAA/HHS are exploring various pilot projects to expand access to Medi-Cal and
address barriers that result in low utilization of health care programs among
vulnerable populations (poor, elderly and disabled).
ESO Annual Single Heads of Household Conference
ESO’s Single Heads of Household Conference for 1997 will be held on
September 26 at the San Jose Job Corps, 3485 East Hills Drive. It will be an all
day event offering a job fair and a number of workshops on job-finding skills to
individuals interested in joining the workforce. Targeted employers at the job fair
will be those who have previous experience in hiring entry-level workers within
the welfare-to-work framework. Employability Workshops will include such topics
as where to find jobs, preparing resumes (clients will walk away from the
conference with an up-to-date resume), filling out application forms, interviewing
32
skills, appropriate workplace attitudes and dress, and current labor market trends.
There will also be workshops on Juggling Jobs and Families: child care,
parenting, money and time management. A free luncheon catered by the Job
Corps Culinary Academy will be provided. There will be free child care for the
children of participants. Current sponsors of the event include the following:
Economic and Social Opportunities, Inc., San Jose Job Corps, GAIN and the
Housing Authority. Additional sponsors are currently being sought.
New Times, New Opportunities Recruitment Fair
As part of the Santa Clara Valley Employment Support Initiative’s efforts to reach
out to TANF participants, GAIN coordinated with community colleges, community
based organizations and adult education programs to organize a full-day
recruitment fair on May 15,1997 as San Jose City College. Notice was sent out
to 7,000 TANF recipients. The fair allows service providers to make their
services known to TANF participants and to answer questions on training and
employment issues, and other community resources available to TANF recipients
and low-income families. The fair also allows TANF participants a chance to
listen to speakers on the topic of “welfare reform” and what it means to them.
The agenda involves ESI informational sessions, student support
services/financial aid and EOPs informational sessions. There are free child care
and lunch for attendants; informational flyers are available. There is also
entertainment, in the form of drama ensemble and music.
33
EDUCATION AND TRAINING ACTIVITIES
Santa Clara County is fortunate to be home to a vast array of outstanding
education and training providers. This network includes excellent private non
profit organizations funded by a variety of federal, state and local sources,
outstanding community college, and responsive adult education and regional
occupational training centers. All of these institutions have expressed interest,
and in numerous instances referenced in the ESI Action Plan, already launched
initiatives to increase services to AFDC/TANF participants.
Following are a sampling of some forward thinking innovations directly related to
skills training.
Eastside Union High School District/GAIN Expanded Collaboration
Eastside Union High School District’s Adult Education (EUHSD)program has
historically served large numbers of GAIN participants in need of English
language classes. With stand-alone English-As-A Second Language (ESL) not
being countable towards TANF work participation rates, GAIN has been working
with EUHSD to develop twenty hour per week unpaid work experience
opportunities to complement the hours per week of ESL classes (for a total of 4Q
hours per week).
EUHSD’s two labor organizations have agreed to this proposal in concept and will
be working with GAIN to develop several hundred work experience slots
throughout the district during the next year.
Bus Driver Pre-training
In collaboration with the GAIN program, Santa Clara Valley Transportation Authority
(VTA) has developed a project which will provide training to GAIN’S predominantly
women clients in a non-traditional, well paying field. Upon completion of the six-week
module, graduates will gain advanced customer service skills along with bus driving
proficiency and a Class B Commercial California Drivers License which qualifies them
for a variety of well paying jobs in a growth industry. VTA and GAIN are currently
finalizing funding proposals to submit to various sources.
Mixed Language Job Clubs
Santa Clara County’s Silicon Valley Private Industry Council and the NOVA
34
Private Industry Council have historically received a small amount of funding from
the California Department of Education to serve AFDC/GAIN participants. These
funds, known as State Education and Coordinating Grant(SECG)8% funds,
have come to local JTPA Service Delivery Areas for the past 9 years.
The Silicon Valley Private Industry Council (PIC) allocates approximately
$406,000 8% dollars to four contractors to provide remedial education coupled
with vocational training services for 125 GAIN participants. This year, the GAIN
program has identified an unmet need and has asked 8% contractors to
voluntarily convert their contracts from training into short-term job readiness and
placement services targeted for non EnglishA/ietnamese/Spanish speakers.
GAIN is able to provide job readiness and placement services through its
Employment Connection Centers for Spanish, Vietnamese and English
speaking participants. However, 1,400 AFDC participants who speak 23
other languages are in need of Job readiness and placement services.
With the cooperation of Silicon Valley PIC staff, two contractors have volunteered to
re-shift their 8% programs to serve a portion of these participants. These two
agencies. Center for Training and Careers(CTC)and Economic and Social
Opportunities, Inc.(ESO)will work with PIC staff and with GAIN/Refugee program
staff to develop this new service. GAIN/Refugee program staff will share numerous
curriculum models with CTC and ESO, including the successful 120 day Vocational
English as A Second Language coupled with Employment Services(VESL/ES)
curriculum currently used by refugee program contractors (including ESO), and the
Employment Connection Center curriculum. The planning and conversion of services
will be completed and ready to implement July 1, 1997.
San Jose/Evergreen Community College District
San Jose/Evergreen Community College District developed the “Idea Team” to
develop strategies and services in response to welfare reform. The Idea Team is
comprised of 3 sub-groups:
Workforce/Welfare to Work Education and Training Group
ESL/Basic Skills Group, and the
Student Support Services Group.
The Idea Team identified the needs of county residents seeking to enter or re-enter
the workforce and individuals impacted by welfare to work legislation. Thus the WIN
Center was proposed as a result of this process.
35
The WIN Center would establish a One-Stop-Shop for education and training. It
would provide short term, career ladder curriculum leading to employment and career
enhancement. Student support services would be available while enrolled, including
internships and job placement. This was approved in concept at the District’s May
Board meeting.
Community College Consortium of Santa Clara County - Curriculum Grant
Proposals
The four community college districts in Santa Clara County have worked in a
consortium with the GAIN program for the last ten years. In an effort to develop
innovative short-term training opportunities that coincide with TANF restrictions,
the consortium has submitted the following proposals:
• Funds for Instructional Improvement for $77,000, to establish a County Wide
Support Team
• Santa Clara County Social Services Agency for $198,000 to establish a County
Wide Employment Support Team
• United Way for $60,000 to foster Collaborative Training Services for Low Income
Families
• VATEA Title IIA for $94,866, to fund Curriculum and Professional Development in
allied Health
• Fund for Instructional Improvement for $131,330 to establish a Community College
Health Professions Education Consortium.
Other requests for workforce training proposals have been received and several
more are anticipated within the next few months.
Foothill/De Anza Community College District “Orientation to Work” Pilot
Foothill/De Anza Community College District has developed a six-week pilot
project that will provide intensive pre-employment services to 50 GAIN parents.
The project will include half days of career building and job readiness activities,
and half days of work experience. De Anza College’s Child Development Center
has reserved 25 slots for the children of the first group of participants to begin
August 4th.
36
EMPLOYMENT RETENTION (SUPPORT)SERVICES
Extended Hour Job Retention Hotline
The ESI planning process identified job retention services as one of the key areas
that must be addressed as the era of AFDC/TANF time limits begins.
Recognizing this need, the Career Retention and Employment Support Team
(CREST)designed a questionnaire that was sent to 500 GAIN participants who
had secured employment in 1996. The questionnaire, which was completed by
230 participants, asked general questions regarding needs of employed
participants. It also asked whether or not participants would use an extended
hour hotline and if so, what services would they be seeking through this hotline.
70% of the respondents said they would use a hotline service. The top three
areas respondents were interested in securing information via a hotline were
1) child care information, 2)job search/skills upgrade information, and
3)transportation assistance.
Drawing upon this data, the CREST team reviewed existing hotline services and
costs, and determined to test out the concept of an extended hour job retention
service. Focusing on the priority area of need - child care assistance - CREST is
working with the Community Coordinated Child Care Council (4C’s) who operate
a child care informational hotline from 8:30 a.m. to 4:30 p.m., five days a week.
4C’s has been asked to develop a budget that extends these services from 6:00
a.m. until 8:00 p.m., and includes funds for significant marketing of these
extended services. ESI plans to secure corporate funding to initiate this project
on a pilot 6 month basis beginning July 1, 1997.
Silicon Valley Council of Nonprofits
The nonprofit sector must be empowered to play a key role in any welfare reform
plan. Building community by strengthening the capacity of the sector is the stated
mission of the Nonprofit Development Center and of the Community Foundation
of Santa Clara County. Working together, these two organizations have jointly
facilitated the formation of an association of nonprofits in Santa Clara County,
called the “Silicon Valley Council of Nonprofits”.
The Nonprofit Development Center(NDC) has agreed to be the lead agency for
the project, at least initially. A newly awarded seed grant will enable the Silicon
37
Valley Council of Nonprofits(SVCNP)to strengthen the sector to participate fully
in the county’s plans for welfare reform, to involve the community in setting
priorities and crafting solutions, to provide a clearing-house of vital information
and resources, and, eventually, to build new relationships with the private sector
to find long-term solutions.
Support Services Information Bank
A Support Services Information Bank of employment-related and community
services will be located (usually in the lobby) at the Employment Centers. It will
offer information and referrals for job training and employment; and housing,
utility^or child care assistance/subsidies, among others. The Information Bank
will be easy for customers to use on their own, and help will also be available for
those who need it. The Support Services Information Bank will also be available
to the public, including families that already receive public assistance. The
services included in the Information Bank are listed in an Attachment.
The Support Services Information Bank will include information on the following
community and government services:
• Job listings
• Training and community college programs
• Child care payment programs and providers (Attachment 3 has more
information about child care services)
• Career (clothes) closet
• Transportation assistance
• Child support services
• Training and educational grants and loans
* Cash aid. Food Stamp, and Medi-Cal benefits (working families with medical
bills and no insurance who may be eligible for Medi-Cal will be encouraged to
apply)
• Other government benefits such as Social Security, and state unemployment
and disability insurance
• Money management counseling
• Housing assistance
•
Mental health services
•
Public health services
• Drug and alcohol abuse services
•
Domestic abuse services
38
Immigrant and citizenship services (Attachment 2 has more information about
these services)
Children and youth services (Attachment 4 has more information about these
services)
Teen parent services
Services for the elderly and disabled
Mentors and support groups, including Employment Retention Coaches
24-hour Job Retention Hotline.
A pilot version of the Information Bank will be established in the lobby of the
Santa Clara County Social Service Agency’s Assistance Application Center
(AAC). This service will eventually be automated, allowing information and
referrals to be provided electronically at the Employment Centers, other
government and community agency locations, and on the Internet.
Information and Referral Network
(
Once the Support Services Information Bank is automated, an electronic
information and referral system network will be established to connect
participating agencies with each other, and allow residents and caseworkers
throughout the valley to tap into the Information Bank data from locations outside
the Employment Centers.
Transportation
The Metropolitan Transit Commission (MTC), a regional transportation planning
body serving the nine Bay Area counties will be launching a pilot planning
process with the Employment Support Initiative: Specifically, Supervisor Jfrrr “
Beall, who is vice-chairperson of MTC will be convening the key players in Santa
Clara County Transit (including Valley Transit Authority and The Santa Clara
County Manufacturers Association) in late May to secure their participation in a
planning process whose purpose will be to increase welfare recipients ability to
access employment. MTC will be submitting a planning proposal request to the
Federal Transit Agency with the goal of securing the funding to implement the
planning process July 1, 1997.
Emergency Assistance Network(EAN)
For the past several years the United Way has funded a consortium of eight non39
profit organizations who provide one-time only rental payments to families in
demonstrable need. This consortium is known as Emergency Assistance
Network(EAN)and consists of the following organizations:
1. American Red Cross of Palo Alto
2. American Red Cross of Santa Clara
3.
4.
5.
6.
7.
8.
Cupertino Community Services
Community Service Agency of Mt. View and Los Altos
Sacred Heart Community Services
Salvation Army
St. Joseph Family Center
Sunnyvale Community Services
The EAN will be playing a pivotal role in the development of the Safety Net
program. Also, the ESI is hoping to secure additional funding for the EAN so they
can co-locate at the Social Services Agency’s Application Assistance Center and
in Milpitas in order to serve more clients. It is also planned that EAN
organizations will develop a protocol with GAIN and JTPA that will result in a
procedure that gives unemployed clients who receive rental assistance priority
enrollment into GAIN or a JTPA program.
HUD/Housing Authority Projects
The Housing Authority of Santa Clara County has made affordable housing
available to low-income seniors, families, and persons with disability through
multiple collaborative programs with other community agencies:
The Family Self-Sufficiency(FSS)Program offers servicesraliowing individuals
to set realistic career and personal goals. With guidance from program
representatives, clients receive help in achieving self sufficiency and economic
independence over a five year period. A savings account is established in the
name of the head of household. As the household’s earned income increases,
and rent is increased as a result, HUD will match that increase dollar-for-dollar.
The savings account is awarded to the family upon completion of the FSS
program.
The Family Unification Program is a five year program sponsored by HUD,the
Child Welfare League and Vanderbilt University. Low income families with open
child welfare cases are referred by the SSA’s Department of Family & Children’s
40
Services. Participating families are required to complete a service plan and must
cooperate with an assigned SSA Family Resource Center social worker after their
child welfare case is closed.
The Project Incentive program is a collaborative demonstration program
involving HUD, SSA-GAIN, Family Resource Center, Community College
Consortium, JTPA Programs, and the University of California Extension Program.
The goal is to provide encourage completion of educational and vocational plans
and nurture strong family role models through employment and educational goal
setting.
Moving to Work is a 5-year demonstration project providing case management
support for Section-8 Housing residents to obtain 25% labor force participation.
Referrals for the project will come frormthe HUD waiting list, Villa Nueva,
WATCH, OTI, DeAnza, GAIN, 4C’s, Enlace, SJSU. In addition to individual
casework to help clients attain self-sufficiency through job participation, the
program will offer support groups, child care, and youth activities.
Foundatibns...For Employment and Beyond is a new partnership program
between the YWCA and HUD targeting 300 clients who will benefit from
employment and housing services. Strong retention support will be provided with
structured follow-up in-person visit.
The Neighborhood Enterprise Opportunities Network(NEON)is funded by
the Jobs for Low-income Individuals grant to provide training for low income
people in Santa Clara County who are interested in having their own house
cleaning/janitorial business. The NEON Co-op project received the grant
because of its innovative and unique approach to client self employment
management, through the formation of a Cooperative. The cooperative will be
the support mechanism for all aspects of operation for each individual business.
The actual training, with its 3 elements, will provide not only learning, but paid
employment within 3 weeks of beginning the program.
41
CHILD SUPPORT SERVICES
A long-term ESI vision is for one or more Child Support Workers to be available
to families at the Employment Centers to help them get the child support to which
they are entitled. This worker would:
• Answer questions about paternity determinations and child support.
• Help parents complete paternity affidavits for child support.
• Access current Family Support Division (FSD)records on paternity and courtordered child support payments, including payment amounts and dates.
(State and federal child support data banks that are being developed now will
improve collections.)
• Arrange for immediate enforcement of outstanding child support court orders.
— “^>1.
Santa Clara County’s District Attorney’s Office and Social Services Agency will
work together to make this service available at Employment Centers.
Pilots
Effective June 1st, Child Support Staff will make presentations to AFDC/TANF
clients at the Social Services Agency’s Application Assistance Center.
Beginning July 1, 1997, the courts will mandate parents who are not employed
and who are not paying child support to attend an orientation at the JTPA Career
Center on Lundy Avenue. All participants will complete a self-appraisal, and then
based upon skills, and interest be required to 1)enroll in JTPA funded vocational
training program, 2) participate in the GAIN job club offered at the Lundy site, or
3) meet with the Employment Development Department(EDD)representative for
an immediate job, also co-located at Lundy.
Anticipated Service Level: 150 per month
Performance Measures: Employed and paying child support
6 Month Pilot Period: July 1997 - December 30, 1997
42
AUTOMATION
Automation is critical to ESI’s success in several areas. An ad hoc technology
team is currently looking at ways to make the following projects happen:
The Support Services Information Bank
The Information and Referral Network
Track and report federally mandated time limits and employment quotas.
Eliminate the paperwork from public assistance application and eligibility
determination systems
Issue cash and Food Stamp payments directly to customer bank accounts by
Electronic Benefit Transfer (EBT).
Silicon Valley Private Industry Council(SVPIC)
The Silicon Valley Private Industry Council (SVPIC) has been developing a OneStop Career Center. A key feature is the development of an electronic linkage
system.
A Technology Capacity grant application is being submitted to the California OneStop Career Center System Task Force for:
• $100,000, to develop an electronic linkage system between Santa Clara
County Employment and Training Team and the County Social Services
Agency, and
• Set up an internet web site linking partners and stakeholders.
The proposed project will facilitate communication among all partners and
stakeholders in the project, while providing employment information, education
and training services to the one-stop customer in a seamless manner.
NOVA Private Industry Council (PIC) Proposals
NOVA is applying for three technology proposals that will serve to advance the
level of automated services in North County. One proposal seeks to develop the
technology to network the employment and training stakeholders in North County.
Another proposal will enhance the internet capabilities of the Learning Network
Consortium (an association of adult education providers throughout Santa Clara
County). The third proposal is to develop touch screen/multi-lingual kiosks for job
seeking clients.
43
CITIZENSHIP
As a result of federal legislation, a large number of legal immigrant/non-citizens
who are currently receiving public assistance will be ineligible in the future. The
County Board of Supervisors authorized the Citizenship Initiative in the fall of
1996. Under the Department of Human Relations, its purpose is to naturalize all
eligible legal permanent residents in Santa Clara County so that they may
receive all the benefits of citizenship such as the right to vote and a safety net
when needed.
The initial focus was to assist all recipients in danger of losing SSI and Food
Stamps. This focus will extend to all recipients of public benefits. Free
“Citizenship Days” will be scheduled throughout the county in 1997 to help
applicants complete the naturalization application. Community organizations such
as Catholic Charities, Central Coast, CET and ESO are assisting in the
application process.
44
CHILDREN AND YOUTH SERVICES
In addition to expanding child care funding and availability as part of Retention
Services, the ESI Action Plan will increase the availability of services for children
and youth in the Santa Clara Valley. This is a preventive measure as well as an
investment in the future. Children who are physically and emotionally healthy and
well-cared for today are more likely to stay in school and avoid becoming part of
the future welfare generation.
The Children and Youth Task Force is finding its way and deciding which projects
to tackle. Specific projects have not yet been agreed to by the group. In addition
to the projects listed, the following pages list services to be made available for
children and youth, including improvements to the child care system.
Single Application for Child Care Subsidies
Description: Eliminate duplication and excess paperwork by developing one
application for use by all programs.
Parent Education
Description: ESI/GAIN will work with 4C’s and the YWCA’s parent education
program and other interested parties to develop a parent education program
covering child care choices, child development and parenting skills.
After-School Teen Programs
Description: Conduct initial assessment to determine what is currently available in
the community, where gaps exist, and which programs are the most successful.
GAIN/Choices for Children Project
Description: ESI staff will work with Choices for Children to identify their
AFDC/TANF parents to determine whether or not they are active in GAIN. If not,
they will receive priority enrollment into GAIN.
45
I
!
CHILD CARE
A-S.eamle.ss-glii!.cj.gare..sygtem (integrating gU ?ervicg$):
- Standardizes eligibility criteria
- Standardizes and simplifies eligibility/intake forms
- Maintains minimum health and safety requirements
- Includes parent/consumer education as an integral, ongoing
component in all services to children and families
- Supports transition/retention services
- Provides a continuum of services.
Child care services will be:
- Safe (meet minimum health and safety requirements)
- Dependable
- Geographically accessible
- Affordable
- Accessible to all parents (including teens).
46
I
\
CHILDREN & YOUTH SERVICES
School Age Children
Cities, schools, after-school recreation programs, & community based organizations will
be included in the development of services for school age children. Programs will be;
- Safe
- Dependable
- Geographically accessible
- Affordable.
Children Ages 10-18
Positive alternative programs will be developed for youth ages 10-18 which will help
them to become productive contributing members of society. These programs will be
interesting and relevant to youth and meet the needs of working families. Recognizing
that all youth are potentially at-risk for involvement in negative behaviors, available
programs will include:
- Health components, including information on sexually transmitted diseases (STDs)
- Employment training opportunities and jobs for youth
- Education, child care, health care and support to teen parents.
Pieygntion Focus
The focus of youth programs will be prevention. Prevention includes:
- Prenatal care
- Dental care
- Immunizations
- Access to mental and emotional support services
- Programs that provide positive alternatives to youth involvement in negative
behaviors.
47
WELFARE PREVENTION
With time limits, most families are limited to no more than five years of cash aid.
Welfare prevention services will help many families survive a short-term crisis
and avoid dipping into their five-year “reserve” of TANF (Temporary Assistance to
Needy Families) dollars until it becomes absolutely necessary.
Welfare Prevention Loan/Grant
Families that need temporary financial help, but don’t want to apply for welfare,
can apply for a Welfare Prevention Loan/Grant. Parents who are working now or
looking for work may qualify for a short term loan/grant to cover expenses that will
help them weather a financial crisis and get or keep a job, such as:
• Car payments, insurance, or repairs
• Work-related uniforms, tools, or equipment
• Professional fees, dues, or license.
• Essential living expenses, including housing payments to prevent
homelessness.
Pilot versions of the program will be developed and tested at the Social Service
Agency’s Assistance Application Center(AAC)in San Jose. Monies for this pilot
will be secured from the private sector.
The Welfare Prevention Worker will ensure that families are aware of and
connected with any other services they may need or qualify for, including Medi
cal and Food Stamps, and the services listed in the Support Services Information
Bank.
Rules and funding for this program (including whether funds will be issued as
loan or a grant) must still be determined.
Decisions to Be Made
• Should payments be offered as a:
Grant with no repayment obligation
No-interest loan
Low-interest loan
•
Maximum Amount
• Eligibility Criteria
48
CASE MANAGEMENT
As Employment Centers and pilots are developed, improvements in case
management will also be piloted, including:
• A team approach, bringing employment, income maintenance, and social work
staff together to work in teams that communicate closely with one another to
serve customers better. This approach will be tested in the South County Pilot
at Gilroy.
• Matching customers with the same caseworker throughout a public assistance
term. The Income Maintenance Workers in the South County Pilot will also
test this proposal.
• Combining employment and income maintenance functions in one position.
This requires simplification, as described above. It will be tested at the SSA
General Assistance office.
• Increasing the responsibilities of GAIN community liaison staff at schools and
colleges to include case management.
Adult Education Coalition/GAIN Expanded Collaboration
The Adult Education Coalition consist of seven School Districts: East Side Union
High School District, Metro Education District, Fremont Union High School
District, Santa Clara Adult Education, Milpitas Adult Education, Mt. View & Los
Altos School District, and Morgan Hill Adult Education. For the past ten years
GAIN has been paying for liaison services on 14 school campuses. Typically
these part-time site representatives have focused on data and enrollment
reporting.
GAIN is currently negotiating the fiscal year 1997-1998 service agreement with
the Adult Education Coalition. Beginning July 1, 1997, the Site Representatives
will assume greater case management responsibilities to include:
Recruitment, verification of referrals, progress and monitoring participants’
attendance/time limits, arrange participant testing, develop employment plans
case conference, and counseling.
Community College Consortium/GAIN Expanded Collaboration
The Community College Consortium consists of the seven community colleges:
49
De Anza, Evergreen, Foothill, Gavilan, Mission, San Jose City and West Valley
colleges. For the past 10 years GAIN has funded college liaisons on each
campus. Beginning July 1st, 1997 the community college liaisons will provide
these more expanded case management services to GAIN participants.
Recruitment, enrollment, testing and planning of future educational, vocational,
and employment goals will be provided. They will monitor the participants’
progress/attendance/time limits/problems and provide conferences and
counseling. Assistance will be given to participants ready for completion and
employment.
50
SAFETY NET
Beyond the efforts of ESI, community partners led by the United Way of Santa
Clara County are joining together to maintain and strengthen the safety net for
residents of the Santa Clara Valley. The first action is to increase the capacity of
food programs in order to accommodate the monthly needs of the several
thousand legal immigrants who will lose their food stamps in August,
51
SOCIAL SERVICES AGENCY(SSA) RESTRUCTURE
As the Santa Clara County Social Services Agency enter into the critical stage of
implementing welfare reform changes, shifting to responsive internal, cultural,
and operational improvements will be necessary to successfully move clients
from welfare to work. To create an environment that is work-focused with a high
expectation for both staff and client’s success, all Social Services program
managers have been given special assignments intended to address specific
issues impacting their department’s particular client population. Important
elements of the program managers’ assignments address the transition required
of both staff and clients. Included in their charge is to address how changes in
philosophy and service delivery will be communicated to staff; identify appropriate
training to develop staffs skills; and implement streamlining and task
simplification to accommodate changes allow staff more time to spend assisting
participants in job search activities. Further, program managers will create
projects to develop linkages with other systems to expand clients’ access to
employment services.
Public Assistance Eligibility Simplification
To simplify the eligibility determination process and increase the time available for
staff and clients to focus on employment-directed activities, the following changes
are recommended. (State approval is required before implementation)
• A single simplified application for all aids.
• A simplified financial evaluation (it will not include a determination of parental
deprivation).
• Use prospective btrdgeting to compute the cash grant, and subtract a flat
percentage of a family’s income from the maximum grant amount.
• Minimize regulations, paperwork, and verification to allow for concentrated
focus on employment and related support activities.
• Increase the cash aid resource limit to $2000, and count only available cash
assets. Exempt real property, vehicles, and property needed for employment.
• Eliminate monthly income reports for families with no income, stable income,
or earnings and government benefits that are already verified by automation
(lEVS).
• Issue cash and Food Stamp benefits by Electronic Benefit Transfer(EBT)into
bank accounts.
• Issue Food Stamp benefits to families that receive cash aid without a separate
52
Food Stamp computation. Use a sliding scale to determine the Food Stamps
benefit amount based on the cash grant amount and the number of people in
the home. (Requires state and federal approval.)
TANF Participation Special Committee
The Family Resource Centers and the District Offices (with the exception of
GAIN, GA, and Valley Medical) have been selected to serve 20% of the caseload
who are reporting earned income to ensure that employed individuals are working
20 hours per week. This assignment is an opportunity to achieve the following
goals: (1) actively engage SSPMs and staff in contributing towards meeting the
county’s TANF participation rates; (2)jump starting Agency culture change
efforts.
The SSPM special committee will work to develop the parameters of this project
including the number of participants to be served by each participating offices,
what method of service will be implemented, how frequently client contact will
occur, and how data will be collected.
District Office Lobbies
All managers need to convert waiting rooms/lobbies into an Employment
Resource Center. This project will have 2 stages:
• The conversion process, and
• The exploration and possible installation of client operated job search
computers (kiosk).
Based on office needs, a budget will be provided to secure necessary materials
to create an Employment Resource Center site such as posters,job listing
bulletin board, resource guide, brochures, desks, etc.
Site Visits: A special selection committee of managers and workers will visit each
to select the Outstanding Employment Resource Center based on the following
criteria:
• Demonstrated emphasis on job placement and success
• Innovation and creativity
• Client-friendly atmosphere
53
• staff accessibility, and
•
Usefulness of available information.
The selected Outstanding Employment Resource Center will be featured and
publicized as the county and community wide model for a successful welfare-towork center.
Full Employment for Refugees Project
In collaboration with the GAIN/Refugee Planning Unit, develop and implement a
strategy to move part-time employed refugees to full-time employment. A built-in
measure must be developed to assess the project’s success.
Mission City Economic Seif-Sufficiency Project
Assess whether Food Stamp-Only cases require a different approach compared
to AFDC/TANF cases in order to achieve self-sufficiency.
Based on assessment, develop and implement an appropriate strategy and plan
for each population to help them achieve economic self-sufficiency.
Communication Plan
The Agency’s Communication Plan is proactive and will engage the community
by providing more of an information flow than it ever has in the past. This
comprehensive plan will establish two way communication and create a
participatory communication environment for employees and the public.
Verbal as well as written communication will continue in the following formats:
Written: Newsletters, agency memos, news stories, topic sheets and bulletin
boards
Live, Spoken: Forums, symposia, speakers’ bureau, live radio and T.V.,
speaking engagements, presentations to district offices and monthly staff brownbag lunches with the Director.
Media: T.V., radio, newspaper and Mercury Center (on-line version of Mercury
News)
54
Electronic Media: E-mail, Website, FAX Back (County recorders office). Mercury
Center and P.R. Newswire-Services to disseminate news releases to the media.
The Agency will have an individual communication plan for each of its district
offices. The manager’s Briefing Tool will be issued monthly. This document will
consist of several topic areas related to Welfare Reform. The manager’s Briefing
Tool will be agendized at monthly All Staff Bureau Meetings.
Collaborative Projects with Mental Health, Drugs and Alcohol, and Court
Systems
By July 1, 1997, all program managers in the Department of Family & Children’s
Services are working on projects to link families involved in child welfare with
employment support services. They have been given assignments to address
issues such as substance abuse, domestic violence, and teen parents.
Department of Aging and Adult Services Project
By July 1, 1997, the Department will assess the impact of welfare reform and
create an action plan to address needs of elderly clients whose immigrant status
will disqualify them from continued benefits from SSI, Food Stamps, senior
nutrition programs, and In-Home Supportive Services (IHSS).
55
Social Services A^^enc>'
I 723 Tfchiiology Dri\t'
San Jose. California 031 i()-i3tiO
Memo
To:
Interested Community Members
From:
Alette Lundeber®
Subject: Update On Wei’
Date:
sform Planning
June 2, 1997
Last spring you attended a welfare reform planning session hosted by the county. At
that session, many ideas and concerns were expressed regarding the Impact of welfare
reform on Santa Clara County. A result of this session was the development of the
Santa Clara Valley Employment Support Initiative (ESI), a community planning effort to
develop positive alternatives to the damaging affects of welfare reform. In December of
1996, the ESI produced a model design for a new system of services.
This winter work has continued on the ESI. Two weeks ago the first ESI Action Plan
was produced. This plan describes initial efforts to address welfare reform in our
community. It reflects a multitude of Innovative efforts, and it also reveals gaps that
must be addressed.
A summary of the ESI Action Plan is enclosed for your review. If, after reading this
document, you or your organization would like a presentation on this plan, please
contact Gil Villagran, SSA Public Information Officer, at 441-5626. Or if you would like
more information on the planning process itself, please contact Alette Lundeberg ESI
Team Leader at 441-5826.
Thank you.
Ii().ir<l ()l SuperN isors: l)t)n,il<l ICtuiniy Ivxci Mii\c: Hi< hnreI \\iiiriilH iy;
Pl.mc .1 Aivni.i.i. >.
M( I li i.ui i
i.inio I 1-’.<mI1 l[ ,
i<).s( •[)ti Si(Dili.Ill
Sc ;
County of Santa Clara
Social Services Agency
1725 Technology Drive
San Jose. California 951 10-1360
May 16, 1997
TO:
Santa Clara County Board of Supervisors
Santa Clara Valley Employment Support Initiative Oversight
Committee, Interested Partners and County Staff
FROM;
Yolanda Lenier Rinaldo, Director^
Santa Clara County Social Seryio
SUBJECT:
g
EMPLOYMENT SUPPORT INITIATIVE ACTION PLAN
Attached is the first implementation report for the Santa Clara Valley
Employment Support Initiative: An Agenda for Children and Their Families.
The Employment Support Initiative (ESI) Action Plan reflects the initial
accomplishments of the community planning process that was launched in
early 1996. This document, which will be updated quarterly to reflect new
and/or changing initiatives as well as to reflect any legislative action, will give
readers an overview of what services have been developed in response to the
ESI model that was published in December 1996. In reviewing the attached
materials, it is hoped that the reader is able to see the multiple efforts
underway that will demonstrate progress towards our long-term vision
of developing a community-wide system that strengthens low-income
parents’ access to the resources they need to care for their children
through employment and related services. Your review of these materials
should also assist us in identifying service gaps not yet addressed through
this Herculean planning process. These service gaps will be referred to our
four standing committees [Immigration, Children and Youth, Client
Leadership, and Career Retention and Employment Services (CREST)]
and/or through ad hoc task forces, and/or through outreach to existing
collaboratives, and strategic partnerships.
Board of Supervisors: Donald F. Gage, Blanca Alvarado, Pete McHugh, James T. Beall Jr.. S. Joseph Simitian
C'.ouniy Executive: Richard Wittenberg
5-010
Santa Clara County Board of Supervisors
Page 2
May 16, 1997
The ESI Action Plan has been designed to give readers a view of planning
and implementation activities as they occur. Therefore, activities have and
will continue to be presented in future updates in six-month increments, or as
we’ve called them in the Plan, phases.
Phase II of this Plan is a key period, as it signifies the beginning of the County
and State fiscal year, as well as the County’s initial efforts to meet the
Temporary Assistance to Needy Families(TANF)work participation rates as
stipulated in the Personal Responsibility and Work Opportunity Reconciliation
Act of 1996. For FY 1997-98, states are required to serve 30% of all TANF
families which must include 75% of all two-parent TANF families. In Santa
Clara County as of May 1997, there are 17,344 TANF families who are the
focus of our service delivery system*. Therefore, thirty percent(30%)of this
total, or 5,203 cases, must be participating in work activities. The federal law
allows 20% of the total to be exempt from participation, however, no decision
has yet been made as to who should be exempted from participation.
ESI planning staff developed the above-referenced work participation targets
without the benefit of state regulations. Therefore, adjustments will likely be
made once the California Legislature passes TANF implamentation
legislation.
To meet the work participation rate of 5,203 active TANF cases (work
participation for single parents is defined as: a minimum of 20 hours weekly
of employment, work experience, short-term vocational training, job club, or
high school for teens; for two parent families participation must be 35 hours
per week of these activities) two systemic strategies will be utilized. First, the
GAIN program, with an anticipated budget of $15 million dollars will serve
approximately 7,000 participants. Additionally, the Agency’s Family Resource
Centers and Income Maintenance offices will provide verification of
employment and other allowable participation activities of the non-GAIN TANF
cases who report earned income.
*This figure does not include the child only TANF cases. It does include
TANF teen parents and TANF teens who are not in school.
Santa Clara County Board of Supervisors
Page 3
May 16. 1997
Therefore, approximately 10,000 participants will receive one or several of the
services described in the ESI Action Plan.
It is planned that 50% of the
10,000 participants served will secure employment.
To achieve this outcome, participants will be served through a variety of
venues. It is planned that 4,200 new participants will be served through the
various Employment Connection Centers described in the Action Plan with a
70% entered employment rate. The balance of the participants who do not
enroll in these up-front job services, or who do not maintain their jobs
(retention data reveals 25% lose their jobs after 180 days), will be enrolled in
short-term County-sponsored work experience or short-term vocational
programs offered by community colleges, adult education
programs, or
JTPA/Refugee funded community-based organizations.
When reviewing the Action Plan, these employment related activities will be
described as well as new initiatives that address critical issues that are
fundamental to the overall success of our TANF families. These initiatives
include changing the role ofthe Social Services Agency, developing long-term
employment retention services, devising new economic development
strategies and partnerships, and implementing pilot projects that strengthen
families’ access to quality child care and youth services for their children.
Historical data for the 10 years’ operating the GAIN program reveals that
low client show rates requires counties to offer services to a greater
number in order to meet participation rates.
YLR:AL:mer
Attachments
Santa Clara Valley
Employment
Support
Initiative
Action Plan
Phase I
Report
May 16, 1997
TABLE OF CONTENTS
Introduction
;
3
ESI Project Summary
Project List
Economic Development: Developing a Relationship with the
Private Sector and Cities
4-5
6-18
.19-26
27-31
Employment Centers
GAIN Employment Connection Centers
North Valley Employment Connection Center
South County Pilot in Gilroy
Hillsdale Employment Connection Center
Refugee Employment Support Center
Innovative Efforts
32-33
Department of Alcohol & Drugs(DADS)
Valley Health & Hospital System (VHHS)
ESO Annual Single Heads of Household Conference
New Times, New Opportunities Recruitment Fair
34-36
Education & Training Activities
Eastside Union High School District/GAIN Expanded Collaboration
Bus Driver Pre-Training
Mixed Language Job Clubs
San Jose/Evergreen Community College
Community College Consortium of Santa Clara CountyCurriculum Grant Proposals
Foothill/DeAnza Community College District “Orientation to Work" Pilot
Employment Retention (Support) Services
37-41
Extended Hour Job Retention Hotline
Silicon Valley Council of Nonprofits
Support Services Information Bank
Information and Referral Network
Transportation
Employment Assistance Network(EAN)
HUD/Housing Authority Projects
Child Support Services
42
Pilots
Automation
,43
Silicon Valley Private Industry Council (SVPIC)
NOVA Private Industry Council
1
44
Citizenship
,45-47
Children & Youth Services
Single Application for Child Care Subsidies
Parent Education
After-School Teen Programs
Determining AFDC/TANF Parents Utilizing CDE Subsidized Child Care
,48
Welfare Prevention
Welfare Prevention Loan/Grant
Case Management
Adult Education Coalition/GAIN Expanded Collaboration
49-50
Community College Consortium/GAIN Expanded Collaboration
Safety Net
Social Services Agency(SSA)Restructure
Public Assistance Eligibility Simplification
TANF Participation Special Committee
District Office Lobbies
Full Employment for Refugees Project
Mission City Economic Self-Sufficiency Project
Communication Plan
Collaborative Projects with Mental Health, Drugs, and Alcohol,
and Court Systems
Department of Aging and Adult Services Project
2
51
52-55
INTRODUCTION
This Action Plan represents the first phase of implementation of the Santa Clara
Valley Employment Support Initiative (ESI): An Agenda for Children and their
Families.
in 1996 hundreds of individuals gathered together to develop a vision of our
community’s response to federal welfare reform. This extensive community
collaboration resulted in a model system that would serve as the vehicle to
achieve our basic vision: to strengthen low-income parents access to the
resources they need to care for their children through employment and
related services.
The foundation of our expanding and evolving system is the County’s existing
GAIN program, whose pioneering efforts during the past ten years have resulted
in high levels of performance through solid partnerships with the education,
training, and business community. Building upon this base the ESI has
developed enhanced partnerships that are reflected herein.
Forging an expanded service delivery system that serves to meet our collective
vision requires the inclusion of new partners, many of whom are referenced
throughout this document. During this new period the ESI will operate with four
standing committees, including Children and Youth, Career Employment
Retention and Services(CREST), Client Leadership and immigration. Other ad
hoc committees may be assembled as needed, however, much of the future
efforts will likely be developed through strategic partnerships with institutions
and/or other collaboratives.
This Plan will be updated on a quarterly basis in order to share the development
and implementation of new collaborative efforts. Thus, this document reflects the
continuous nature of the planning process. This fluid process is a necessary
requisite for developing multiple strategies to assist the low income families in our
community to secure the tools necessary to achieve economic self-sufficiency.
3
ESI
PROJECT SUMMARY
Key: . Planning and Implementation: [
PHASE I
cVENT/ PROJECT
Operational:
PHASE II PHASE III PHASE IV PHASE V
4/15/97-
7/1/97 -
1/1/98-
7/1/98 -
1/1/99-
6/30/97
12/31/97
6/30/98
2/31/98
6/30/99
ECONOMIC DEVELOPMENT
Projects currently being developed
EMPLOYMENT CENTERS
GAIN Employment Connection Centers - Operational
22
North Valley Employment Connection Center
imHAii
iU
1
Employment Connection Center at Lundy PIC Office
Hispanic Chamber of Commerce/GAIN Pilot
West Valley/Mission College District Employment Centers
Refugee Employment Support Center Pilot
m
South County Pilot in Gilroy
Hillsdale Employment Connection Center
INNOVATIVE EFFORTS
New Times. New Opportunities Conference May '97
ESQ Annual Heads of Household Conference Sept '97
Coordinated Services for DAD/GAIN Clients
Valiev Health & Hospital Systems(VHHS) Outreach Piiot
Er
CATION & TRAINING
Mixed Language Job Clubs — JTPA 8% Contractors
Bus Driver Pre-Training Project
Eastside Union HS District/GAIN Expanded Collaboration
S:
Community College Consortium Collaboration
Foothlll/DeAnza College "Orientation to Work" Pilot
J
i
San Jose Evergreen WIN Program
EMPLOYMENT RETENTION (SUPPORT SERVICES)
Extended Hour Job Retention Hotline
Retention Services Pilot Collaboration
Chaiitech Civic Venture Funds
■■
<■
V
K.!
Silicon Valley Council of Nonprofits
—
Support Services Info. Bank/Info. & Referral Network
SSA General Fund Pilots
'
Housing Authority Pilot Projects
Transportation - Pianning for Welfare to Work
Emergency Assistance Network (EAN) Expansion
CHILD SUPPORT
SSA/Dlstrict Attorney Collaboration
Er
’oyment Referrals for Non-Paying Parents
AUTOMATION
NOVA PIC Proposal
Silicon Valley PIC Proposal
r,'r.
f
ESI PROJECT SUMMARY
Key:
Planning and Implementation: |
PHASE I
EVENT/ PROJECT
PHASE II PHASE III
Operational:
PHASE IV PHASE v|
4/15/97-
7/1/97 -
1/1/98-
7/1/98-
1/1/99
6/30/97
12/31/97
6/30/98
2/31/98
6/30/99
CITIZENSHIP
Citizenship Initiative
iii
ESO/GA Citizenship Collaboration
CHILDREN & YOUTH SERVICES
Parent Education Project
After-school Teen Programs Inventory
GAIN / Choices for Children Project
li
%
Single Application for Child Care Subsidies Project
WELFARE PREVENTION
Welfare Prevention Loan/Grant
I
X
CASE MANAGEMENT
Adult Education Coalition/GAIN Expanded Collaboration
Comm. Coll. Consortium/GAIN Expanded Collaboration
South County Pilot
WA'AWAW.-VAW.tf
GAIN Case Management Quality Initiatives
General Assistance Single Worker Pilot
Hmma
SAFETY NET
Food, Housing & Immigrant Services
SSA RESTRUCTURE
Mission City Economic Self-Sufficiency Project
3
/■
Change Management Training
District Office Lobbies
W.
JTPA Recruitment of SPEDY Parents
'
Department of Adult & Aging Services Project
Famiiv Resource Centers
Client/worker friendiv materiais & resources
*
\
^
%
VI.
Transitionai Child Care Extension
Transitionai Medi-Cai Extension
Coiiaborative Projects w/ Mental Hlth, Drug & Aicohol Crts
Department of Aging & Adult Services Project
West Valiev SSA Pilot
East Valley SSA Pilot
Communication Plan
21L2.
TANF Participation Special Committee
————*
-
1
Full Employment Pilot for Refugees
Eligibility Simplification
I
A
ESI ACTION PLAN
PROJECT LIST
PROJECT
DESCRIPTION
PROJECT TIME LINES: PHASE I 4/15/97-6/30/97
PHASE il 7/1/97-12/31/97 PHASE III 1/1/98-6/30/98
PHASE IV 7/1/98-12/31/98 PHASE V 1/1/99-6/30/99
ECONOMIC
The County
DEVELOPMENT
Executive
spearheaded this
effort through
muitiple meetings
with key
stakeholders
EMPLOYMENT
GAIN Employment
Co-location of GAIN & EDO
CENTERS
Connection Centers
(State Employment
Development) at King Rd. in
Currently in operation
East San Jose & in San Martin
North Valley
Employment
Co-location of NOVA & GAIN
Connection Center
services on the NOVA campus
in Sunnyvale
Employment
Co-location of GAIN & Silicon
Connection Center
Valley PIC (Private Industry
Council) employment services at
the PIC’s Lundy Avenue office in
at Lundy
Planning & development; implement 5/15/97.
Planning & development, Implement 6/1/97.
San Jose.
Hispanic Chamber
of Commerce/GAIN
Pilot
Co-location of GAIN employment Planning & development; implement 6/97.
services at Hispanic Chamber of
Commerce to serve member
businesses
ESI ACTION PLAN - PROJECT LIST
6
PROJECT
DESCRIPTION
PROJECT TIME LINES: PHASE I 4/15/97-6/30/97
PHASE II 7/1/97-12/31/97 PHASE III 1/1/98-6/30/98
PHASE IV 7/1/98-12/31/98 PHASE V 1/1/99-6/30/99
EMPLOYMENT
CENTERS(cont)
Skills Centers will be created on
West Valley/
Mission College
both campuses. Assist with
District Employment needs such as: counseling,
Centers
advising, assessment, career
readiness,job development
skills. Job search & placements,
basic skills assistance, selfpaced learning programs, selfesteem building.
Submitted funding proposal to Packard Foundation
Plan to serve at least 300 participants 7/97-7/98
See Phase II Plan to serve at least 500 7/98-7/99
See Phase IV
Refugee
This center will meet needs of
Employment
refugees who are working or lost bidder to be selected.
theirJobs. It will serve at least
Implementation in 7/1/97-6/30/98
Evaluation & modification as needed.
150 refugees who have been in
the U.S. under 5 years.
Support Center
Pilot
South County
Pilot in Gilroy
Co-location of GAIN, EDD,
JTPA, Income Maintenance,
A Request for Proposal for $277,000 has been issued with 1
Planning, development, & implementation
child support, & community
services.
Hillsdale
Employment
Connection
Center
A centerJointly operated by
GAIN, & Metropolitan Education
District(MED-formerly known
as Metropolitan Adult Education
Program[MAEPJ & Central
County Occupational Center
[CCOCJ)& others to provide
employment and training
services to the community
INNOVATIVE
New Times, New
A multi-organizational recruitment
EFF=ORTS
Opportunities
fair(the 1st) at San Jose City
College targeting the 6,000 persons
Recruitment Fair
Planning & development
Implementation by 12/97
Held on 5/15/97; evaluation will occur
on the GAIN waiting list
ESI ACTION PLAN - PROJECT LIST
7
PROJECT
DESCRIPTION
PROJECT TIME LINES: PHASE I 4/15/97-6/30/9/
PHASE II 7/1/97-12/31/97 PHASE III 1/1/98-6/30/98
PHASE IV 7/1/98-12/31/98 PHASE V 1/1/99-6/30/99
INNOVATIVE
ESO Annual Heads of
EFFORTS (Cont)
Household
This conference sponsored by
Employtpent & Social Opportunities
(ESO) will focus on employment &
Conference
Planning & development
Conference held 9/97 at Job Corps
welfare reform
Coordinated
Work with county Dept, of Alcohol
& Drug Services to develop a
services for
DAD/GAIN
clients
Planning & development
Implementation
system for substance abusers
clients to enroll in GAIN orJTPA
and receive support & guidance.
Valley Health &
Hospital Systems
(VHHS)
VHHS & Social Services are
EDUCATION &
Community College
Four community college districts
TRAINING
Consortium of
have worked in consortium with
Santa Clara
the GAIN program to develop an
innovative short-term training
opportunity that coincides with
County-Curriculum
Grant Proposals
Planning
exploring potential pilot projects to
recruit hard-to-serve populations
that qualify for Medi-Cal.
Phase I & II: Planning
Phase III: Implementation
TANF restrictions.
San Jose/
The “Workforce Initiative
Evergreen
Community College
Network:(WIN) Center will be a
One-Stop-Shop for education
and training for county residents
District
to enter or re-enter the
workforce and for individuals
impacted by welfare to work
legislation.
Hire/assign staff; organize and develop curriculum and
coordinate services; identify and market population;
coordinate with the social Services Agency; write grants and
begin to offer programs and services
Implement new curriculum; expand programs and services;
and pursue partnerships, grants, and FTES growth funds.
Implement partnership, secure facilities, staff programs and
services and coordinate with agencies and other community
Colleges; and seek supplemental funding.
4
i
c
ESI ACTION PLAN - PROJECT LIST
8
PROJECT
DESCRIPTION
PROJECT TIME LINES: PHASE I 4/15/97-6/30/97
PHASE II 7/1/97-12/31/97 PHASE III 1/1/98-6/30/98
PHASE IV 7/1/98-12/31/98 PHASE V 1/1/99-6/30/99
EDUCATIONS.
TRAINING (cont)
Foothill/DeAnza
A 5-week program for 200 TANF Planning
College “Orientation recipients
1st group of 50 begins 8/4/97
to Work"Pilot
Mixed Language
Job Clubs
Job Clubs for 1400 non-English
speaking GAIN registrants who
speak 23 languages other than
English, Spanish or Vietnamese
provided by some JTPA 8%
providers
Bus Driver
Valley Transit Authority(VTA)
Pre-Training Project will provide special access in a
5-week pre-training program for
TANF registrants, with goal of
qualifying for paid bus driver
training
Eastside Union
District/GAIN
Develop 20 hour per week work
experience program to
complement 20 hours per week
Expanded
ESL and Basic Education
Collaboration
classes
High School
Plan
Implementation through 6/30/98
Proposals written for submission to government & private
sources
Planned implementation
Plan & develop slots
Implement on an incremental basis
EMPLOYMENT
Extended Hour Job
To provide phone counseling
1st phase of hotline: child care info. & referrals, incl. care for
RETENTION
Retention Hotline
and referrals for services such
sick children.
as child care, nde-sharing,
career counseling, housing, and
(Comm. Coord. Child Care Council), Evaluate & modify as
(SUPPORT)
SERVICES
social services to low-income
working parents
Secure funding to expand existing 4 C’s Hotline
needed.
Launch 2nd phase adding information & referrals for other
services
ESI ACTION PLAN - PROJECT LIST
9
PROJECT
DESCRIPTION
PROJECT TIME LINES: PHASE I 4/15/97-6/30/97
PHASE II 7/1/97-12/31/97 PHASE III 1/1/98-6/30/98
PHASE IV 7/1/98-12/31/98 PHASE V 1/1/99-6/30/99
EMPLOYMENT
Retention Services
RETENTION
Pilot
(SUPPORT)
SERVICES(cont)
This partnership effort by the
state Employment Development
Department(EDD)Economic &
Social Opportunities(ESO), the
Center for Employment &
Training (CET), Foothill/DeAnza
College District, GAIN. & JTPA
was proposed by ESI Career
Retention Employment Support
Team (CREST)
Develop concept paper and request $20,000 planning funds
Secure funding; develop and implement pilot with 5-6 staff
Implement
Charitech Civic
Venture Funds
Approximately $230,000 has
been designated for welfare
Proposals have been submitted & evaluated.
Recommendations will be made public in June
(formerly United
Way Response
Fund)
reform services. Several
bidders will be selected.
Grants awarded; programs begin
Silicon Valley
Approximately $150,000 has
been secured from private
funding to enable this 40
Planning
Council of
Nonprofits
membef organization to develop
vanouSfStrategies for full
engagement in welfare reform
HUD/Housing
Authority Projects
- Family Self- Sufficiency(FSS)
Planning & Development
Program
- Family Unification Program
- Project Incentive
- Moving to Work
- Foundation For Employment
and Beyond
- Neighborhood Enterprise
Opportunities Network(NEON)
ESI ACTION PLAN - PROJECT LIST
10
PROJECT
DESCRIPTION
PROJECT TIME LINES: PHASE i 4/15/97-6/30/97
PHASE II 7/1/97-12/31/97 PHASE III 1/1/98-6/30/98
PHASE IV 7/1/98-12/31/98 PHASE V 1/1/99-6/30/99
EMPLOYMENT
County/SSA
Approximately $450,000 has
RETENTION
General Fund Pilots
been set aside from the Santa
(SUPPORT)
SERVICES(cent)
Clara County General Fund for
welfare reform and immigration
Requests for proposal have been reviewed:
recommendations to the Board of Supervisors
awarded; programs begin service
services
Emergency
Assistance Network
(FAN)
The EAN wiil work to expand
services through co-iocation with
SSA and iinkages with GAiN &
JTPA
Transportation
The Metropoiitan Transportation
Commission has initiated a
weifare to work planning process
in Santa Ciara County
Support Services
Automated access to
Information Bank/
information, application, &
Information &
Referral Network
referrals for employment-related
& community/social services
Research automation issues, systems & costs.
Discuss concept with community agencies to secure
collaborators. Finish research & solicit funding.
Secure automation funding & deveiop a support services
informationai website on the Internet (available on computers
in SSA lobbies).
Evaluate & modify website. Solicit funding for interactive
website.
Develop interactive internet web site.
CHILD
SSA/District
SUPPORT
Attorney
DA Family Support Division
(FSD)staff will participate in
Collaboration
orientations at the SSA
Deveiopment & implementation
Evaluate & modify as needed
Assistance Appiication Center
(AAC)
Employment
Referrals for Non-
Paying Parents
Non-paying absent parents will
be referred by the courts to
Planning & development
Implementation for 6 months; then evaiuation
JTPA, GAIN, and/or EDD
employment services
ESI ACTION PLAN - PROJECT LIST
11
PROJECT
DESCRIPTION
PROJECT TIME LINES: PHASE 14/15/97-6/30/9/
PHASE II 7/1/97-12/31/97 PHASE III 1/1/98-6/30/98
PHASE IV 7/1/98-12/31/98 PHASE V 1/1/99-6/30/99
AUTOMATION
Silicon Valley PIC
An electronic system will be
developed to link employment,
training, & welfare offices in the
Complete grant application
System planning & development
county
NOVA PIC
Three technology proposals for
advancds level networking have
System planning & development
been submitted.
CITIZENSHIP
Citizenship Initiative
CET, Catholic Charities, Central
Coast, and the County have
2778 citizenship applications Hied with INS from 1/97-4/97
(2/3 were public assistance recipients).
Soros grant application completed in 1996 & expected to
collaborated to help immigrants
apply for citizenship: their goal is provide additional funding.
3750 citizenship applications.
Assisted in development ofAB232(state funding for
citizenship efforts)
Advocacy to influence state and federal legislation for
immigrant needs
Proposal sent to INS for offsite processing of citizenship apps
Continue Phase I activities
Ensure disabled applicants have required disability exemption
from a doctor
Provide ESL, citizenship instructions, & tutoring to those who
have applied for citizenship.
Develop Immigration Workgroup recommendations for life
support. Continue Phase I activities.
Implement Immigration Work-group recommendations for life
support safety net needs.
ESO/GA
ESO staff & volunteers with
Citizenship
Russian language skills and
other language will help all non
Collaboration
Mailers sent to approximately 450 GA non-citizens in 5/97;
citizenship application assistance in 6/97 by ESO
citizen immigrants identified by
GA staff to complete citizenship
applications.
ESI ACTION PLAN - PROJECT LIST
12
PROJECT
DESCRIPTION
f
PROJECT TIME LINES: PHASE I 4/15/97-6/30/97
PHASE II 7/1/97-12/31/97 PHASE III 1/1/98-6/30/98
PHASE IV 7/1/98-12/31/98 PHASE V 1/1/99-6/30/99
CHILDREN &
Parent Education
GAIN, ESI staff, YWCA Parent
Education and 4 C’s Council will
YOUTH
SERVICES
Review existing materials
Implement at GAIN & SSA offices
develop education materials on
child care choices, child
development, & parenting skills
After-school Teen
Conduct initial assessment to
Programs
determine what's available in the
Planning
community and to identify where
gaps exist.
GAIN/Choices for
ESI staff will work with Choices
Children Project
for Children to identify their
AFDC/TANF parents to
determine whether or not they
are active in GAIN. If not they
will receive priority enrollment.
Single Application
Eliminate duplication and excess Develop a collaboration of locai child care groups to develop
paperwork by developing one
the single application
application for use by all
for Child Care
Subsidies
Planning
programs
WELFARE
Welfare Prevention
PREVENTION
Loan/Grant
The project would offer
temporary assistance for
families that don’t want welfare,
but need help with work or living
expenses(such as car repairs)
Secure funding
Implement pilot program
to find or keep a job.
Tracking & evaluation of program effectiveness
Research, planning, & program development for pilot
program at the SSA Assistance Application Center(AAC).
I
(
ESI ACTION PLAN - PROJECT LIST
13
PROJECT
DESCRIPTION
PROJECT TIME LINES: PHASE 14/15/97-6/30/97
PHASE il 7/1/97-12/31/97 PHASE III 1/1/98-6/30/98
PHASE IV 7/1/98-12/31/98 PHASE V 1/1/99-6/30/99
CASE
Adult Education
MANAGEMENT
Coalition/GAIN
Expanded
Collaboration
Proposal to extend current 10year collaboration. GAIN site
representatives at Adult
Education taking on expanded
case management duties
previously performed by GAIN
Planning & training
Implementation
case managers
Community College
Current 10-year collaboration to
Consortium/
be extended: GAIN liaison
GAIN Expanded
representatives at community
colleges taking on expanded
case management duties
previously performed by GAIN
Collaboration
Planning & training
Implementation
case managers
South County
Pilot in Gilroy
Co-located County GAIN &
Planning and implementation 7/1/97
Income Maintenance
caseworkers will be crosstrained & work as a team with a
community social worker.
GAIN Case
Management - Re
engineering for
Greater
Group referrals, orientations, &
Implementation
case management to utilize staff Monitoring & evaluation, modify as needed
more effectively & meet new
federal participation rates
Participation Rates
General Assistance
SSA inhome Maintenance &
Single Worker Pilot
Vocational Services functions
Planning & development
Implementation
will be Combined & performed by
a single worker.
ESI ACTION PLAN - PROJECT LIST
14
PROJECT
DESCRIPTION
PROJECT TIME LINES: PHASE I 4/15/97-6/30/97
PHASE II 7/1/97-12/31/97 PHASE III 1/1/98-6/30/98
PHASE IV 7/1/98-12/31/98 PHASE V 1/1/99-6/30/99
SAFETY NET
Food, Housing, &
Immigrant Services
United Way is spearheading a
community effort by business,
non-profits, & government to
increase local capacities & fill
the gaps caused by welfare
Planning & development
Implement 1st phase to provide needed
food for immigrants losing Food Stamps
reform
SSA
Mission City
Determine whether different
RESTRUCTURE
Economic Self-
approaches are useful for
development of self-sufficiency
for TANF cases & Food Stamp
only cases.
Sufficiency Project
TANF Participation
Special Committee
Family Resource Centers and
Initial assessment
If indicated, developments,
implementation of strategies Monitoring & evaiuation
Modify as needed
Phase I Planning and Implementation
most District offices will serve
20% of caseload (3,900)
reporting earned income to
ensure clients are working 20
hours per week.
Change
Management
Training
The So((ial Services Staff
Development and Training
section will train or coordinate
training in this area
Training has occurred and will continue for Food Stamp
welfare reform changes. Other program changes will be
trained as they become known. Change Management
training will be given for all staff in Juiy. Training will also be
given for all staff on welfare reform.
District Office
Convert lobbies to Employment
Lobbies
Resource Centers:
a. Re-decorate with a “new
Modify lobbies by 6/30/97
Secure and Install lobby computers
look”focusing on employment
b. Provide computers in
lobbies for self-directed Job
search.
ESI ACTION PLAN - PROJECT LIST
15
PROJECT
DESCRIPTION
PROJECT TIME LINES: PHASE I 4/15/97-6/30/97
PHASE II 7/1/97-12/31/97 PHASE III 1/1/98-6/30/98
PHASE IV 7/1/98-12/31/98 PHASE V 1/1/99-6/30/99
SSA
Family Resource
RESTRUCTURE
Centers
(Cont)
SSA's Gilroy, Ujirani, Nuestra
Casa, & Asian Pacific Family
GAIN Job Club currently located at Ujirani.
Resource Centers will add
Plan & implement addition of employment information to all
centers. Evaluate & modify as needed
information on employment
services to their operations.
GAIN Job Clubs will be located
at Centers where possible.
Client/worker
To help clients seek, obtain &
keep a Job and understand
resources to secure federal/state program
employment
friendly materials &
Develop materials & resources
Implement use of materials & resources
Evaluate effectiveness of new materials & resources, revise if
needed
Transitional Child
Transitional Medi-
State legislation extended
Transitional Child Care(TCC)
benefrts from 1 year to 2 years
California has requested a
Cal Extension
waiver to extend Transitional
Care Extension
Medi-Cal(TMC) benefits from 1
year to 2 years.
Develop & implement district office competition to increase
caseloads.
Continue to increase caseloads
When the waiver is approved, Implement state regulations.
Develop & implement district office competition to increase
caseloads.
West Valley SSA
Co-location of GAIN & Income
Pilot
Maintenance at West Valley
Planning & development
Implementation in 9/97.
SSA Office
Evaluation, with modification as needed
Re-engineering offunctions at
East Valley. Co-location of
GAIN & East Valley Income
Planning & development
Implementation
East Valley SSA
Pilot
Evaluation, with modification as needed
Maintenance staff
ESI ACTION PLAN - PROJECT LIST
16
DESCRIPTION
PROJECT
PROJECT TIME LINES: PHASE I 4/15/97-6/30/97
PHASE 11 7/1/97-12/31/97 PHASE III 1/1/98-6/30/98
PHASE IV 7/1/98-12/31/98 PHASE V 1/1/99-6/30/99
SSA
Communication
RESTRUCTURE
Plan
(Cent)
Continue information sharing
with staff, ESI participants, & the
community. Develop &
Develop plan & begin Implementation
Continue implementation, modify as needed
Individual welfare reform
communication plans for each
Income Maintenance district
office
Welfare Prevention
See chart description under
Loan/Grant
WELFARE PREVENTION
Support Services
See chart description under
Information Bank/
EMPLOYMENT RETENTION
Information &
(SUPPORT)SERVICES
Referral Network
South County
See description under
Pilot
EMPLOYMENT CENTERS
Full Employment for Collaboration of Center Rd.
Distnct Office & GAIN to move
Refugees
part-time employed refugees to
full-time employment
Develop a strategic plan
Implement full-employment plan on 7/1; monitor & evaluate
Continue implementation, modify as needed
GA Single Worker
Concept
See chart listing under CASE
Eligibility
Simplification
Simplification of public
assistance rules, regulations, &
paperwork so staff & customers
Advocacy with state & federal legislators & administrators
and develop local Initiatives through re-engineering.
can focus on employment
Continue efforts
MANAGEMENT.
ESI ACTION PLAN - PROJECT LIST
k
17
PROJECT
DESCRIPTION
PROJECT TIME LINES: PHASE I 4/15/97-6/30/97
PHASE il 7/1/97-12/31/97 PHASE III 1/1/98-6/30/98
PHASE IV 7/1/98-12/31/98 PHASE V 1/1/99-6/30/99
SSA
RESTRUCTURE
(cont)
Collaborative
Department of Family &
Phase I Planning
Projects with
Children’s Services to link child
welfare families with
Phase II Implementation
Mental Health,
Drugs & Alcohol,
and Court Systems
employment support services;
address issues such as
substance abuse, domestic
violence and teen parens.
Dept. Of Aging &
Adult Services
Project
JTPA Recruitment
of SPEDY Parents
Assess welfare reform impact
and create an action plan for
elderly clients whose immigrant
status will disqualify them from
SSI, Food Stamps, senior
nutrition programs, and In-Home
Supportive Services (IHSS).
Planning
Implementation
identify AFDC/TANF parents of
Planning & development
SPEDY(Summer Program for
Implement, monitor, & evaluate
the Employment Development of
Youth) participants & recruit
them into GAiN
ESI ACTION PLAN - PROJECT LIST
18
WELFARE TO WORK
DEVELOPING A RELATIONSHIP
WITH THE PRIVATE SECTOR
AND CITIES
May 9,1997
County Executive’s Office
Jane Decker, Deputy County Executive
Katie Ryan, Intergovernmental Relations Manager
Intergovernmental Relations
70 W. Hedding Street, 11th Floor
San Jose California 95110
408-299-4313
19
WELFARE TO WORK
DEVELOPING A RELATIONSHIP WITH THE PRIVATE SECTOR AND CITIES
For the past few months, the County Executive's Office has been meeting with a
select group from private industry including representatives from the San Jose
Chamber of Commerce, the Manufacturing Group, Joint Venture:'Silicon Valley,
corporate and small business representatives, labor, and representatives of cities to
discuss how we should work with the private sector in moving welfare clients into
the workforce. What follows are some of the issues we have discussed with the
private sector, as well as with cities and their suggestions for moving welfare clients
into the workforce. Because welfare reform is a current major national topic, there
is a "window of opportunity" during which business and cities are expressing
interest in becoming part of the solution and exploring ways in which to contribute
to welfare to work.
The Santa Clara County Economy is robust.
While Santa Clara Coimty experienced a recession along with the rest of the State of
California from 1990 to 1994, the recovery of the local economy in 1995 and 1996 has
been strong. From mid-1995 to mid-1996, 50,000 jobs were added to the local
economy. Much of the job growth has been in the area of software and other high
technology jobs as well as business and other professional services. Most of these
jobs require a highly skilled workforce. Most economists feel the region's long-term
economic growth is promising primarily because of its high-teda researcdi and
development capacity. The Valley has also experienced grow^ in small companies
which have been major employers of welfare clients in the past and most likely in
the future. Because of the success of the region, however, the cost of living is high,
placing a burden on low wage earners.
1. THE CHALLENGE
Welfare reform requires welfare parents to be employed.
• The Personal Responsibility and Work Opportunity Reconciliation Act of 1996
sets strict work participation rates. Individuals are required to engage in work (as
defined by the state) once the state determines the individual is ready to engage
in work or has received assistance for more than 24 months. If the individual
refuses to participate in work, the state may impose a pro-rata reduction in their
grant. The required hours of work for one parent families is 20 hours in FY 1997
and 1998,25 in FY 1999, and 30 in FY 2000 and subsequent years. For two parent
families, the requirement is 35 hours a week beginning in FY 1997.
20
• The federal law also sets strict work participation rates that states and counties
must meet. In FY 1997, states must have 25 percent of all single parent families
receiving assistance in a work participation program. This requirement increases
5 percent each year imtil it reaches 50 percent in FY 2002. The rate for two-parent
families is 76 percent in FY 1997 and 1998 and 90 percent in FY 1999 and
subsequent years. A state who does not meet the minimum work participation
requirement will be sanction beginning with 5 percent and increasing 2 percent
year.
• In Santa Clara Coimty, when these work participation rates are applied, *
single parent aid recipients will need to be employed part-time or full-time, or be
two parent families will need to be
in work related activities this year. 1
employed this year. We are currently meeting our one parent work participation
rates but not our two parent rates.
* Waiting for numbers from the Social Services Agency.
Welfare clients are finding job opportunities.
• GAIN,the state-funded job training program for welfare clients, expects to train
and employ 3,000 people this year in part-time and full-time employment. Some
of these individuals will be referred to non-profit training centers, community
colleges, and JTPA funded programs for training and placement.
• Welfare parents also may self-refer to any of the above training resources
including community colleges and non-profit training centers.
• 75 percent of GAIN clients go through an intensive 8-week job club employment
program. 70 percent of those clients who complete the job club become
employed.
• Welfare parent also find jobs on their own.
n. THE BARRIERS
There are barriers to successful placement and retention.
It should be noted that Santa Clara Coimty has had success placing welfare clients.
There is an extensive list of large and small firms who hire welfare clients. While
some companies actually request our clients, many firms hire our clients after they
have been through education or training programs without realizing they are on
public assistance. However, some companies have some concerns about hiring
former welfare clients. These concerns differ depending on whether the employer is
a large or small firm. Listed below are concerns that are common to both small and
large companies as well as those that differ by size of firm.
21
Barriers Common to Both Large and Small Firms:
• Company Culture - Will the individual fit into the company culture?
• Personal Issues and soft skills/resiliency skills - Personal issues may interfere
with work. If the bus is late or if child care is a problem, the individual may not
show up.
• Training Programs - Not all current job training programs are meeting the needs
of businesses.
Barriers for Large Firms
• Child care liability issue - Fear of being sued if a child is injured prevents
businesses from establishing child care facilities at their work sites.
• Hard Skills - Many of the weU-paying jobs in the County require at least a
community college degree. Concern that welfare clients do not have this level of
education and training.
Barriers for Small Firms
• Liability issues - Fear of being sued if the worker is laid off or fired.
• Unemployment Insurance
unemployment insurance.
Would
like
some
relief
from
costs
of
• Workers Compensation - Would like some relief from workers compensation
insurance costs.
Barriers for Employees
• Self-sufficiency - Many clients can't make enough to support themselves in this
valley. Currently, approximately 6,500 out of a total of 22,000 of Santa Clara
County welfare clients are employed part-time or full-time but do not earn
enough to be self-sufficient and off assistance. The average hourly wage needed
•
•
•
•
•
to support one adult and two children in Santa Clara County runs from $15.44 to
$19.23 an hoiur depending on the age of the children and the childcare needs. The
average hourly wage of working welfare clients in Santa Clara County is $7.52.
Health Care - Fear of loss of medical coverage after going off assistance.
Child Care - Cost and availability are issues, especially for infant care.
Transportation - Their personal transportation is not reliable and pubHc
transportation does not run often enough to get them to their jobs.
Hard skills deficit - They do not have the skills needed to get a job.
Contingent labor market - As our economy has moved more and more into
temporary jobs, employees find that jobs end after a few months.
22
III. OPPORTUNITIES FOR SUCCESS
It is important to develop a coordinated approach to working with the employer
commimity since there is a range of activities in which they can be involved.
RECOMMENDATIONS:
• Convene a business advisory group.
- Membership should include large and small business representatives.
-
Should be 12-15 members for a short duration to kick off efforts.
- Group would assist us in designing a plan that meets our needs and their
needs.
• Work with the private sector on ways they can contribute to the welfare to work
effort in addition to hiring welfare clients.
These include:
Training - Ensure entry level workers have access to training to enable them
to move up in the organization. This frees up entry level positions.
Child Care - Explore the possibility of a child care fund. Some businesses have
expressed an interest in making contributions to such a fund so as to defray
the costs of child care for working welfare clients. The City of Palo Alto has
established and is currently utilizing a child care fund.
Mentoring - Start a mentoring program for welfare clients. Each business that
hires welfare clients could have a mentoring program with internal
employees mentoring new employees. This is done at Silicon Graphics.
Core Resiliency Skills - Ensure all welfare clients have the soft skills necessary
to obtain and keep a job. Use trainers from industry to talk with welfare
clients about what their company experts of employees. Trainers could
explore such issues as the importance of arriving to work on time, dressing
appropriately, getting along with fellow employees, and other basic skills
which will be needed to be successful on the job.
Support Services - Industries may be willing to contribute to funding for
support services to move people into the workforce. Examples include
agencies who provide professional clothing for our clients entering the job
market.
Work Experience Opportunities - Corporations and other private sector
entities could provide more unpaid work experience for welfare parents.
23
• Explore creation of intermediary employment agencies. An intermediary agency
could provide temporary and long-term workers for employers. It could cover
the medical, imemployment insurance costs, and worker compensation costs for
an initial period of time, as well as provide mentoring services. The agency
would follow up with the employer and employee to ensure an appropriate
match had been made and continue to provide support to both. If the first
placement fails, the agency would work quickly with the client to find another
job and address reasons for the first job loss. The Social Services Agency/GAIN
could develop into this model or the role could be taken on by a privately funded
non-profit agency. An example of this approach exists with Washington Works
in Washington D.C.
• Skills Inventory of Oiur Clients - Be able to state what skills welfare clients have
to offer so that we can tell industry. If a business calls and says it needs workers to
do a particular job, we should be able to indicate the number of clients who have
these skills.
• Silicon Valley Private Industry Council - The Private Industry Coimcil could
raise their requirements of job training programs so that long-term retention in
jobs is a primary standard for on-going fimding of programs.
• Non-Profit Job Training Facility - Work with City of San Jose to implement their
proposed non-profit training facility to help move clients into jobs. Expand and
replicate model if successful.
• City/County Job Fair - The City of San Jose is interested in holding a joint
city/county job fair which would include welfare recipients.
• Resource Mapping - Ensure that cHents know what resources are available in
their community. This may entail utilizing cmrrent listings of resources as well
as doing additional mapping or resources to examine after-school care programs,
child care, non-profit support services for a given community.
• Cities and NOVA PIC - Work with the NOVA PIC and cities to assume primary
role for achieving employment for welfare clients in their jurisdictions.
• Workers Compensation and Unemployment Insurance - Ask the Legislature to
provide funding to reduce the cost of worker's compensation and
unemployment- insurance for employers who hire welfare clients for the first 6
montl^ or year of employment or consider a coimty fimd to assist small
businesses with these costs.
• Support for Creation of Micro-Enterprises - The Coimty should assist clients in
accessing seed money to start small enterprises.
24
The County, through the ESI, has identified ways to address some of the earlier
issues raised.
These include:
• Support Services - Ensure that welfare clients have the support services they
need to maintain a job once they are hired. The Career Retention Employment
Support Team (CREST) may be one way of ensuring people have the support
services they need.
• Hotline - Provide clients with the support services they need through a 24-hour
hotline. The County is beginning to work on a pilot of this project with the 4 Cs
related to childcare.
• Transitional Benefits - Make sure clients are aware of and help them obtain
transitional benefits available to them to help move them into the workforce.
These include transitional medi-cal, child care and use of the Earned Income Tax
Credit.
• More Work Experience - Government could hire welfare clients initially for
work experience and then transition them to the private sector.
Possible solutions which did not seem to have as much appeal to private sector
representatives:
• Small businesses are not interested in wage subsidies because of the paper work
involved.
• Tax credits do not seem to have as much appeal. What industry wants most is
trained workers.
—Involvement of Cities in the Welfare to Work Effort
———
Although we have primarily outlined the recommendations developed from
engine of our local
discussions with the private sector, cities drive the economic
businesses.
Some of the
economy and play a primary role attracting and retaining
ideas discussed with economic development officers, dty managers and elected
officials include:
• Economic Development - Continue city economic development efforts to attract
and keep businesses in the commimity. Without jobs, welfare to work efforts
will fail.
25
• utilize Economic Development Offices to Link Employers with Welfare Clients Cities have relationships with companies that are located in their communities.
They can link their citj^s companies with qualified welfare clients. San Jose First
Employment Program is pre-screening and referring qualified applicants to San
Jose companies.
San Jose has agreed to work with private
employers in setting up a non-profit training center to provide training and on
site experience for former welfare recipients. Other cities could do the same. In
• Jobs and Job Development
the area of jobs, cities could hire or provide work experience to former welfare
recipients and encourage local businesses to do the same. The County has
experienced success in our program to hire welfare recipients and will be
expanding its efforts.
• Child Care - Like San Jose, cities can take the lead m developing after-school
child care as well as find solutions to the infant child care crisis. They could also
set up programs like the City of Palo Alto's childcare fund to encourage new
businesses that locate or relocate to provide funding or space for child care.
• Transportation - As member of the Santa Clara Valley Transportation
Authority, cities can apply pressure to this body for 24-hour bus service.
• Housing - Cities could use their 20 percent set-aside of redevelopment funds for
low income housing for the legal immigrants and aid recipients who will lose
their housing subsidies. Cities could also participate in a Housing Trust Fund.
• Crime Prevention - Cities have the primary responsibility in crime prevention
efforts. Cities should continue to try and develop activities for children through
Parks and Recreation as well as anti-gang efforts to keep kids that are no longer
supervised out of trouble,
y Resource Mapping - Cities have an imderstanding of what -resources are in
^ their communities. The Coimty should work with cities in identifying these
resources for welfare parents.
26
EMPLOYMENT CENTERS
Employment Centers will be “customer-friendly” and provide access to a menu of
community and government services onsite or by referral. Employment Centers
are currently functioning at GAIN and the North Valley Employment Connection
Center. Additionally GAIN offers monthly Job Clubs at the Ujirani Family
Resource Center and at the YWCA in downtown San Jose.
GAIN Employment Connection Centers
The Employment Connection Centers are multi-purpose facilities primarily serving
Santa Clara County employers, GAIN participants and a limited number of GA
participants. The Centers are located at GAIN’S Las Plumas office in San Jose
and at the GAIN Office in San Martin. The Employment Connection Centers are
the vehicles used to implement the latest and most successful techniques in
teaching self sufficiency and motivating participants to successful employment.
This is achieved through a component called networking which is based on the
Curtis and Associates Success Model.
Networking is a structured job search environment where participants look for
work under the guidance of a facilitator. The atmosphere is a dynamic one,
where participants are actively involved in locating leads through a variety of
avenues. At any given time, participants are employing the cold calling method of
job search using the yellow pages; others are searching job orders or job
announcement boards, faxing resumes or searching the classified ads. Still
others may be working on revising their resumes on the computer or improving
their typing speed. Each participant works closely with their team ofjob
developers in mapping out an employment strategy.
Key to the success of networking is how staff hold participants accountable, and
how participants hold themselves accountable. During the network orientation,
participants agree to a set of rules that define Networking as a Job. They agree to
punch a time clock in and out each day. When they are late, they give their
reasons to the group. The only time they leave the facility is for a specific job
search activity such as submitting an application or for a job interview.
Celebrations are a common occurrence in networking. Participants congratulate
each other when the prize of a job is attained and join in a group celebration.
These type of activities help to motivate and encourage participants towards
attaining employment.
27
other aspects of networking are designed to create a sense of urgency within the
group. Networking facilitators are responsible for making sure participants
conduct an active and productive job search. Job search efforts are reviewed in
a group setting to enhance motivation and share successful approaches.
Participant-developed job leads are shared with the group to further the
employment effort and to foster a sense of support.
For the Social Services Aoencv - The Employment Connection Centers offer
many advantages in program implementation and delivery of services. They
provide the capacity to serve larger numbers of participants through Networking the state-of-the-art job search program model. A model which is compatible with
the job search needs of a variety of agency program participants, the
Employment Connection Centers offer placement services to non-TANF
participants resulting in cost savings to the agency. Most important, the
Employment Connection Centers are staffed with professionals knowledgeable in
the local labor market, and dedicated to assisting participants to maintain an
employment focus. Additionally, through the Employment Connection Centers,
the agency expands it’s partnership with the private sector by providing services
directly to local employers in a variety of ways thereby continuing to forge a joint
solution toward meeting community needs.
For the employer - The Employment Connection provides a ready pool of
qualified, pre-screened candidates. Employers view the Employment Connection
as a valuable resource, where professional staff assist them in filling their hiring
needs at no cost Employers save money by eliminating costly newspaper
advertisements and save time by not having to review hundreds of resumes
before conducting interviews. Many employers in Santa Clara County have come
to depend on the EmploymerTt-Cormection as the means to linking them full time,
part time, permanent and temporary employees. In fact, several employers such
as Trend Plastics recruit and test applicants on site on a regular basis. Essential
to the success of the Employment Connection’s marketing effort is the staffs
participation and membership in employer organizations such as the San Jose
Chamber of Commerce and the Personnel Management Association of Aztian
(PMAA). The partnerships formed from these and other activities make it
possible for the Employment Connection to co-sponsor events like Employment
Connection ‘95 Job Fair which was held at the Santa Clara Convention Center as
an exclusive function for our participants.
For the participant - The Employment Connection serves as a drop-in facility
28
where professional staff assist individuals in preparing for job interviews and
make referrals to current job openings. Participants can also utilize the center’s
equipment to assist them in their job search effort: Job Listings: participants can
view current job openings on a computer using the Automated Listings (AL)
system or scan the job order bulletin boards Gob orders and announcements are
updated daily for the use of the employer and participant); Resource Material:
The center’s library provides information on labor market trends, building self
esteem, completing applications, resume writing, interviewing techniques, and
other job search related topics. Video Equipment: to take practice interviews with
the goal of improving one’s interviewing style and presentation can be accessed
at the facility; Video Tapes/Workbooks: to increase knowledge in a variety of job
search topics; Telephone Banks: for networking and cold calling techniques;
Macintosh/PC Computers: to create resumes, cover letters, thank you letters, and
other correspondence; Fax Machines/Typewriters: to send resumes,
correspondence, applications.
North Valley Employment Connection Center
In a collaborative effort with the NOVA Private Industry Council, the Social
Services Agency will be opening an Employment Connection Center in
Sunnyvale, California to serve North County TANF participants in early July,
1997. The collaborative effort will co-locate GAIN case managers, NOVA,
Employment Connection, and eventually eligibility staff to concentrate services to
job ready participants. NOVA staff has been contracted to facilitate the job
search workshop portion of Job Clubs and to provide referral and placement
services for both unsubsidized placements and work experience slots. GAIN job
counselors will staff the center and facilitate Networking sessions. NOVA’s inkind contributions include use of the NOVA’s Career Center anchOomputer Lab,
Internet access and resume services.
The North Valley Employment Connection Center will be located at the same site
as the Connect! One Stop Center which includes many partners such as EDO’s
Intensive Service Program and Pro-Match, NOVA Private Industry Council, and
other community organizations.
South County Pilot in Gilroy
The South County Pilot in Gilroy has been developed to enable individuals and
families to transition permanently from poverty to self-sufficiency, breaking the
29
generational cycle of welfare dependency. To accomplish this goal a multi
agency Employment Service Center will be developed, drawing on resources of
the whole community. The Employment Services Center will offer:
Health and social services necessary to the families well-being
Employment and training referrals
Employment support services, including job search, interview, resume, and
work ethic workshops; onsite child care and referrals; access to a clothes
closet, support groups and mentors
Support for employers willing to hire unemployed participants with little or
no experience
Continued assistance for new employees and their employers
Financial aid for individuals and families, loans for expenses required to
prevent the loss of a job
Members of an Assessment/Case Management Team (employment,
financial services, and social workers) would be available to assist as
customers assess their strengths and work toward independence.
Most of these services will be onsite. Information will be provided and referrals
will be made for local services, including any organization unable to physically
locate a staff person at the Center.
i
Hillsdale Employment Connection Center
In a collaborative effort with the Metropolitan Adult education Program (MAEP)
and Central County Occupational Center(CCOC), the Social Services Agency
will be opening an Employment Connection Center at their site on Hillsdale
Avenue. The Center will serve central San Jose TANPparticipants and be
available to non-TANF CCOC and MAEP students after hours. The collaborative
effort will co-locate GAIN case managers. Eligibility and Employment Connection
staff. Co-located staff will share resources, streamline procedures and services
in an effort to better serve agency customers.
Current projections expect the Center to be available during the first quarter of
1998.
Refugee Employment Support Center
The Refugee Employment Support Center will provide a variety of innovative
30
employment retention services for refugees. This Center is one of the new
models the Social Services Agency is launching as a part of the Santa Clara
Valley Employment Support Initiative. The Refugee Employment Support Center
will serve laid off, under-employed and part-time employed refugees by providing
a variety of job placement and skills upgrade services. It is planned that a
minimum of one hundred and fifty (150) refugees who are receiving or have
received AFDC/TANF, Refugee Cash Assistance (RCA), or General Assistance
(GA)will be served during a twelve month period beginning July 1, 1997. The
federal funds for this service, limit the target population to refugees residing in the
USA for less than 60 months. A contractor will be selected by the Board of
Supervisors to operate this project.
31
INNOVATIVE EFFORTS
Finding innovative and cost-effective approaches that successfully enable TANF
families to achieve self-sufficiency will be one of the overriding priorities for the
ESI. ESI staff will be outreaching to the to the non-profit community as well as to
business and other government sectors to design new solutions to.some of the
persistent personal and systemic barriers to economic self-sufficiency.
Department of Alcohol and Drug Services(DADS)
The Valley Health Hospital Services Department of Alcohol and Drug Services
(DADS), as a part of its managed care plan, has initiated a project that will
emphasize employment for substance abusers. This project will include the
development of a system to link inpatient and out-patient systems to GAIN and
JTPA program services. It will also focus on training GAIN, JTPA and
education/training providers on how to work more effectively with substance
abusers. Planning and implementation should occur this summer.
Valley Health and Hospital System (VHHS)
SSAA/HHS staff have met on May 6th and will meet again on May 23rd:
Information necessary to define the extent of the problem (ensuring all potentially
Medi-Cal eligible children and adults apply for Medi-Cal) was identified, including
potential target areas possible outreach strategies.
SSAA/HHS are exploring various pilot projects to expand access to Medi-Cal and
address barriers that result in low utilization of health care programs among
vulnerable populations (poor, elderly and disabled).
ESO Annual Single Heads of Household Conference
ESO’s Single Heads of Household Conference for 1997 will be held on
September 26 at the San Jose Job Corps, 3485 East Hills Drive. It will be an all
day event offering a job fair and a number of workshops on job-finding skills to
individuals interested in joining the workforce. Targeted employers at the job fair
will be those who have previous experience in hiring entry-level workers within
the welfare-to-work framework. Employability Workshops will include such topics
as where to find jobs, preparing resumes (clients will walk away from the
conference with an up-to-date resume), filling out application forms, interviewing
32
skills, appropriate workplace attitudes and dress, and current labor market trends.
There will also be workshops on Juggling Jobs and Families: child care,
parenting, money and time management. A free luncheon catered by the Job
Corps Culinary Academy will be provided. There will be free child care for the
children of participants. Current sponsors of the event include the following:
Economic and Social Opportunities, Inc., San Jose Job Corps, GAIN and the
Housing Authority. Additional sponsors are currently being sought.
New Times, New Opportunities Recruitment Fair
As part of the Santa Clara Valley Employment Support Initiative’s efforts to reach
out to TANF participants, GAIN coordinated with community colleges, community
based organizations and adult education programs to organize a full-day
recruitment fair on May 15,1997 as San Jose City College. Notice was sent out
to 7,000 TANF recipients. The fair allows service providers to make their
services known to TANF participants and to answer questions on training and
employment issues, and other community resources available to TANF recipients
and low-income families. The fair also allows TANF participants a chance to
listen to speakers on the topic of “welfare reform” and what it means to them.
The agenda involves ESI informational sessions, student support
services/financial aid and EOPs informational sessions. There are free child care
and lunch for attendants; informational flyers are available. There is also
entertainment, in the form of drama ensemble and music.
33
EDUCATION AND TRAINING ACTIVITIES
Santa Clara County is fortunate to be home to a vast array of outstanding
education and training providers. This network includes excellent private non
profit organizations funded by a variety of federal, state and local sources,
outstanding community college, and responsive adult education and regional
occupational training centers. All of these institutions have expressed interest,
and in numerous instances referenced in the ESI Action Plan, already launched
initiatives to increase services to AFDC/TANF participants.
Following are a sampling of some forward thinking innovations directly related to
skills training.
Eastside Union High School District/GAIN Expanded Collaboration
Eastside Union High School District’s Adult Education (EUHSD)program has
historically served large numbers of GAIN participants in need of English
language classes. With stand-alone English-As-A Second Language (ESL) not
being countable towards TANF work participation rates, GAIN has been working
with EUHSD to develop twenty hour per week unpaid work experience
opportunities to complement the hours per week of ESL classes (for a total of 4Q
hours per week).
EUHSD’s two labor organizations have agreed to this proposal in concept and will
be working with GAIN to develop several hundred work experience slots
throughout the district during the next year.
Bus Driver Pre-training
In collaboration with the GAIN program, Santa Clara Valley Transportation Authority
(VTA) has developed a project which will provide training to GAIN’S predominantly
women clients in a non-traditional, well paying field. Upon completion of the six-week
module, graduates will gain advanced customer service skills along with bus driving
proficiency and a Class B Commercial California Drivers License which qualifies them
for a variety of well paying jobs in a growth industry. VTA and GAIN are currently
finalizing funding proposals to submit to various sources.
Mixed Language Job Clubs
Santa Clara County’s Silicon Valley Private Industry Council and the NOVA
34
Private Industry Council have historically received a small amount of funding from
the California Department of Education to serve AFDC/GAIN participants. These
funds, known as State Education and Coordinating Grant(SECG)8% funds,
have come to local JTPA Service Delivery Areas for the past 9 years.
The Silicon Valley Private Industry Council (PIC) allocates approximately
$406,000 8% dollars to four contractors to provide remedial education coupled
with vocational training services for 125 GAIN participants. This year, the GAIN
program has identified an unmet need and has asked 8% contractors to
voluntarily convert their contracts from training into short-term job readiness and
placement services targeted for non EnglishA/ietnamese/Spanish speakers.
GAIN is able to provide job readiness and placement services through its
Employment Connection Centers for Spanish, Vietnamese and English
speaking participants. However, 1,400 AFDC participants who speak 23
other languages are in need of Job readiness and placement services.
With the cooperation of Silicon Valley PIC staff, two contractors have volunteered to
re-shift their 8% programs to serve a portion of these participants. These two
agencies. Center for Training and Careers(CTC)and Economic and Social
Opportunities, Inc.(ESO)will work with PIC staff and with GAIN/Refugee program
staff to develop this new service. GAIN/Refugee program staff will share numerous
curriculum models with CTC and ESO, including the successful 120 day Vocational
English as A Second Language coupled with Employment Services(VESL/ES)
curriculum currently used by refugee program contractors (including ESO), and the
Employment Connection Center curriculum. The planning and conversion of services
will be completed and ready to implement July 1, 1997.
San Jose/Evergreen Community College District
San Jose/Evergreen Community College District developed the “Idea Team” to
develop strategies and services in response to welfare reform. The Idea Team is
comprised of 3 sub-groups:
Workforce/Welfare to Work Education and Training Group
ESL/Basic Skills Group, and the
Student Support Services Group.
The Idea Team identified the needs of county residents seeking to enter or re-enter
the workforce and individuals impacted by welfare to work legislation. Thus the WIN
Center was proposed as a result of this process.
35
The WIN Center would establish a One-Stop-Shop for education and training. It
would provide short term, career ladder curriculum leading to employment and career
enhancement. Student support services would be available while enrolled, including
internships and job placement. This was approved in concept at the District’s May
Board meeting.
Community College Consortium of Santa Clara County - Curriculum Grant
Proposals
The four community college districts in Santa Clara County have worked in a
consortium with the GAIN program for the last ten years. In an effort to develop
innovative short-term training opportunities that coincide with TANF restrictions,
the consortium has submitted the following proposals:
• Funds for Instructional Improvement for $77,000, to establish a County Wide
Support Team
• Santa Clara County Social Services Agency for $198,000 to establish a County
Wide Employment Support Team
• United Way for $60,000 to foster Collaborative Training Services for Low Income
Families
• VATEA Title IIA for $94,866, to fund Curriculum and Professional Development in
allied Health
• Fund for Instructional Improvement for $131,330 to establish a Community College
Health Professions Education Consortium.
Other requests for workforce training proposals have been received and several
more are anticipated within the next few months.
Foothill/De Anza Community College District “Orientation to Work” Pilot
Foothill/De Anza Community College District has developed a six-week pilot
project that will provide intensive pre-employment services to 50 GAIN parents.
The project will include half days of career building and job readiness activities,
and half days of work experience. De Anza College’s Child Development Center
has reserved 25 slots for the children of the first group of participants to begin
August 4th.
36
EMPLOYMENT RETENTION (SUPPORT)SERVICES
Extended Hour Job Retention Hotline
The ESI planning process identified job retention services as one of the key areas
that must be addressed as the era of AFDC/TANF time limits begins.
Recognizing this need, the Career Retention and Employment Support Team
(CREST)designed a questionnaire that was sent to 500 GAIN participants who
had secured employment in 1996. The questionnaire, which was completed by
230 participants, asked general questions regarding needs of employed
participants. It also asked whether or not participants would use an extended
hour hotline and if so, what services would they be seeking through this hotline.
70% of the respondents said they would use a hotline service. The top three
areas respondents were interested in securing information via a hotline were
1) child care information, 2)job search/skills upgrade information, and
3)transportation assistance.
Drawing upon this data, the CREST team reviewed existing hotline services and
costs, and determined to test out the concept of an extended hour job retention
service. Focusing on the priority area of need - child care assistance - CREST is
working with the Community Coordinated Child Care Council (4C’s) who operate
a child care informational hotline from 8:30 a.m. to 4:30 p.m., five days a week.
4C’s has been asked to develop a budget that extends these services from 6:00
a.m. until 8:00 p.m., and includes funds for significant marketing of these
extended services. ESI plans to secure corporate funding to initiate this project
on a pilot 6 month basis beginning July 1, 1997.
Silicon Valley Council of Nonprofits
The nonprofit sector must be empowered to play a key role in any welfare reform
plan. Building community by strengthening the capacity of the sector is the stated
mission of the Nonprofit Development Center and of the Community Foundation
of Santa Clara County. Working together, these two organizations have jointly
facilitated the formation of an association of nonprofits in Santa Clara County,
called the “Silicon Valley Council of Nonprofits”.
The Nonprofit Development Center(NDC) has agreed to be the lead agency for
the project, at least initially. A newly awarded seed grant will enable the Silicon
37
Valley Council of Nonprofits(SVCNP)to strengthen the sector to participate fully
in the county’s plans for welfare reform, to involve the community in setting
priorities and crafting solutions, to provide a clearing-house of vital information
and resources, and, eventually, to build new relationships with the private sector
to find long-term solutions.
Support Services Information Bank
A Support Services Information Bank of employment-related and community
services will be located (usually in the lobby) at the Employment Centers. It will
offer information and referrals for job training and employment; and housing,
utility^or child care assistance/subsidies, among others. The Information Bank
will be easy for customers to use on their own, and help will also be available for
those who need it. The Support Services Information Bank will also be available
to the public, including families that already receive public assistance. The
services included in the Information Bank are listed in an Attachment.
The Support Services Information Bank will include information on the following
community and government services:
• Job listings
• Training and community college programs
• Child care payment programs and providers (Attachment 3 has more
information about child care services)
• Career (clothes) closet
• Transportation assistance
• Child support services
• Training and educational grants and loans
* Cash aid. Food Stamp, and Medi-Cal benefits (working families with medical
bills and no insurance who may be eligible for Medi-Cal will be encouraged to
apply)
• Other government benefits such as Social Security, and state unemployment
and disability insurance
• Money management counseling
• Housing assistance
•
Mental health services
•
Public health services
• Drug and alcohol abuse services
•
Domestic abuse services
38
Immigrant and citizenship services (Attachment 2 has more information about
these services)
Children and youth services (Attachment 4 has more information about these
services)
Teen parent services
Services for the elderly and disabled
Mentors and support groups, including Employment Retention Coaches
24-hour Job Retention Hotline.
A pilot version of the Information Bank will be established in the lobby of the
Santa Clara County Social Service Agency’s Assistance Application Center
(AAC). This service will eventually be automated, allowing information and
referrals to be provided electronically at the Employment Centers, other
government and community agency locations, and on the Internet.
Information and Referral Network
(
Once the Support Services Information Bank is automated, an electronic
information and referral system network will be established to connect
participating agencies with each other, and allow residents and caseworkers
throughout the valley to tap into the Information Bank data from locations outside
the Employment Centers.
Transportation
The Metropolitan Transit Commission (MTC), a regional transportation planning
body serving the nine Bay Area counties will be launching a pilot planning
process with the Employment Support Initiative: Specifically, Supervisor Jfrrr “
Beall, who is vice-chairperson of MTC will be convening the key players in Santa
Clara County Transit (including Valley Transit Authority and The Santa Clara
County Manufacturers Association) in late May to secure their participation in a
planning process whose purpose will be to increase welfare recipients ability to
access employment. MTC will be submitting a planning proposal request to the
Federal Transit Agency with the goal of securing the funding to implement the
planning process July 1, 1997.
Emergency Assistance Network(EAN)
For the past several years the United Way has funded a consortium of eight non39
profit organizations who provide one-time only rental payments to families in
demonstrable need. This consortium is known as Emergency Assistance
Network(EAN)and consists of the following organizations:
1. American Red Cross of Palo Alto
2. American Red Cross of Santa Clara
3.
4.
5.
6.
7.
8.
Cupertino Community Services
Community Service Agency of Mt. View and Los Altos
Sacred Heart Community Services
Salvation Army
St. Joseph Family Center
Sunnyvale Community Services
The EAN will be playing a pivotal role in the development of the Safety Net
program. Also, the ESI is hoping to secure additional funding for the EAN so they
can co-locate at the Social Services Agency’s Application Assistance Center and
in Milpitas in order to serve more clients. It is also planned that EAN
organizations will develop a protocol with GAIN and JTPA that will result in a
procedure that gives unemployed clients who receive rental assistance priority
enrollment into GAIN or a JTPA program.
HUD/Housing Authority Projects
The Housing Authority of Santa Clara County has made affordable housing
available to low-income seniors, families, and persons with disability through
multiple collaborative programs with other community agencies:
The Family Self-Sufficiency(FSS)Program offers servicesraliowing individuals
to set realistic career and personal goals. With guidance from program
representatives, clients receive help in achieving self sufficiency and economic
independence over a five year period. A savings account is established in the
name of the head of household. As the household’s earned income increases,
and rent is increased as a result, HUD will match that increase dollar-for-dollar.
The savings account is awarded to the family upon completion of the FSS
program.
The Family Unification Program is a five year program sponsored by HUD,the
Child Welfare League and Vanderbilt University. Low income families with open
child welfare cases are referred by the SSA’s Department of Family & Children’s
40
Services. Participating families are required to complete a service plan and must
cooperate with an assigned SSA Family Resource Center social worker after their
child welfare case is closed.
The Project Incentive program is a collaborative demonstration program
involving HUD, SSA-GAIN, Family Resource Center, Community College
Consortium, JTPA Programs, and the University of California Extension Program.
The goal is to provide encourage completion of educational and vocational plans
and nurture strong family role models through employment and educational goal
setting.
Moving to Work is a 5-year demonstration project providing case management
support for Section-8 Housing residents to obtain 25% labor force participation.
Referrals for the project will come frormthe HUD waiting list, Villa Nueva,
WATCH, OTI, DeAnza, GAIN, 4C’s, Enlace, SJSU. In addition to individual
casework to help clients attain self-sufficiency through job participation, the
program will offer support groups, child care, and youth activities.
Foundatibns...For Employment and Beyond is a new partnership program
between the YWCA and HUD targeting 300 clients who will benefit from
employment and housing services. Strong retention support will be provided with
structured follow-up in-person visit.
The Neighborhood Enterprise Opportunities Network(NEON)is funded by
the Jobs for Low-income Individuals grant to provide training for low income
people in Santa Clara County who are interested in having their own house
cleaning/janitorial business. The NEON Co-op project received the grant
because of its innovative and unique approach to client self employment
management, through the formation of a Cooperative. The cooperative will be
the support mechanism for all aspects of operation for each individual business.
The actual training, with its 3 elements, will provide not only learning, but paid
employment within 3 weeks of beginning the program.
41
CHILD SUPPORT SERVICES
A long-term ESI vision is for one or more Child Support Workers to be available
to families at the Employment Centers to help them get the child support to which
they are entitled. This worker would:
• Answer questions about paternity determinations and child support.
• Help parents complete paternity affidavits for child support.
• Access current Family Support Division (FSD)records on paternity and courtordered child support payments, including payment amounts and dates.
(State and federal child support data banks that are being developed now will
improve collections.)
• Arrange for immediate enforcement of outstanding child support court orders.
— “^>1.
Santa Clara County’s District Attorney’s Office and Social Services Agency will
work together to make this service available at Employment Centers.
Pilots
Effective June 1st, Child Support Staff will make presentations to AFDC/TANF
clients at the Social Services Agency’s Application Assistance Center.
Beginning July 1, 1997, the courts will mandate parents who are not employed
and who are not paying child support to attend an orientation at the JTPA Career
Center on Lundy Avenue. All participants will complete a self-appraisal, and then
based upon skills, and interest be required to 1)enroll in JTPA funded vocational
training program, 2) participate in the GAIN job club offered at the Lundy site, or
3) meet with the Employment Development Department(EDD)representative for
an immediate job, also co-located at Lundy.
Anticipated Service Level: 150 per month
Performance Measures: Employed and paying child support
6 Month Pilot Period: July 1997 - December 30, 1997
42
AUTOMATION
Automation is critical to ESI’s success in several areas. An ad hoc technology
team is currently looking at ways to make the following projects happen:
The Support Services Information Bank
The Information and Referral Network
Track and report federally mandated time limits and employment quotas.
Eliminate the paperwork from public assistance application and eligibility
determination systems
Issue cash and Food Stamp payments directly to customer bank accounts by
Electronic Benefit Transfer (EBT).
Silicon Valley Private Industry Council(SVPIC)
The Silicon Valley Private Industry Council (SVPIC) has been developing a OneStop Career Center. A key feature is the development of an electronic linkage
system.
A Technology Capacity grant application is being submitted to the California OneStop Career Center System Task Force for:
• $100,000, to develop an electronic linkage system between Santa Clara
County Employment and Training Team and the County Social Services
Agency, and
• Set up an internet web site linking partners and stakeholders.
The proposed project will facilitate communication among all partners and
stakeholders in the project, while providing employment information, education
and training services to the one-stop customer in a seamless manner.
NOVA Private Industry Council (PIC) Proposals
NOVA is applying for three technology proposals that will serve to advance the
level of automated services in North County. One proposal seeks to develop the
technology to network the employment and training stakeholders in North County.
Another proposal will enhance the internet capabilities of the Learning Network
Consortium (an association of adult education providers throughout Santa Clara
County). The third proposal is to develop touch screen/multi-lingual kiosks for job
seeking clients.
43
CITIZENSHIP
As a result of federal legislation, a large number of legal immigrant/non-citizens
who are currently receiving public assistance will be ineligible in the future. The
County Board of Supervisors authorized the Citizenship Initiative in the fall of
1996. Under the Department of Human Relations, its purpose is to naturalize all
eligible legal permanent residents in Santa Clara County so that they may
receive all the benefits of citizenship such as the right to vote and a safety net
when needed.
The initial focus was to assist all recipients in danger of losing SSI and Food
Stamps. This focus will extend to all recipients of public benefits. Free
“Citizenship Days” will be scheduled throughout the county in 1997 to help
applicants complete the naturalization application. Community organizations such
as Catholic Charities, Central Coast, CET and ESO are assisting in the
application process.
44
CHILDREN AND YOUTH SERVICES
In addition to expanding child care funding and availability as part of Retention
Services, the ESI Action Plan will increase the availability of services for children
and youth in the Santa Clara Valley. This is a preventive measure as well as an
investment in the future. Children who are physically and emotionally healthy and
well-cared for today are more likely to stay in school and avoid becoming part of
the future welfare generation.
The Children and Youth Task Force is finding its way and deciding which projects
to tackle. Specific projects have not yet been agreed to by the group. In addition
to the projects listed, the following pages list services to be made available for
children and youth, including improvements to the child care system.
Single Application for Child Care Subsidies
Description: Eliminate duplication and excess paperwork by developing one
application for use by all programs.
Parent Education
Description: ESI/GAIN will work with 4C’s and the YWCA’s parent education
program and other interested parties to develop a parent education program
covering child care choices, child development and parenting skills.
After-School Teen Programs
Description: Conduct initial assessment to determine what is currently available in
the community, where gaps exist, and which programs are the most successful.
GAIN/Choices for Children Project
Description: ESI staff will work with Choices for Children to identify their
AFDC/TANF parents to determine whether or not they are active in GAIN. If not,
they will receive priority enrollment into GAIN.
45
I
!
CHILD CARE
A-S.eamle.ss-glii!.cj.gare..sygtem (integrating gU ?ervicg$):
- Standardizes eligibility criteria
- Standardizes and simplifies eligibility/intake forms
- Maintains minimum health and safety requirements
- Includes parent/consumer education as an integral, ongoing
component in all services to children and families
- Supports transition/retention services
- Provides a continuum of services.
Child care services will be:
- Safe (meet minimum health and safety requirements)
- Dependable
- Geographically accessible
- Affordable
- Accessible to all parents (including teens).
46
I
\
CHILDREN & YOUTH SERVICES
School Age Children
Cities, schools, after-school recreation programs, & community based organizations will
be included in the development of services for school age children. Programs will be;
- Safe
- Dependable
- Geographically accessible
- Affordable.
Children Ages 10-18
Positive alternative programs will be developed for youth ages 10-18 which will help
them to become productive contributing members of society. These programs will be
interesting and relevant to youth and meet the needs of working families. Recognizing
that all youth are potentially at-risk for involvement in negative behaviors, available
programs will include:
- Health components, including information on sexually transmitted diseases (STDs)
- Employment training opportunities and jobs for youth
- Education, child care, health care and support to teen parents.
Pieygntion Focus
The focus of youth programs will be prevention. Prevention includes:
- Prenatal care
- Dental care
- Immunizations
- Access to mental and emotional support services
- Programs that provide positive alternatives to youth involvement in negative
behaviors.
47
WELFARE PREVENTION
With time limits, most families are limited to no more than five years of cash aid.
Welfare prevention services will help many families survive a short-term crisis
and avoid dipping into their five-year “reserve” of TANF (Temporary Assistance to
Needy Families) dollars until it becomes absolutely necessary.
Welfare Prevention Loan/Grant
Families that need temporary financial help, but don’t want to apply for welfare,
can apply for a Welfare Prevention Loan/Grant. Parents who are working now or
looking for work may qualify for a short term loan/grant to cover expenses that will
help them weather a financial crisis and get or keep a job, such as:
• Car payments, insurance, or repairs
• Work-related uniforms, tools, or equipment
• Professional fees, dues, or license.
• Essential living expenses, including housing payments to prevent
homelessness.
Pilot versions of the program will be developed and tested at the Social Service
Agency’s Assistance Application Center(AAC)in San Jose. Monies for this pilot
will be secured from the private sector.
The Welfare Prevention Worker will ensure that families are aware of and
connected with any other services they may need or qualify for, including Medi
cal and Food Stamps, and the services listed in the Support Services Information
Bank.
Rules and funding for this program (including whether funds will be issued as
loan or a grant) must still be determined.
Decisions to Be Made
• Should payments be offered as a:
Grant with no repayment obligation
No-interest loan
Low-interest loan
•
Maximum Amount
• Eligibility Criteria
48
CASE MANAGEMENT
As Employment Centers and pilots are developed, improvements in case
management will also be piloted, including:
• A team approach, bringing employment, income maintenance, and social work
staff together to work in teams that communicate closely with one another to
serve customers better. This approach will be tested in the South County Pilot
at Gilroy.
• Matching customers with the same caseworker throughout a public assistance
term. The Income Maintenance Workers in the South County Pilot will also
test this proposal.
• Combining employment and income maintenance functions in one position.
This requires simplification, as described above. It will be tested at the SSA
General Assistance office.
• Increasing the responsibilities of GAIN community liaison staff at schools and
colleges to include case management.
Adult Education Coalition/GAIN Expanded Collaboration
The Adult Education Coalition consist of seven School Districts: East Side Union
High School District, Metro Education District, Fremont Union High School
District, Santa Clara Adult Education, Milpitas Adult Education, Mt. View & Los
Altos School District, and Morgan Hill Adult Education. For the past ten years
GAIN has been paying for liaison services on 14 school campuses. Typically
these part-time site representatives have focused on data and enrollment
reporting.
GAIN is currently negotiating the fiscal year 1997-1998 service agreement with
the Adult Education Coalition. Beginning July 1, 1997, the Site Representatives
will assume greater case management responsibilities to include:
Recruitment, verification of referrals, progress and monitoring participants’
attendance/time limits, arrange participant testing, develop employment plans
case conference, and counseling.
Community College Consortium/GAIN Expanded Collaboration
The Community College Consortium consists of the seven community colleges:
49
De Anza, Evergreen, Foothill, Gavilan, Mission, San Jose City and West Valley
colleges. For the past 10 years GAIN has funded college liaisons on each
campus. Beginning July 1st, 1997 the community college liaisons will provide
these more expanded case management services to GAIN participants.
Recruitment, enrollment, testing and planning of future educational, vocational,
and employment goals will be provided. They will monitor the participants’
progress/attendance/time limits/problems and provide conferences and
counseling. Assistance will be given to participants ready for completion and
employment.
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SAFETY NET
Beyond the efforts of ESI, community partners led by the United Way of Santa
Clara County are joining together to maintain and strengthen the safety net for
residents of the Santa Clara Valley. The first action is to increase the capacity of
food programs in order to accommodate the monthly needs of the several
thousand legal immigrants who will lose their food stamps in August,
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SOCIAL SERVICES AGENCY(SSA) RESTRUCTURE
As the Santa Clara County Social Services Agency enter into the critical stage of
implementing welfare reform changes, shifting to responsive internal, cultural,
and operational improvements will be necessary to successfully move clients
from welfare to work. To create an environment that is work-focused with a high
expectation for both staff and client’s success, all Social Services program
managers have been given special assignments intended to address specific
issues impacting their department’s particular client population. Important
elements of the program managers’ assignments address the transition required
of both staff and clients. Included in their charge is to address how changes in
philosophy and service delivery will be communicated to staff; identify appropriate
training to develop staffs skills; and implement streamlining and task
simplification to accommodate changes allow staff more time to spend assisting
participants in job search activities. Further, program managers will create
projects to develop linkages with other systems to expand clients’ access to
employment services.
Public Assistance Eligibility Simplification
To simplify the eligibility determination process and increase the time available for
staff and clients to focus on employment-directed activities, the following changes
are recommended. (State approval is required before implementation)
• A single simplified application for all aids.
• A simplified financial evaluation (it will not include a determination of parental
deprivation).
• Use prospective btrdgeting to compute the cash grant, and subtract a flat
percentage of a family’s income from the maximum grant amount.
• Minimize regulations, paperwork, and verification to allow for concentrated
focus on employment and related support activities.
• Increase the cash aid resource limit to $2000, and count only available cash
assets. Exempt real property, vehicles, and property needed for employment.
• Eliminate monthly income reports for families with no income, stable income,
or earnings and government benefits that are already verified by automation
(lEVS).
• Issue cash and Food Stamp benefits by Electronic Benefit Transfer(EBT)into
bank accounts.
• Issue Food Stamp benefits to families that receive cash aid without a separate
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Food Stamp computation. Use a sliding scale to determine the Food Stamps
benefit amount based on the cash grant amount and the number of people in
the home. (Requires state and federal approval.)
TANF Participation Special Committee
The Family Resource Centers and the District Offices (with the exception of
GAIN, GA, and Valley Medical) have been selected to serve 20% of the caseload
who are reporting earned income to ensure that employed individuals are working
20 hours per week. This assignment is an opportunity to achieve the following
goals: (1) actively engage SSPMs and staff in contributing towards meeting the
county’s TANF participation rates; (2)jump starting Agency culture change
efforts.
The SSPM special committee will work to develop the parameters of this project
including the number of participants to be served by each participating offices,
what method of service will be implemented, how frequently client contact will
occur, and how data will be collected.
District Office Lobbies
All managers need to convert waiting rooms/lobbies into an Employment
Resource Center. This project will have 2 stages:
• The conversion process, and
• The exploration and possible installation of client operated job search
computers (kiosk).
Based on office needs, a budget will be provided to secure necessary materials
to create an Employment Resource Center site such as posters,job listing
bulletin board, resource guide, brochures, desks, etc.
Site Visits: A special selection committee of managers and workers will visit each
to select the Outstanding Employment Resource Center based on the following
criteria:
• Demonstrated emphasis on job placement and success
• Innovation and creativity
• Client-friendly atmosphere
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• staff accessibility, and
•
Usefulness of available information.
The selected Outstanding Employment Resource Center will be featured and
publicized as the county and community wide model for a successful welfare-towork center.
Full Employment for Refugees Project
In collaboration with the GAIN/Refugee Planning Unit, develop and implement a
strategy to move part-time employed refugees to full-time employment. A built-in
measure must be developed to assess the project’s success.
Mission City Economic Seif-Sufficiency Project
Assess whether Food Stamp-Only cases require a different approach compared
to AFDC/TANF cases in order to achieve self-sufficiency.
Based on assessment, develop and implement an appropriate strategy and plan
for each population to help them achieve economic self-sufficiency.
Communication Plan
The Agency’s Communication Plan is proactive and will engage the community
by providing more of an information flow than it ever has in the past. This
comprehensive plan will establish two way communication and create a
participatory communication environment for employees and the public.
Verbal as well as written communication will continue in the following formats:
Written: Newsletters, agency memos, news stories, topic sheets and bulletin
boards
Live, Spoken: Forums, symposia, speakers’ bureau, live radio and T.V.,
speaking engagements, presentations to district offices and monthly staff brownbag lunches with the Director.
Media: T.V., radio, newspaper and Mercury Center (on-line version of Mercury
News)
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Electronic Media: E-mail, Website, FAX Back (County recorders office). Mercury
Center and P.R. Newswire-Services to disseminate news releases to the media.
The Agency will have an individual communication plan for each of its district
offices. The manager’s Briefing Tool will be issued monthly. This document will
consist of several topic areas related to Welfare Reform. The manager’s Briefing
Tool will be agendized at monthly All Staff Bureau Meetings.
Collaborative Projects with Mental Health, Drugs and Alcohol, and Court
Systems
By July 1, 1997, all program managers in the Department of Family & Children’s
Services are working on projects to link families involved in child welfare with
employment support services. They have been given assignments to address
issues such as substance abuse, domestic violence, and teen parents.
Department of Aging and Adult Services Project
By July 1, 1997, the Department will assess the impact of welfare reform and
create an action plan to address needs of elderly clients whose immigrant status
will disqualify them from continued benefits from SSI, Food Stamps, senior
nutrition programs, and In-Home Supportive Services (IHSS).
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Document
Employment Support Initiative Action Plan
Initiative
Collection
James T. Beall, Jr.
Content Type
Memoranda
Resource Type
Document
Date
06/02/1997
District
District 4
Creator
Yolanda Lenier Rinaldo
Language
English
Rights
No Copyright: http://rightsstatements.org/vocab/NoC-US/1.0/