Los Angeles County s TANF Emergency Contingency Fund Subsidized Employment Program

Transcription

1 s TANF Emergency Contingency Fund Phil Ansell Los Angeles County Department of Public Social Services Presentation for the National Conference of State Legislatures December 11, 2009

2 American Recovery and Reinvestment Act (ARRA) Temporary Assistance to Needy Families (TANF) Emergency Contingency Fund (ECF) provision: States can receive 80% reimbursement for certain expenditures: Basic Assistance Nonrecurring Needs Subsidized Employment 2

3 Landscape in Los Angeles County (approximate numbers as of October 2009) Eighty-eight (88) incorporated Cities 112,000 TANF/CalWORKs Adults Twenty-four (24) eligibility offices Seven (7) welfare-to-work offices Seven (7) Workforce Investment Boards Forty-Four (44) WorkSource Centers 3

4 Seizing the Opportunity - Local Initiative To take advantage of ARRA, several key things occurred: County Board adopted an initiative to use ARRA funds to place 10,000 individuals (TANF and summer youth) into subsidized jobs by September 2010 County WIB convened meeting of all seven WIBs in Los Angeles to encourage their WorkSource Centers to participate County Chief Executive Office created a workgroup comprised of TANF agency, County WIB and partner organizations to oversee effort 4

5 Existing Infrastructure Existing TANF subsidized employment program with the South Bay WIB was instrumental South Bay: Functioned as employer of record Handled payroll, workers compensation Subcontracted with 14 WorkSource Centers throughout the County WorkSource Centers connect TANF job seekers to worksites About 350 individuals in FY prior to budget curtailments 5

6 Enhancing Existing Infrastructure: Began ramp-up with limited number of referrals in May and June 2009 Amended existing South Bay contract (Effective 7/1/09) Planned for fiscal tracking Initiated marketing efforts and outreach Contacted other WIBs Los Angeles Economic Development Corporation (LAEDC) United Way Center for Nonprofit Management Created web presence: 6

7 Expanded Program: South Bay 32 WorkSource Centers Competitive solicitation secured six (6) additional providers Two models: South Bay as employer of record Worksite as employer of record On the Job Training model with South Bay as the intermediary Currently 2,926 enrolled (2,626 placed) (10K Initiative with summer youth is 8,300) 7

8 Basic Design: TANF participants - Primary feeder for referrals: Job club Job development Worksites are public, private nonprofit, private for profit $10 an hour In OJT, also up to $10 an hour Assignments are up to 12 months in duration (or through September 2010) 40 hours per week is limit on hours worked 8

9 Basic Design: (continued) Worksites contribute 20% 20% is primarily in-kind contribution based on the salary and benefits costs of the individual providing supervision. Worksites complete an in-kind form to capture costs of supervision. One form is completed for each supervisor. The form is updated when changes occur (e.g. supervisor changes). 9

10 Expanded Populations: Using the authority of AB 4x 4, which expanded subsidized employment to families (including noncustodial parents) with family income under 200% of the federal poverty level, subsidized employment is also being offered to: Employable GR/GA participants who are non-custodial parents of children on CalWORKs or Medi-Cal Parents living in a domestic violence shelter or homeless shelter Parents receiving child welfare services, including prevention services 10

11 Expanded Populations: (continued) The broadened the authority of AB 4x 4 is also being used to retain workers in current jobs by providing a subsidy for: Parents who are employed by a business facing closure Parents who are employed by a business facing mass layoffs 11

12 Expanded Populations: (continued) To serve new population, DPSS and South Bay WIB: Modified contracts with WorkSource Centers to include expanded populations Are contracting with Los Angeles Economic Development Corporation (LAEDC) Engaged WIB Rapid Reemployment Teams to market layoff aversion Outreached to local domestic violence and homeless shelters, and the County s child welfare agency 12

13 Lessons Learned: Local political will is critical Working with partners to develop infrastructure is critical Paperwork needs to be simple for prospective worksites Some willingness to take risks is necessary 13

14 Questions? Phil Ansell, Director Los Angeles County Department of Public Social Services Bureau of Program and Policy (562)