2014/2015 Community Services Block Grant Community Action Plan

Transcription

1 LINNÉ STOUT ACTING DIRECTOR TO: FROM: State of California-Health and Human Services Agency DEPARTMENT OF COMMUNITY SERVICES AND DEVELOPMENT P.O. Box 1947, Sacramento, CA Telephone: (916) Fax: (916) CSBG Service Providers Pamela Harrison EDMUND G. BROWN JR. GOVERNOR SUBJECT: 2014/2015 Community Services Block Grant Community Action Plan DATE: February 15, 2013 The 2014/2015 Community Action Plan (CAP) is enclosed for review and completion. In compliance with the Community Services Block Grant (CSBG) Act (Public Law ) the State is to secure a CAP from each eligible entity as a condition to receive funding. Each entity s CAP provides valuable and required information that the Department of Community Services and Development (CSD) must aggregate and incorporate into the Community Services Block Grant (CSBG) State Plan that is due to the Office of Community Services (OCS) by September 1, To facilitate CSD s review of the CAP please remember: 1. The CSBG National Programs Indicators Projections (CSBG/NPI CAP Projections) are to be completed via the Excel Workbook on the CSD Provider s website ( 2. The Cover Page and Certification is to be signed by the Board Chairperson and Executive Director. 3. The CAP original and (1) one copy are to be mailed: ATTENTION: CSBG Field Operations Unit Department of Community Services and Development 2389 Gateway Oaks Drive, Ste. 100 Sacramento, CA The 2014/2015 CAP forms are available for download via the CSD Provider s website at in the Forms and Blog sections. The entire CAP must be submitted to CSD by June 30, Postmarks will not be accepted. Please feel free to contact your assigned Field Representative with any questions regarding the submission of the CAP. Enclosures Serving Low-Income Families Through Community Partners

2 BACKGROUND To comply with the Community Services Block Grant (CSBG) Act, Public Law , Section 678B (11) eligible entities must complete a Community Action Plan (CAP), as a condition to receive funding through a Community Services Block Grant. Federal law mandates the Community Action Plan to include a community needs assessment for the community served. CSD collects the information from the CAPs and uses it to develop and submit California s CSBG State Plan and application for funding. CSBG funds may be utilized to support activities that remove obstacles and solve problems that block the achievement of self sufficiency per Public Law The needs assessment is a process used to determine unmet needs of low income individuals, families, and communities. The needs assessment informs CSBG eligible entities how to utilize CSBG funds to meet the needs of low income persons in their service areas in accordance with the assurances in the CSBG Act.

3 Community Action Plan Checklist The following is a check list of the components to be included in the CAP. The CAP is to be received by CSD no later than June 30, 2013: Cover Page and Certification Table of Contents Vision Statement Mission Statement Community Information Profile Needs Assessment Statewide Priority Federal Assurances State Assurances Documentation of Public Hearing(s) Monitoring and Evaluation Plan CSBG/National Performance Indicators (NPI) CAP Projections Appendices (Optional)

4 I. Cover Page and Certification The Cover Page and Certification captures the CSBG eligible entity name, address, contact person, and certification signatures from the Board Chair and Executive Director. This form must be completed in its entirety and attached to the CAP. Signatures certify the governing body of the agency agrees to comply with federal and state mandates set forth in the document.

5 State of California Department of Community Services and Development CSBG Community Action Plan CSD 410--Vision (01/13) COMMUNITY SERVICES BLOCK GRANT 2014/2015 PROGRAM YEAR COMMUNITY ACTION PLAN COVER PAGE TO: Department of Community Services and Development Attention: Field Operations Unit 2389 Gateway Oaks Drive #100 Sacramento, CA FROM: Yolo County DESS, 25 N. Cottonwood St, Woodland, CA Agency Contact Person Regarding Community Action Plan Name: Rene Sosa-Galindo Title:Senior Administrative Services Analyst Phone: Ext. Fax: CERTIFICATION OF COMMUNITY ACTION PLAN AND ASSURANCES The undersigned hereby certify that this agency complies with the Assurances and Requirements of this 2014/2015 Community Action Plan and the information in this CAP is correct and has been authorized by the governing body of this organization. Board Chairperson Date Executive Director Date Page 1 of 52

6 1. Table of Contents I. Cover Page and Certification...1 II. III. Table of Contents...2 Vision Statement...3 IV. Mission Statement...3 V. Community Information Profile...4 VI. Needs Assessment...16 VII. Statewide Priority...22 VIII. Federal Assurances...24 IX. State Assurances...36 X. Documentation of Public Hearing(s)...38 XI. Monitoring and Evaluation Plan...42 XII. CSBG/NPI CAP Projections...44 XIII. Appendices (Optional)...45 The Table of Contents is to be arranged in the order above. Please include the appropriate page numbers for reference. Additional attachments are to be added as appendices. Page 2 of 52

7 III. Vision Statement The Vision Statement describes a desired future based on your agency s values. The vision is broader than what any one agency can achieve; the agency collaborates with others in pursuit of the vision. Provide your agency s Vision Statement. Yolo County residents are safe, healthy, productive and financially stable. I. Mission Statement The Mission Statement describes the agency s reason for existence and may state its role in achieving its vision. Provide your agency s Mission Statement. In partnership with the community, we promote safety, stability and self-sufficiency; serve the vulnerable; and develop and strengthen the workforce. The Board of Supervisors of the County of Yolo hereby created in the County of Yolo a board to be known as the Yolo County Community Services Action Board (CSAB). Its mission is to stimulate a better focusing of all available local, state, private and federal resources on the goal of empowering low-income persons and families to gain the skills, knowledge and practical experience to become fully self-sufficient. Page 3 of 52

8 Community Information Profile State law requires each CSBG eligible entity to develop a CAP that will assess povertyrelated needs, available resources, feasible goals, and strategies to prioritize its services and activities to promote the goals of self-sufficiency among the low-income populations in its service area (Government Code 12747(a)). Community Information Profile: This section captures the problems and causes of poverty in the agency s service area, based on objective, verifiable data and information (Government Code 12754(a)). Community Information Profiles shall identify the following: 1. The service area in terms of related factors, such as poverty, unemployment, educational achievement, health, nutrition, housing conditions, homelessness, crime rates, incidents of delinquency, the degree of participation by community members in the affairs of their communities and/or similar factors deemed appropriate by the agency. Factors described in the Community Information Profile must be typical for baseline data and substantiated by corroboration gained through public forums, customer questionnaires, surveys, statistical data, evaluation studies, key informants, anecdotal sources and/or other sources deemed reliable by the agency. Located in northern California, Yolo County is close to both the San Francisco Bay Area and Sacramento. The County s 1,034 square miles range in elevation from slightly below sea level, near the Sacramento River, to close to 3,000 feet high along the ridge of the County s western mountains. Yolo County is bound on the south by Putah Creek and Solano County, on the north by Colusa County, on the west by the Coastal Range Mountains, and on the east by the Sacramento River. Yolo County is located in the western part of California s Central Valley, directly across the Sacramento River, adjacent to the City of Sacramento, the state capital, and 70 miles east of San Francisco. Yolo County is primarily rural, agricultural, and encompasses several suburban communities with increasingly dense population centers. There are four major cities in Yolo County including Davis, West Sacramento, Winters, and Woodland as the county seat. The remainder of Yolo County is rural and unincorporated, with small farming communities. The California s Department of Finance records Yolo s 2012 population at 204,314, more than.83 percent growth over 2011 figures. The county is still expected to experience an increase in population over the next twenty years with a projected population of 266,653 by the year Additionally, most farm workers and seasonal workers, as well as the homeless, cannot be accurately counted in the Census population figures due to their high mobility, yet Page 4 of 52

9 their presence impacts a wide range of health and human services 1. Demographics: Home to a diverse population, the 2010 estimate U.S. Census reports Yolo County ethnicity as 49.7% Caucasian, 30.7% Hispanic, 12.9% Asian, 3.2% Multi- Race, 2.5% African American, 0.5% American Indian, and 0.5% Pacific Islander. Yolo County Ethnicity Demographics Percent % 30.7% 12.9% Caucasian Hispanic Asian Multi- Race 3.2% 2.5% African American American Indian 0.5% Pacific Islander 0.5% Source: U.S. Census Bureau: State and County -Yolo County Quick Facts Poverty: The 2011 U.S. census set the average poverty rate for Yolo County at 19.9% compared to the poverty rate of California at 15.5%. According to the California Food Policy Advocates 2010 Nutrition and Food Insecurity Profile, 14% of the total population and 13.7% of children in Yolo County live in poverty. Employment: The U.S. Bureau of Labor Statistics reported that Yolo County Unemployment rate was 9.7%, which is above the United States rate of 8.2%. The County experienced a 1.8% decline in the employment rate between August 2010 and August Industry Employment: In 2011, Yolo County Industry employment totaled 93,900, a decrease of 7.85% or 8,000 jobs since As shown in the chart below, two industries contributed significantly to this decline: Goods Producing and Service Providing. 1 Head Start and Early Head Start for Yolo County, 2003 Community Assessment Update. Page 5 of 52

10 Yoloo County Employment Change Total, All Industries Farm Goods Producing Service Providing 2,000 1, ,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9, ,500 2,500 2,900 2,500 3,900 3,700 5,200 8, Total Change Source: California Employment Development Department, Labor Market Information Division, All labor statistics reflect Benchmark 2011 data. Unemployment: The County annual unemployment rate for 2012 was than double the 2007 rate of 5.7%. 11.4%, more 14.0% 12.0% 10.0% 8.0% 6.0% 4.0% 2.0% 0.0% 2007 Yolo County 5.7% California 5.4% Unemployment Rate % 11.2% 12.7% 12.4% 7.2% 11.3% 12.4% 11.7% % 10.5% Source: California Labor Market Info, Data Library, State of California Employment Development Dept. Fountain Predictor: The Predictor for Yolo County has been negative for the last 41 months, beginning with May 2007, with the exception of October 2010 which was a Page 6 of 52

11 slight positive (0.297%). But the following months of November and December 2010 returned to a negative value. Note: The Fountain Predictor was named for Robert J. Fountain (Professor Emeritus, California State University, Sacramento) who suggested graphically comparing the twelve-month percentage change in the Number of Persons Employed with the twelvemonth percentage change in the Civilian Labor Force as a measure of the economic health of an area. The theory suggests that as long as the percentage change in the Number of Persons Employed is larger than (above) the percentage change in the Civilian Labor Force, for that area, that area is in good economic health. Educational Attainment: According to the California Post-Secondary Education Commission s 2009 College-Going Rates by County, 46.3% of Yolo County High school graduates attend college as compared with 40.6% statewide. College-going rates were calculated by dividing the number of students entering college from public high schools in the county by the total number of graduates from public high schools in the county. All categories of public high schools are covered including comprehensive schools, continuation schools, and other categories of schools. Students with unknown genders and ethnicities and those from unknown schools were excluded from the data. Health: The Yolo County Health Department is responsible for protecting and improving the health of residents of Yolo County and assuring that quality health services are available and accessible. Health Department staff consists of physicians, public health nurses, microbiologists, environmental health specialists, epidemiologists, certified health educators, and a variety of community health representatives located in offices in Woodland, West Sacramento and Davis. The Health Department provides public health services for all residents of the County which include detection and prevention of communicable diseases, health education, Page 7 of 52

12 immunizations, and registration of births and deaths. They also support and monitor special programs for families with children, senior citizens and other populations with special health needs. The Health Department also manages medical and dental care services for some children with chronic health problems, indigent populations, persons who are incarcerated and residents receiving Adult Day Health Services. The Health Snapshots prepared by University of California at Los Angeles (UCLA) Center for Health Policy Research reported the following health status for Yolo County and the entire State of California. The source of data is from the 2009 California Health Interview Survey, which is a collaboration of the UCLA Center for Health Policy Research, the California Department of Health Services and the Public Health Institute. Health Status Yolo Entire State of California Excellent 25.4% 24.9% Very Good 37.3% 31.8% Good 26.5% 28.0% Fair 9.4% 12.2% Poor 1.4%* 3.0% *Estimate is statistically unstable. In addition, the table below shows that among the five more common and major diseases surveyed, with the exception of Asthma (18.8% to 13.5%), the differences between Yolo County and the rest of the State of California are not statistically significant: People diagnosed with Yolo Entire State of California Asthma 18.8% 13.5% Diabetes Has Diabetes 5.7% 8.5% Borderline or pre-diabetes 0.6%* 1.3% Heart Disease Has heart disease 3.9% 5.9% Doesn t have heart 96.1% 94.1% disease With any kind of cancer Has/had cancer 9.4% 8.7% Has never had cancer 90.6% 91.3% With Breast Cancer Has had breast cancer 1.8%* 2.7% Has not had breast cancer 98.2% 97.3% *Estimate is statistically unstable. Page 8 of 52

13 Nutrition: The 2010 California Food Policy Advocates report that as many as 13,000 or 31.6% of Yolo County adults, ages 18 years and older, are food insecure. That means they often forego basic needs such as rent, utilities and medical care to ensure that their families have enough to eat. The survey shows Yolo County ranking 15 th out of 58 counties in California. The California Food Policy Advocates on behalf of Food Bank of Yolo County released on November 15, 2011 that locally, 16,000 low-income adults in Yolo County are estimated to be food insecure. This means that within the county, 33% of all adults with incomes below 200% of the federal poverty level (less than $36,000 a year for family of three in 2009) struggle to afford adequate, nutritious food. Some relief for households in need has been provided by CalFresh, formerly the Food Stamp Program. Throughout Yolo County, 15,824 people received CalFresh in September 2011, an 80% increase since September Currently, the average CalFresh benefit is $146 per person. Staff from different community agencies reports that food shortages tend to occur more frequently toward the end of the month, when families cash resources and CalFresh benefits are depleted. However, this need is not met since there is a shortage of emergency food at distribution centers throughout the county, particularly in the rural areas of the Capay Valley where food distribution occurs infrequently and families working in the fields are not able to access services. Reduction of farm commodities has reduced the amount and varieties of food available for distribution. Yolo County is one of many communities nationwide to hold events during the month of March each year that raise awareness about the importance of nutritious diets including fresh fruits and vegetables. National Nutrition Month is an educational campaign created to increase awareness about the importance of good nutrition. The purpose of the Yolo County Nutrition Festival is to highlight the importance of a healthy diet in prevention of disease. Research shows that a diet rich in fresh fruits and vegetables, whole grains and lean protein contributes to lower risk of diabetes, heart diseases, cancer, obesity and a multitude of other diseases. The 2013 theme for the National Nutrition Month is Eat Right, Your Way, Every Day! School Meals: The California Food Policy Advocates Yolo County Nutrition Profile reported the following: 14,763 students are eligible for Free or Reduced Price School Breakfast and/or School Lunch program in Yolo County. 3,527 or 24% of eligible students are eating Free or Reduced Price School Breakfast 10,954 or 74% of eligible students are eating Free or Reduced Price School lunch Page 9 of 52

14 32% of Low-Income Lunch Participants also eat School Breakfast The California Food Policy Advocates reported on November 16, 2012 that School breakfast programs in California s public school districts fail to reach 70% of the state s 3.4 million low-income students. The analysis, conducted by California Food Policy Advocates (CFPA), shows that 74% of low-income students in Yolo County participate in the National School Lunch Program but only 24% participate in the federal School Breakfast Program; this means that 11,236 Low-Income Students in Yolo County miss out on School Breakfast. This low participation rate translates to $2,267,000 in untapped federal meal reimbursements for the county. Housing conditions: According to the California Department of Finance, Demographic Research Unit, State Census Data Center, in January of 2013, Yolo County had an estimated 75,589 units with 4,184 of them vacant. This is holding steady from the same period in One in every 961 housing units received a foreclosure filing in April of Finding affordable housing continues to be a major challenge to the low-income families and individuals in Yolo County and thus causes high and increasing demands for emergency shelters. Several community-based organizations including Davis Community Meals, United Christian Centers and 4 th and Hope (formerly Yolo Wayfarer Center) provide emergency shelters and transitional housing to the targeted population. Yolo County works with several local affordable housing agencies to address housing issues. Three of these agencies are: Yolo County Housing (YCH) (formally known as the Housing Authority of the County of Yolo) provides affordable housing through a variety of mechanisms including rental units, permanent and seasonal farmworker housing, tenant-based and project-based vouchers in the private rental community, as well as providing development and preservation efforts within its jurisdiction. With current economic conditions, the work continues to be challenging. Yolo County has one of the highest unemployment rates in the region, its programs are full, and many households wait years for housing support. At the same time, budget issues at the state and federal level are having an impact on the ability of Yolo County Housing to continue to meet expectations. Despite the current budget issues and in order to help address the increasingly challenging issues of keeping housing affordable at lower price 2 RealtyTrac.com, Yolo County, CA Real Estate Trends (April 2013) Page 10 of 52

15 points, YCH has focused on expanding their assets through two proposed rehabilitation projects in Davis and Woodland, as well as identifying additional opportunities in order to allow households access to the Voucher program. In May 2011, YCH was able to open their Voucher Wait List for new applicants for the first time since YCH provides up to 1,487 vouchers in both tenant- and project-based settings with private landlords; owns and manages 431 affordable rental units located in West Sacramento, Knights Landing, Yolo, Esparto, Winters and Woodland; and has seven year-round units located in Davis for households engaged in farm work, along with 154 seasonal farmworker units in Yolo County. YCH also provides 112 units of tax credit rentals in Davis through general partnerships, and has 45 units recently complete in the City of Woodland. In partnership with the County Department of Alcohol, Drug and Mental Health, YCH provides eight beds of transitional housing located in West Sacramento and Woodland for full service mental health clients. Finally, YCH s subsidiary non-profit, New Hope Community Development Corporation, is the owner of 47 units of affordable senior housing in the City of Woodland, as well as the Eleanor Roosevelt Senior Housing and Cesar Chavez Plaza in Davis. YCH has over 40 partnership agreements in place with public and private agencies for the provision of adult and youth education, health, leadership and social services on-site at owned or managed developments throughout the County. These services help support low-income residents in achieving their goals (i.e., self-sufficiency, educational attainment, etc.). Community Housing Opportunity Corporation (CHOC) is a non-profit community development organization that has distinguished itself as an affordable housing provider for over 25 years in Yolo County. CHOC strives to provide and maintain an adequate supply of housing to meet the needs of very-low income families, students, the elderly, and persons with disabilities. CHOC has been developing affordable housing since 1984 and owns and manages 864 housing units in Yolo County. The property management services focus on ensuring that the rental housing continues to provide safe, desirable living environments. The Resident Services program creates opportunities for self- improvement and community involvement, and helps residents improve their quality of life. Programs are sponsored by the income from the properties. CHOC reports that low-income families who were barely making it before the economic downturn are really struggling. Some have had to move. Page 11 of 52

16 Additionally CHOC s staffing hours have been cut 25%, which means that fewer residents will have access to the CHOC safety net services, referrals to outside agencies and follow-up, resulting in a higher number of families at risk of losing their housing. Homelessness: The Homeless and Poverty Action Coalition (HPAC) is the Continuum of Care for homeless services in Yolo County. It is an affiliation of public sector, private and non-profit agencies whose mission is to provide leadership on homelessness and poverty in Yolo County with the vision to create and sustain a comprehensive, coordinated and balanced array of human services for homeless and low-income individuals and families within Yolo County. The group focuses on collaborative opportunities to prevent duplication of services, promote efficient allocation of limited resources, and provide advocacy for service needs. The continuum of services provided by HPAC agencies and organizations includes emergency, transitional and permanent housing; case management; supportive services; information and referral services; in-school assistance for children; crisis nursery; food assistance; services for victims of sexual assault and domestic violence; mental health treatment; and alcohol and drug treatment. Community Planning In 2008, HPAC conducted local Continuum of Care 5 Year Plan planning sessions in Davis, West Sacramento, Winters, and Woodland. The purpose of these sessions was to facilitate coordination between non-profit organizations, businesses, and governmental agencies providing services to low income and homeless individuals and families in the community. Participants represented the Cities of Davis, West Sacramento, Winters and Woodland, the homeless/formerly homeless, the faith-based community, homeless and low-income service providers, social service and educational providers, local law enforcement, elected officials, and the community. Results of these sessions were consistent with the HPAC priority on meeting the needs of the homeless by providing a full continuum of care including emergency shelter, transitional housing with supportive services, permanent supportive housing, and affordable permanent housing. There is a critical need for all these housing options in Yolo County. A growing concern and priority is the need for additional mental health services. HPAC also partnered with the cities of Davis, West Sacramento, Winters, and Woodland to develop a countywide 10-Year Plan to address the issues of homelessness. A consultant oversees this project. The planning process began in the fall of 2008 and the county adopted a final plan in The goals of this Plan are: Page 12 of 52

17 Prevention: prevent homelessness through early, comprehensive assistance to those at risk. Housing: provide a wide range of opportunities and services to help people access and maintain extremely affordable permanent housing. Supportive Services: provide comprehensive, integrated services to help people access and maintain housing and maximize their self-sufficiency. Implementation: effectively administer, coordinate and finance implementation of the county s 10-Year Plan and its efforts to prevent and end homelessness. An Executive Commission has been formed and is actively meeting to develop a strategy to meet the goals of the plan Homeless Census HPAC conducted a point-in-time count of both sheltered and unsheltered homeless in early The count included a survey component and was a collaborative effort of community volunteers, including homeless and formerly homeless individuals, and HPAC member and partner agencies. Separate surveys were developed for sheltered and unsheltered counts. The overall count in 2009 was 491, 468 in 2011, and 474 in The following graph compares the 2009, 2011 and 2013 sheltered and unsheltered combined totals. 250 Sheltered & Unsheltered Totals 200 Individuals Rural Davis West Sacramento Woodland 2013 Community Page 13 of 52

18 The following graph compares the 2009, 2011 and 2013 unsheltered totals by community. 250 Unsheltered Totals 200 Individuals Rural Davis West Sacramento Woodland 2013 Community The following graph compares 2009, 2011 and 2013 sheltered totals by community. Individuals Sheltered Totals Rural Davis West Sacramento Woodland Community 2. Community resources and services, other than CSBG, which are available in the agency s service area to ameliorate the causes of poverty and the extent to which the agency has established linkages with those service providers. Page 14 of 52

19 Yolo County Department of Employment and Social Services (DESS) oversees the CSBG programs that provide services supporting self-sufficiency to low-income families and individuals, including TANF (Temporary Assistance for Needy Families) recipients, by addressing substance abuse, mental health, past debt and legal problems, and domestic violence issues while providing transitional housing, case management, resource and referral, and advocacy. Programs like the CSBG funded Community Garden program assist low-income families and individuals, including families receiving TANF, to work towards self-sufficiency by providing garden plots, instruction and support for families to grow their own fresh and nutritious foods. Additionally, DESS administers the TANF, CalWORKs, Child Abuse Prevention, Intervention and Treatment (CAPIT), Community-Based Child Abuse Prevention (CBCAP), and Promoting Safe and Stable Families (PSSF) Grants, Workforce Investment Act (WIA) programs and operates the County s One-Stop Centers where every effort is made to promote self-sufficiency among TANF recipients and other low-income people. Through the One-Stop Centers, DESS coordinates and collaborates with a broad range of partners including other service agencies, transportation services, child care agencies, nonprofit and community partners to provide services that will remove obstacles and solve problems that block the achievement of self-sufficiency. Activities and services provided at or by referral from the One-Stop Centers include job readiness, job search and placement, occupational and basic skills training, English as a Second Language, individual and group career counseling and planning, vocational rehabilitation services, mental health counseling, substance abuse counseling, supportive services (transportation, child care, work and training items, etc.), case management and follow-up services. 3. A plan for regularly reviewing and revising the Community Information Profile. In particular, entities are to describe how the agency ensures that the most current data and relevant factors are included. Our agency reviews the data in this Community profile annually when assessing the projected goals and the actual achievements at the end of the contract year. This agency is also partners of the Yolo County Homeless and Poverty Coalition which conducts an annual continuum of care survey and homeless counts to update its data on the county s low income population. Needs Assessment Needs Assessment: Page 15 of 52

20 Public law requires the State to secure from each eligible entity, as a condition to receive funding, a CAP which includes a community-needs assessment for the community served. Additionally, State law requires each CSBG eligible entity to develop a CAP that assess poverty-related needs, available resources, feasible goals and strategies, and that yield program priorities consistent with standards of effectiveness established for the program (California Government Code 12747(a)). The narrative description provided for the needs assessment serves as the basis for the agency s goals, problem statements, and program delivery strategies of the CSBG/National Performance Indicators. The needs assessment should describe local poverty-related needs and prioritize eligible activities to be funded by CSBG. Agency needs assessments shall identify the processes used to collect the most applicable information. In particular, describe how the agency ensures that the needs assessment reflects the current priorities of the low-income population in the service area, beyond the legal requirement for a local public hearing of the community action plan. Many organizations use a combination of activities to perform needs assessments, such as: 1. Focus groups 2. Asset Mapping 3. Surveys 4. Community Dialogue 5. Interviews 6. Public Records The recent community needs survey continues to substantiate the need for increased basic services and safety net programs in Yolo County. Further, census data continues to show poverty in areas of West Sacramento, Woodland, Davis and rural Yolo County. Information from the survey clearly provides a basis of information from which to plan. The need for food, shelter, transportation and self-sufficiency programs is expected to grow as more people continue to reach their lifetime limit of CalWORKs assistance, the rate of unemployment in Yolo County remains high, and the economic downturn continues. The information from the surveys on services needed in Yolo County was provided to the Community Services Action Board for goal setting purposes. Gaps in services specifically identified by the needs assessment that will be addressed in the Community Action Plan include the following: 1. Food assistance programs, such as food distribution centers, food closets, meals delivery for homebound seniors and disabled individuals, hot meal programs, etc.; and other emergency food assistance programs. 2. Housing assistance programs, emergency shelters and transitional housing programs. Many of these programs provide some of the needed services described in Page 16 of 52

21 our community needs survey: mental health counseling, substance abuse counseling, employment assistance, life skills, job readiness, and assistance accessing permanent housing. They also serve to help with homeless prevention programs such as utility assistance, rental assistance, eviction prevention assistance and assistance to homeless and low-income individuals to overcome barriers to accessing and maintaining permanent housing 3. Programs that provide comprehensive, culturally competent self-sufficiency services for homeless and low-income youth, families, and individuals, including employment and employment services, where appropriate, in order to proactively address the root causes of poverty. The County will continue to use Workforce Investment Act (WIA) funds to support the County One Stop centers for employment and training services for adult job seekers and for services to individuals who have lost their jobs due to plant closures or mass layoffs. These funds will also provide services for disadvantaged youth who have dropped out of school to develop basic job skills 4. Continue to fund the Homeless Coordinator who is instrumental in developing and maintaining grant funding to support the work of local community based organizations and agencies that serve the poor. As a result of decreasing State and Federal funding the Homeless Coordinator explores both public and private grant opportunities. The Homeless Coordinator also provides cohesion for Yolo County s Continuum of Care process and drafts the Continuum of Care plan. Besides the above-mentioned needs that will be addressed in the Community Action Plan, the following are needs identified during the public input process that will not be supported through CSBG funding: 1. Help accessing affordable health care, health insurance and dental care. 2. Mental Health Counseling - While mental health counseling and substance abuse services are included in the collaborative services offered by several CSBG funded service providers as well as internally and by referral to County and non-profit community based organizations, funding these services as a separate priority is too costly and duplicative at this time. 3. Transportation The Community Services Action Board will continue to advocate for continuing transportation service improvements. 4. After school/recreational activities/child care Child care is an important issue and costly. The County, City of Davis and other community agencies are expending considerable resources to meet this need. Funding child care services with CSBG money will be a duplication of service with little effect. Page 17 of 52

22 In order to maximize services to clients, the Community Services Block Grant (CSBG) funding is subcontracted to community-based agencies through a Request for Proposal (RFP) process. The Community Services Action Board (CSAB) is composed of a wide spectrum of Yolo County Residents, whose purpose is to advise the county on social service issues. The CSAB conducts the RFP process and recommends awards to the Yolo County Board of Supervisors. Because CSAB oversees, monitors and evaluates the delivery of services and makes recommendations to the Board of Supervisors, they are in the unique position of having a holistic view of the public and private resources available. Consequently, the CSAB recommends linkages to be developed to fill the identified gaps in services. The CSAB ensures the coordination of these services and makes recommendations with the intent of avoiding a duplication of community services, while at the same time, leveraging resources for maximum efficiency. Assessment of Existing Resources: Conduct an assessment of existing resources providing the minimum services listed in Government Code section 12745(f). Provide a narrative of the services below. These services shall include, but shall not be limited to, all of the following: 1. A service to help the poor complete the various required application forms, and when necessary and possible, to help them gather verification of the contents of completed applications. Yolo County Departments, government agencies, community-based organizations, and faith-based organizations have trained staff and volunteers assist applicants for programs such as General Assistance, SSI, CalWorks and other social services programs. Assistance is also available to enroll eligible individuals and families in programs such as LIHEAP, Weatherization, Aging and Adult services and YLink. Staff provides screenings and intake for Adult Protective Services and In-Home Supportive Services (IHSS). Assistance is also provided in multiple languages, in particular Russian and Spanish. 2. A service to explain program requirements and client responsibilities in programs serving the poor. Yolo County Departments, government agencies, community-based organizations, and faith-based organizations have trained staff and volunteers to provide assistances to explain program requirements and client responsibilities in programs serving the poor. In addition, all service agencies subcontracting under CSBG have distributed written copies of rights and responsibilities to clients during the application and eligibility determination process. Assistance is provided in multiple languages, in particular Russian and Spanish. Page 18 of 52

23 3. A service to provide transportation, when necessary and possible. DESS provides transportation assistance to low-income individuals who participate in the job training programs and CalWORKs. DESS provides $65,000 in bus tickets to general assistance clients and distributes bus tickets to different community-based organizations to assist their low-income clients. One Yolo County CSBG subcontractor, United Christian Centers (UCC), has developed a transportation project with non-csbg funding as a means to transport more than 70 clients approximately 600 miles in Sacramento and Yolo County each day. Clients are transported to medical appointments, shelter workshops, childcare benefits appointments, mental health appointments and substance abuse therapy. The majority of clients are transported via on-going contracts with John H. Jones Community Clinic and Alta California Regional Center. Currently, a vast majority of all clients transported by UCC are either lowincome or very low-income. Many would not be able to rely upon other public or private transportation services. Without the services supplied by UCC, some clients would lose their ability to maintain their independence which would result in premature institutionalization. In addition to YOLOBUS, there are other transportation systems catering to seniors operating in Yolo County; two operate only in Davis (Davis Community Transit and Unitrans) and one operates only in Woodland. 4. A service which does all things necessary to make the programs accessible to the poor, so that they may become self-sufficient. DESS operates the County s One-Stop Centers where every effort is made to make the programs accessible to clients so that they may become self-sufficient. Through the One-Stop Centers, DESS coordinates and collaborates with a broad range of 26 partners including public and private service agencies, such as Employment Development Department s Employment Services, transportation services, child care agencies, nonprofit and community partners to provide services that will remove obstacles and solve problems that block the achievement of self-sufficiency. Activities and services provided at or by referral from the One-Stop Centers include job readiness, job search and placement, occupational and basic skills training, English as a Second Language, individual and group career counseling and planning, vocational rehabilitation services, mental health counseling, substance abuse counseling, supportive services (transportation, child care, work and training items, etc.), case management and follow-up services. To satisfy Government Code (a) provide specific information about how much and how effectively assistance is being provided to deal with those problems, and causes, and establish priorities among projects, activities, and areas as needed for the best and most efficient use of resources. Page 19 of 52

24 The Community Services Action Board and DESS collaborate with the Yolo County Homeless and Poverty Action Coalition (HPAC) to improve and expand services to the homeless and very poor citizens of Yolo County, increase funding for local agencies that serve the homeless and very poor citizens of Yolo County, increase the efficiency with which grant funds are obtained and managed by these agencies, and develop and maintain the resources necessary for these agencies to fulfill their missions. DESS administers Workforce Investment Act (WIA) employment and training services, the CalWORKs program, health services through the MediCal program, and the CalFresh Program. DESS operates the WIA One-Stop Delivery System which unifies numerous training, education and employment programs into a single, customerfriendly system in the County. In order to offer a comprehensive customer services, DESS partners with other government agencies and community social service agencies to provide programs that create a more effective delivery system to the low-income individuals of this county. Partners include the State Employment Development Department, the County Probation Department, Public Health Department, Alcohol, Drug and Mental Health Department, Woodland Community College, UC Davis, and community agencies like Yolo Employment Services, Yolo County Housing, Yolo County HPAC, 10 Year Plan Commission and Sacramento Job Corps. DESS also partners with CommuniCare for parenting skills training and alcohol/substance abuse treatment and EMQ FamiliesFirst for a Wraparound program. Page 20 of 52

25 Statewide Priority As identified in Government Code 12745(e) the department may prescribe statewide priorities among eligible activities or strategies that shall be considered and addressed in the local planning process and described in the CAP submitted to the state. Additionally, each eligible entity shall be authorized to set its own program priorities in conformance to its own determination of local needs. Does the Agency accept the Family Self-Sufficiency Statewide Priority? (If No, answer question 3) YES NO 1. What is the agency s definition of Family Self-Sufficiency? Family Self Sufficiency is defined as income of working adult is sufficient to meet families basic needs for housing, clothing, food, childcare, transportation, and healthcare with minimum public or private assistance. 2. Describe the strategies utilized to support and achieve the Family Self-Sufficiency priority. For many years the County has used the major part of its CSBG funding to support family self-sufficiency programs in order to address the root causes of poverty. In 1983 the County began operating a program that provided housing assistance for low income families that had received eviction notices. It became apparent that the issue of homelessness had to be addressed in a holistic manner in order to stop the cycle of homelessness. In 1991 the County, in coordination with two of its subcontractors, was able to implement transitional housing programs that move families and individuals towards self-sufficiency using a case management model. Later, a third subcontractor implemented a transitional housing program and today, many families and individuals are served through these programs. Through partnerships and linkages, the current program model for family selfsufficiency for the homeless is a collaborative, wrap-around case management model. Client s progression to self-reliance is accomplished through the County s resources and networking with a variety of different agencies that CSBG helps fund. The family or individual, in cooperation with a counselor, draws up a program plan, listing tasks, goals, and timelines. Classes in nutrition, budgeting, parenting, anger management, self-sufficiency skills and other subjects are offered. Referrals to mental health, drug and alcohol, health services, job training, literacy and English Language Development assistance are provided. Attending Alcoholics Anonymous, Narcotic Anonymous, or other group counseling meetings may also be part of a program plan. Page 21 of 52

26 The family self-sufficiency programs operated by the transitional housing providers in Yolo County utilize a self-referral process and an organized, structured approach to first help the family stabilize their lives. Special attention is given to paying off prior debts, dealing with anger and court related issues, and dealing with pending health and mental health concerns. Additionally, the program moves participants toward selfsufficiency by assisting them in obtaining a survival job to develop good work habits and basic job skills. Lastly, the final phase concentrates on providing occupational skills training that will lead to a job, a better job, and then a career, in line with each individual s interests, aptitudes and financial needs and providing referral and follow up based on individual plans. The transitional housing program can take up to 18 months depending on the participant s needs assessment at program entry. Case managers provide a needs assessment, individual counseling and an individual program plan aimed at assisting and supporting participants along the road to self-sufficiency. 3. If the agency rejects the statewide priority, state the reason(s) for the agency s rejection. DESS accepts the statewide priority Page 22 of 52

27 Federal Assurances Public Law establishes federal assurances eligible entities are to comply with. Eligible entities are to provide a narrative description for the activities applicable to the services provided by the organization. APPLICABLE ASSURANCES: Check each applicable activity supported by the agency as identified in the following assurances and provide a narrative description of that activity. 1. Public Law 676(b) (1) (A): To support activities that are designed to assist low-income families and individuals, including families and individuals receiving assistance under part A of Title IV of the Social Security Act (42 U.S.C. 601 et seq.), homeless families and individuals, migrant or seasonal farm workers and elderly low-income individuals and families, and a description of how such activities will enable the families and individuals i. remove obstacles and solve problems that block the achievement of self-sufficiency, (including self-sufficiency for families and individuals who are attempting to transition off a State program carried out under part A of title IV of the Social Security Act); Yolo County Department of Employment and Social Services (DESS) oversees the CSBG programs that provide services supporting self-sufficiency to low-income families and individuals, including TANF (Temporary Assistance for Needy Families) recipients, by addressing substance abuse, mental health, past debt and legal problems, and domestic violence issues while providing transitional housing, case management, resource and referral, and advocacy. Additionally, DESS administers the CalWORKs, Child Abuse Prevention, Intervention and Treatment (CAPIT), Community-Based Child Abuse Prevention (CBCAP), and Promoting Safe and Stable Families (PSSF) Grants, Workforce Investment Act (WIA) programs and operates two One-Stop Centers where every effort is made to promote self-sufficiency among TANF recipients and other low-income people. Through the One-Stop Centers, DESS coordinates and collaborates with a broad range of partners including other service agencies, transportation services, child care agencies, nonprofit and community partners to provide services that will remove obstacles and solve problems that block the achievement of self-sufficiency. Activities and services provided at or by referral from the One-Stop Centers include job readiness, job search and placement, occupational and basic skills training, English as a Second Language, individual and group career counseling and planning, vocational rehabilitation services, mental health counseling, substance abuse counseling, supportive services Page 23 of 52

28 (transportation, child care, work and training items, etc.), case management and follow-up services. ii. secure and retain meaningful employment; CSBG funded programs assist their clients in obtaining and retaining meaningful employment to progress from transitional housing to permanent housing. DESS through its WIA, CalWORKs, Transitional Housing Plus (THP+) and Independent Living (ILP) Programs, in conjunction with Yolo County Office of Education and local school districts programs, provide a variety of employment, training and supportive services, which assist participants identify and overcome barriers to employment. The THP+ and ILP programs provide assistance, including employment skills, to young adults aging out of the foster care system to transition successfully out of foster care placement. iii. attain an adequate education, with particular attention toward improving literacy skills of low-income families in the communities involved, which may include carrying out family literacy initiatives; CSBG funded programs assist clients in attaining adequate education in the following ways: referrals to adult education and literacy services are provided to adults in transitional housing and other CSBG funded programs; children in transitional housing programs are provided homework assistance; DESS s One-Stop Centers provide information and referral to schools, adult education and literacy programs; WIA and CalWORKs Youth programs provide case management and program support to reengage school dropouts into school and support students to complete their high school diploma or its equivalent. iv. make better use of available income; CSBG funded programs provide financial literacy, instruction and case management assistance to teach low-income families and individuals how to manage their money and resolve past debt problems. Page 24 of 52

29 v. obtain and maintain adequate housing and a suitable living environment; CSBG funded transitional housing programs provide low-income and homeless families and individuals with case management, resource and referral, and advocacy services to resolve substance abuse, mental health, past debt, legal problems, and domestic violence issues to move them from transitional to permanent, adequate housing. Housing assistance can be provided to prevent evictions. All transitional housing agencies in Yolo County provide a household management training program that helps clients understand and navigate the rental process. This program gives landlords confidence that their property will be safe guarded when renting to low income individuals and families. vi. obtain emergency assistance through loans, grants or other means to meet immediate and urgent family and individual needs; and CSBG funded programs provide emergency food, utility, clothing and other miscellaneous grants. Day shelters and resource center services include laundry facilities, showers, Narcotics Anonymous (NA) / Alcoholics Anonymous (AA) meetings, phone usage, bus passes; help with public assistance, and employment. Referrals are available for housing, rental and utility assistance, food, clothing, health/mental health services and substance abuse services. vii. achieve greater participation in the affairs of the communities involved, including the development of public and private grassroots partnerships with local law enforcement agencies, local housing authorities, private foundations, and other public and private partners to; I. document best practices based on successful grassroots intervention in urban areas, to develop methodologies for widespread replication; and; The 10 Year Plan to End Homelessness has been well supported by many in the County including all four major cities, Board of Supervisor members, other elected officials, over 13 community based organizations, and a large group of community leaders and citizens. Page 25 of 52

30 II. strengthen and improve relationships with local law enforcement agencies, which may include participation in activities such as neighborhood or community policing efforts; The Community Services Action Board works with its contracted partners and the Homeless and Poverty Advocacy Coalition to coordinate with local law enforcement agencies to provide case management and advocacy for victims of domestic violence and to address homeless safety issues and advocate for collaborative, timely discharge planning. 2. Public Law 676(b) (1) (B): To address the needs of youth in low-income communities through youth development programs that support the primary role of the family, give priority to the prevention of youth problems and crime, and promote increased community coordination and collaboration in meeting the needs of youth, and support development and expansion of innovative community-based youth development programs that have demonstrated success in preventing or reducing youth crime, such as (i) programs for the establishment of violence-free zones that would involve youth development and intervention models (such as models involving youth mediation, youth mentoring, life skills training, job creation, and entrepreneurship programs); and DESS serves the County s youth through the WIA Youth program and through partnerships with One-Stop Partners, including the Employment and Development Department, and other local agencies. Youth programs are linked closely to local labor market needs, and community youth programs and services are strongly connected between academic and occupational learning. Youth programs include activities that promote youth leadership development and citizenship; work experience and occupational skills training; preparation for employment opportunities including summer employment; tutoring, study skills training and dropout prevention strategies for post-secondary educational opportunities; alternative secondary school services; adult mentoring; comprehensive guidance and counseling; and follow-up and supportive services. One such program has provided an after school program for rural high school age students. In addition, the City of Woodland, through the CBDG Page 26 of 52

31 program, built a new community center. (ii) after-school childcare programs. Cities within Yolo County offer after-school programs such as the YMCA, CDC, and Yolo County Office of Education. Rural Innovations in Social Economics (RISE) offers afterschool programs for the more rural areas of the county. 3. Public Law 676(b) (1) (C): To make more effective use of, and to coordinate with, other programs related to the purposes of this subtitle (including State welfare reform efforts). Yolo County is actively involved in many community partnerships including: RISE, Inc. WIA/WIB Yolo Employment Services Yolo Family Services Agency Yolo County Children s Alliance Yolo Employment Development Department California Indian Manpower Consortium Yolo County Alcohol, Drug and Mental Health Sexual Assault and Domestic Violence Center Yolo Family Resource Center Pregnancy Support Group CommuniCare Health Centers, Inc. People Resources, Inc. (Meals on Wheels) Yolo County Food Bank Yolo Wayfarer Center Davis Community Meals Sacramento Employment Training Agency Friends Care Department of Rehabilitation Adult Education Woodland Community College Yolo County Office of Education California Human Development Corporation (Casa el Campesino) Page 27 of 52

32 Experience Works This ensures that minimum requirements are met and ensures that the needs of the low income people are assessed and efforts to meet these needs are coordinated and evaluated. MANDATORY ASSURANCES: A narrative description is to be provided for each federal assurance identified in the sections below: 4. Public Law 676(b) (4): Will provide, on an emergency basis, for the provision of such supplies and services, nutritious foods and related services, as may be necessary to counteract conditions of starvation and malnutrition among low-income individuals. Yolo County Department of Employment and Social Services (DESS) oversees the CSBG programs that address poverty related effects. Historically, providing food to the homeless and other low-income individuals has been a funding priority for the County s CSBG funds. DESS subcontracts with local agencies to provide a variety of services needed to counteract the conditions of starvation and malnutrition among low-income individuals and families, including food delivery for low income, homebound seniors; food acquisition, transporting, storage and distribution to the hungry through non-profit agencies and school-programs; and meals that are provided through various hot meals, emergency shelter and transitional housing programs. Additionally, DESS administers the CalFresh Program (food stamps) and provides information and referral to food closets, meals programs, and food distribution programs. 5. Public Law 676(b) (5): Entities will coordinate and establish linkages between governmental and other social services programs to assure the effective delivery of such services to lowincome individuals and to avoid duplication of such services and a description of how the State and eligible entities will coordinate the provision of employment Page 28 of 52

33 and training activities, as defined in section 101 of such Act, in the State and in communities with entities providing activities through statewide and local workforce investment system under the Workforce Investment Act of DESS will coordinate and establish linkages to ensure delivery of services and avoid duplication of services in the following manner: 1.CSBG funding is provided to community service organizations based on established linkages with other social service programs. 2. Nearly all of the community based service organizations that are awarded CSBG funding have long term networking relationships with other support services in the community and have a historical track record of networking services that supplement each other, without duplicating efforts. 3. DESS acts as the coordinator and monitor of CSBG funding to ensure that services are effective, collaborative, and non-duplicative in the same geographic area. 4. DESS will continue to request services, screen applicants and monitor the success of programs for low-income/poverty individuals to ensure a coordinated and effective network of services. DESS administers employment and training services, public benefits through the Medi- Cal program, the CalFresh Program and the CalWORKs program. Moreover, DESS serves homeless individuals, migrant and seasonal farm workers, elderly low-income people, and consistently works on removing obstacles and barriers that block selfsufficiency. Additionally, DESS operates the County s One-Stop Career Centers where every effort is made to promote self-sufficiency among Temporary Assistance to Needy Families (TANF) recipients and other low-income people. DESS strives to ensure that the One- Stop lives up to its potential so that coordination and collaboration with the network of other service agencies, transportation services, child care agencies, nonprofit and community partners, and a broad range of partners who work with DESS, enhance their effectiveness. Furthermore, DESS operates the Workforce Investment Act (WIA) program within the One-Stop. The cornerstone of the Workforce Investment system is the One-Stop service delivery, which unifies numerous training, education and employment programs into a single, customer-friendly system in the County. Yolo County One-Stop Partners include California Department Of Rehabilitation, California Human Development Corporation, California Indian Manpower Consortium, California Employment Development Department, Experience Works, Inc., Woodland Adult Education, Yolo County Housing Authority and Yolo County Office of Education. The underlying notion of the One-Stop is to provide a comprehensive, integrated system Page 29 of 52

34 that maximizes services and resources while providing greater ease and access for job seekers. DESS will take the lead in coordinating service delivery through networks, partnerships and County programs; and will, to the extent that it is feasible, avoid duplication of services to ensure delivery of services to low-income individuals 6. Public Law 676(b) (6): Will ensure coordination between antipoverty programs in each community in the State, and ensure, where appropriate, that the emergency energy crisis intervention programs under title XXVI (relating to low-income home energy assistance) are conducted in such community. DESS oversees the CSBG programs that address poverty related effects. 7. Public Law 676(b) (9): Entities will to the maximum extent possible, coordinate programs with and form partnerships with other organizations serving low-income residents of the communities and members of the groups served by the State, including religious organizations, charitable groups, and community organizations. DESS has been especially involved in many collaborative efforts with government and community social service programs to create a more effective delivery system to lowincome individuals of this county. DESS has partnered with the California Employment Development Department, Woodland Community College, the County Probation Department, Public Health, and the Yolo County Department of Alcohol, Drug and Mental Health, in an attempt to offer comprehensive customer services. The County has joined forces with RISE, Inc. in an attempt to serve the unincorporated areas of the County. RISE is a non-profit organization that provides outreach services to rural communities in Yolo County. This program was established to provide a variety of services to the Esparto area such as job services, development of community service sites, food distribution, English Language Development classes, and clothes closets. Additionally, CSBG helps fund several community action agencies in the County, which vastly contributes to the wellbeing of the low-income residents of this county through their programs. Programs such as the People Resource s Elderly Nutrition Program, Yolo Food Bank, Davis Community Meals, and United Christian Centers assist the neediest members of our county. Page 30 of 52

35 In addition, DESS works with the County s school districts to promote the school lunch program for children from low-income families, with Youth Probation to reduce truancy and with other agencies that provide mentoring and tutoring to at-risk and low-income youth. DESS has partnered with the Mental Health Association, and the Independent Living Program (ILP), to provide comprehensive services to youth that are being emancipated out of the foster care system. This program prepares youth to meet the challenges of working and living in the world outside of foster care. 8. Public Law 676(b) (10): Each eligible entity to establish procedures under which a low-income individual, community organization, or religious organization, or representative of lowincome individuals that considers its organization, or low-income individuals, to be inadequately represented on the board (or other mechanism) of the eligible entity to petition for adequate representation. Community Services Action Board (CSAB) works with DESS to ensure adequate representation for the low-income residents of the county. Approved by the Board of Supervisors, the CSAB is an advisory body to the DESS and to the Board of Supervisors. It serves as a sounding board for the members of the community, and it is the entity that allows low-income individuals of the community to be represented. This Board s mission is: To stimulate a better focusing of all available resources upon the goal of enabling low income persons and families of all ages to attain the skills, knowledge and motivation, and secure the opportunities needed to become fully self-sufficient. Community agencies and representative groups of the low-income community who feel inadequately represented may petition for adequate representation to the Community Services Action Board through a series of procedures outlined by CSAB. Petitioning groups may expect a written response, and can discuss the actions taken by the CSAB, at their meetings. 9. Public Law 676(b) (12): All eligible entities will not later than fiscal year 2001, participate in the Results Oriented Management and Accountability System (ROMA), or another performance measure system for which the Secretary facilitated development pursuant to section 678E(b), or an alternative system for measuring performance and results that meets the requirements of that section, and a description of Page 31 of 52

36 outcome measures to be used to measure eligible entity performance in promoting self-sufficiency, family stability, and community revitalization. DESS ensures that vendor contracts have performance measures written into each agreement based on outcome measures promoting self-sufficiency, family stability, and community goals. DESS incorporates performance-based measures in all vendor and agency contracts. DESS has also received ROMA training and materials from the State of California, and has provided training to local vendors. Public Law 678D(a)(1)(B): Ensure that cost and accounting standards of the Office of Management and Budget apply to a recipient of the funds under this subtitle. DESS Fiscal Division monitors costs and uses Generally Accepted Accountability Principles to audit all expenditures billed against CSBG funds. To ensure CSBG regulations are being complied with, DESS staff performs regular fiscal and program monitoring visits of all its vendors. Yolo County Auditor-Controller s office has included the CSD Supplemental Audit Guide into their fiscal procedures. The County retains an outside certificated public accountant firm, to conduct an annual single audit. Public Law 676(b)(3)(A): Provide a description of the service delivery system, for services provided or coordinated with funds made available through grants under section 675C (a), targeted to low-income individuals and families in communities within the State. DESS administers employment and training services, public benefits through the Medi- Cal program, the CalFresh Program and the CalWORKs program. Moreover, DESS serves homeless individuals, migrant and seasonal farm workers, elderly low-income people, and consistently works on removing obstacles and barriers that block selfsufficiency. Additionally, DESS operates the County s One-Stop Career Centers where every effort is made to promote self-sufficiency among Temporary Assistance to Needy Families (TANF) recipients and other low-income people. DESS strives to ensure that the One- Stop lives up to its potential so that coordination and collaboration with the network of other service agencies, transportation services, child care agencies, nonprofit and community partners, and a broad range of partners who work with DESS, enhance their effectiveness. Furthermore, DESS operates the Workforce Investment Act (WIA) program within the One-Stop. The cornerstone of the Workforce Investment system is the One-Stop service delivery, which unifies numerous training, education and employment Page 32 of 52

37 programs into a single, customer-friendly system in the County. Yolo County One-Stop Partners include California Department Of Rehabilitation, California Human Development Corporation, California Indian Manpower Consortium, California Employment Development Department, Experience Works, Inc., Woodland Adult Education, Yolo County Housing Authority and Yolo County Office of Education. The underlying notion of the One-Stop is to provide a comprehensive, integrated system that maximizes services and resources while providing greater ease and access for job seekers. Public Law 676(b)(3)(B): Provide a description of how linkages will be developed to fill identified gaps in the services, through the provision of information, referrals, case management, and follow-up consultations; DESS will coordinate and establish linkages to ensure delivery of services and avoid duplication of services in the following manner: 1. CSBG funding is provided to community service organizations based on established linkages with other social service programs. 2. Nearly all of the community based service organizations that are awarded CSBG funding have long term networking relationships with other support services in the community and have a historical track record of networking services that supplement each other, without duplicating efforts. 3. DESS acts as the coordinator and monitor of CSBG funding to ensure that services are effective, collaborative, and non-duplicative in the same geographic area. DESS will continue to request services, screen applicants and monitor the success of programs for low-income/poverty individuals to ensure a coordinated and effective network of services. Public Law 676(b)(3)(C): Provide a description of how funds made available through grants under section 675C (a) will be coordinated with other public and private resources. DESS will take the lead in coordinating service delivery through networks, partnerships and County programs; and will, to the extent that it is feasible, avoid duplication of services to ensure delivery of services to low-income individuals. Page 33 of 52

38 Public Law 676(b)(3)(D): Provide a description of how the local entity will use the funds to support innovative community and neighborhood-based initiatives related to the purposes of this subtitle, which may include fatherhood initiatives and other initiatives with the goal of strengthening families and encouraging effective parenting. The County uses CAPIT/PSSF funding to fund programs with the goals of preventing child abuse and neglect, strengthening families and encouraging more effective parenting. CommuniCare, Inc. is contracted to provide functional family therapy and perinatal day treatment services to unify families that have been separated by out of home placements. They also provide classes to assist parents in developing their parenting skills and improve the conditions that has led the family to Child Welfare Services. As part of CommuniCare s commitment, they provide a Family Living Skills Partnership Plan for families. A second provider, United Christian Centers, has provided family support services to further strengthen families. Page 34 of 52

39 1. State Assurances Agencies are required to provide narrative descriptions of how the organization is meeting each assurance below. Government Code 12730(h): "Eligible beneficiaries" means all of the following: (1) All individuals living in households with incomes not to exceed the official poverty line according to the poverty guidelines updated periodically in the Federal Register by the United States Department of Health and Human Services, as defined in Section 9902 of Title 42 of the United States Code, as amended. (2) All individuals eligible to receive Temporary Assistance for Needy Families under the state's plan approved under Public Law , the Personal Responsibility and Work Opportunity Reconciliation Act of 1996, and (Chapter 2 (commencing with Section 11200) of Part 3 of Division 9 of the Welfare and Institutions Code) or assistance under Part A of Title IV of the Social Security Act (42 U.S.C. Sec. 601 et seq.). (3) Residents of a target area or members of a target group having a measurably high incidence of poverty and that is the specific focus of a project financed under this chapter. The CSAB and the County assures that all recipients of services from programs funded by the CSBG have incomes at or below the official poverty guidelines, are recipients of CalWORKs or SSI, or are members of high risk groups of poverty. The income of families and individuals receiving services is documented in their case files. The County also monitors contractors providing services to ensure they follow all guidelines. Government Code (a): Community action plans shall provide for the contingency of reduced federal funding. Provide your agency s contingency plan for reduced federal funding. Also, include a description of how your agency will be impacted in the event of reduced CSBG funding. The Yolo County Department of Employment and Social Services (DESS) and the Yolo County Community Services Action Board, with the incorporated cities of the county have funded a Homeless Services Coordinator for the past eighteen years. This person researches funding opportunities for food and shelter programs for the homeless and very low-income, and writes grants on behalf of agencies and organizations. The Homeless Coordinator will continue to seek other funding sources to support the Continuum of Care for these services, prioritizing research and grant writing in the Page 35 of 52

40 areas most needed due to reduced funding or identified service gaps. Should the county receive a reduction in funding, the Community Services Action Board would analyze each program receiving CSBG funds and determine how to best leverage available resources. Based on established service priorities and the leveraging plan, other public and private sector funding sources will be identified and a list of potential resources will be distributed to CSBG funded agencies. Some agencies may have to reduce services to targeted areas or groups. Government Code 12760: Community action agencies funded under this article shall coordinate their plans and activities with other eligible entities funded under Articles 7 (commencing with Section 12765) and 8 (commencing with Section 12770) that serve any part of their communities, so that funds are not used to duplicate particular services to the same beneficiaries and plans and policies affecting all grantees under this chapter are shaped, to the extent possible, so as to be equitable and beneficial to all community agencies and the populations they serve. The Yolo County Department of Employment and Social Services is aware of other services funded by local and state funders. This allows the County to have all the necessary information to determine if services identified by the needs assessment surveys should be funded by CSBG or other sources. Page 36 of 52

41 2. Documentation of Public Hearing(s) California Government Code 12747(b)-(d) requires all eligible entities to conduct a public hearing in conjunction with their CAP. In pursuant with this Article, agencies are to identify all testimony presented by the low-income and identify whether the concerns expressed by that testimony are addressed in the CAP. If the agency determines that any of these concerns have not been included in the plan it shall specify in its response to the plan information about those concerns and comment as to their validity. Provide a narrative description of the agency s public hearing process and methods used to invite the local community to the public hearing(s) are to be captured here. A copy of each public notice published in the media to advertise the public hearing is to be attached; in addition to, a summary of all low-income testimony with an indication of what section of the CAP addresses the concern or an explanation about the validity of the comment. Agencies must also provide a narrative description of other methods used to gather information about the low-income community s needs. Examples include: Surveys, public forums, secondary data collection, and etcetera. Below is an example of a diagram that can be used to capture and identify testimony of the low income. Name John Doe Jane Doe Low- Income Comment/Concern Was the concern addressed in the CAP? Job training needs Yes 32 Transportation needs in ABC, CA No If so, indicate the page # N/A If not, indicate the reason N/A Due to limited funding, agency meets 50% of the transportation needs in ABC, CA. 1. Attach a narrative description of the agency s public hearing process. Also, describe the methods used to invite the local community to the public hearings. Note: Public hearing(s) shall not be held outside of the service area(s). Press releases from the Yolo County Public Information Officer were sent to news organizations in print informing the communities of the Community Services Action Page 37 of 52

42 Board s public forum on April 9 th, 10 th, 11 th, 29 th, 30 th and 31st, At the public forums, information was presented to explain the purpose and goals of the Community Services Block Grant. At the end of the presentation, the floor was opened to the public for comments and questions, in general, and about the upcoming Community Action Plan. The Community Needs survey was distributed for the attendees to voice their opinions. 2. Provide one (1) copy of each public notice published in the media to advertise the public hearing. 3. Attach a summary of all testimony presented by the poor and identify the following: 1. Was the testimony addressed in the CAP? (If so, indicate the page). 2. If the testimony was not addressed in the CAP, provide an explanation. CSBG Public Forum Minutes April 2013 Department of Employment & Social Services In Attendance: CSAB Members: Bill Pride Community Members: Steven Inness, Nina Bartholomew, Haydee Dabritz, Tim Fong, Ana Kormos DESS Staff: Rene Sosa-Galindo, Jim Blanc, Kipp Drummond Handouts: Presentation and Community Input Survey Rene went over the PowerPoint presentation and briefly went over the instructions on how to complete the survey because most attendees had previously completed the survey. Rene asked attendees for additional ideas and comments that were not included in the survey, and if they had any questions. Following are concerns / comments addressed: Q = Question R = Response C = Comment 1. Nina B. C Lack of adequate jobs and low cost transportation Page 38 of 52

43 2. Nina B. C Money shouldn t be wasted on useless training. 3. Nina B. C Money should be spent on getting people back to selfsufficiency 4. Nina B. C Empower the people who want to be helped 5. Steven I. Rene Q A What is available to reduce communication gap? Rene referred her to county s 211 program 6. Nina B. C Complained about high fees to obtain apartments 7. Nina B. C Need more help in Woodland office for WIC 8. Nina B. C People need more help paying medical bills 9. Haydee D. C Difficulty of local patients in getting to medical tests and procedures in Woodland and Sacramento. 10. Haydee D. C Clinic provider s resources are over taxed 11. Haydee D. C Clinics to hire new Family Care Physician and Dentist. 4. Attach a narrative description of other methods the agency used to gather information regarding the needs of the community (i.e. surveys and public forums). Prior to making final decisions relative to the 2014/2015 CSBG Community Action Plan, the County used the following method to gather information on the needs of the community: 1. Survey. The Community Services Action Board (CSAB) and the County developed a survey to collect information on community needs. The survey was available in English, Spanish and Russian (a copy of each survey is attached, see Attachment 2). Copies of the survey were distributed throughout the County with the help of CSAB members and CSBG subcontractors. A version was also available online through Survey Monkey. 2. Public Forum. The County held a total of six public forums during April The locations were: 1) DESS Woodland office, and 2) DESS West Sacramento Office, 3) Davis, 4) RISE facilities in Esparto, 5) Rise facilities in Winters, and 6) Knights Landing. The dates for the public forums were published in local newspapers, Facebook and Twitter pages, and blogs posted throughout the County. During the public forums DESS staff gave an overview of the CSBG program, how the County will spend CSBG money for the years 2014 and 2015, and solicited information on the community needs for the future. Attendees were also asked to complete the survey. Minutes of the public forums are included in Requirement 5, Summary of Testimony. 3. Homeless Count. In January 2013, the Yolo County Homeless and Poverty Page 39 of 52

44 Action Coalition (HPAC) conducted a homeless count based on the guidelines from the U.S. Department of Housing and Urban Development. The count was conducted for both sheltered programs and unsheltered homeless in Yolo County, occurring simultaneously in each of the four cities (Davis, Woodland, West Sacramento, and Winters) and the unincorporated areas. The counts were coordinated and organized by the County, Davis Community Meals, United Christian Centers, Community Housing Opportunities Corporation (CHOC) and Yolo Wayfarer Center. The counts were completed primarily by volunteer members, partner agencies, the homeless and the formerly homeless community. 4. Other Agency Surveys. Community needs surveys were conducted by Community Development Block Grant agencies in Yolo County. For instance, the City of Woodland established a priority goal to deal with homelessness by continuing to support programs to address the need for emergency and transitional housing, programs to transition homeless persons to permanent housing and programs for the prevention of homelessness. 3 To achieve this, the City will work with the County Homeless Coordinator and County Homeless Coalition to identify housing programs, support services and homeless prevention programs to address the needs. 3 City of Woodland Community Block Grant Program (CDBG) PY Consolidated Plan Page 40 of 52

45 1. Monitoring and Evaluation Plan To ensure a CSBG eligible entity is involved in the evaluation of its community action programs the agency is to provide a narrative description of the specific method(s) of evaluation, frequency, and monitoring that ensures program and fiscal performance in accordance with the objectives in the agency s CAP. The narrative description must satisfy two criteria: 1. Data is collected to measure the progress of the agency s goals. DESS subcontracts with community-based organizations to provide services to the homeless and low-income families and individuals in Yolo County. Evaluation and monitoring will be ongoing and tied to quarterly, semi-annual and annual reporting requirements. The claims processing system and the reporting forms will also be used to ensure quality control. An electronic report log is maintained to document due dates and receipt dates. Notices are sent via to subcontractors as a reminder to upcoming due dates. Past due notices are also sent via . Monitoring and evaluation are conducted on two levels. First, Subcontractors must complete and submit a quarterly performance measure report to the County, which will show the progress of subcontractors goals. Second, the DESS CSBG monitorliaison and DESS fiscal monitor evaluates each CSBG program at least once per year. The monitoring visits are designed to ensure program and fiscal standards and performance are in accordance with the objective of the Community Action Plan. The monitoring reports are presented to the Community Service Action Board and recommendations are documented. The reports are designed to document positive impact made by the funded service. 2. Ensure reports are prepared and submitted to CSD in accordance with contractual requirements. Besides the quarterly performance measures report, subcontractors are required to provide data for the mandatory CSD reports, such as the National Performance Indicator 801 and CSD 295 reports. The County receives data from subcontractors and compiles the data into the County reports and submits to CSD at the contracted interval. Fiscal reports are compiled by Financial Management Division and submitted to CSD through the EARS system. Page 41 of 52

46 2. CSBG/ National Programs Indicators (NPI) CAP Projections (CSD 801 CAP) The U.S. Department of Health and Human Services, Office of Community Services issued the attached National Indicators of Community Action Performance. The list contains 16 broad outcome measures or indicators that will capture the universal accomplishments of the various local and state CSBG agencies in our Community Services Network. These indicators are very important in telling the story of what community action accomplishes as a national Network. At the same time, these indicators have been designed to evaluate performance of community action in assessing the needs of our communities and to address poverty alleviation in a comprehensive way. As part of the CAP process, each agency is asked to review and identify the appropriate National Indicators, and develop two years of projections/goals and strategies based on these indicators. These National Indicators were developed using the six National Goals and Outcome Measures. For the most part, you will be able to identify and develop strategies based on the national indicators. The CSBG/NPI CAP Projections (CSD 801 CAP) will be monitored and evaluated by CSD Field Operations Representatives. 1. To access the CSBG/NPI CAP Projections (CSD 801 CAP) visit the CSD Provider s website at under the Forms tab. 2. When completed, save the Excel spreadsheets and include the workbook as an attachment to the CAP. Page 42 of 52

47 1. Appendices (Optional) If an agency chooses to provide additional documentation, it should be labeled as an appendix (i.e., Appendix A: Community Survey Results). All appendices are to be attached to the CAP submission and mailed to CSD. Page 43 of 52

48 Appendix A: Public Forum Press Releases Page 44 of 52

49 Page 45 of 52

50 Appendix B: Yolo County CSAB Survey Response Map Page 46 of 52