Employment Services

1. Employment Services CALWORKS REDESIGN

2. Employment Services Mission Statement____________________________ To motivate, support and prepare families and individuals receiving public assistance to achieve economic self-sufficiency through employment

3. Pathway to Success Conceptual Model

4. CalWORKs Redesign In July 2008, significant changes were implemented in the CalWORKs employment program to achieve two goals: • Improve Alameda County’s Work Participation Rate (WPR) • Increase the number of CalWORKs recipients who successfully transition from welfare to work.

5. Why Are We Making Changes • Counties are required to meet the Federally mandated 50% WPR. • States and counties risk significant financial penalties if the 50% WPR is not met. • For California, the penalty could be up to $187 million in the first year.

6. We must expect a different result from our clients If we expect a better result from our clients We must improve our way of doing business Rationale for Changes If we expect to improve our WPR WPR is our problem, not our clients’ problem.

7. Guiding Principles • It is far easier to engage clients at the beginning of their involvement with CalWORKs than it is to re-engage them if they are not participating. • Clients are more likely to engage in required activities if they can see how they will eventually find a job, build a career, and enjoy a better life style. Two Factors That Influenced Our Decision Making:

8. Rapidly Engaging Clients Process Completed in 90 Days JOB READY PATHWAY ASSESSMENT PATHWAY DIRECT TO ONGOING CASE MANAGEMENT JOB CLUB EXEMPT, WFT, SIP JOB SEARCH ASSESSMENT WTW PLAN ONGOING CASE MANAGEMENT New Program Flow CalWORKs CUSTOMER PATHWAYS APPLICANT ORIENTATION EMPLOYMENT ORIENTATION/APPRAISAL

9. Increased Staff Capacity Strengthened Upfront Process New Approaches Frequent and Engaging Orientations Labor Market Driven Approach Comprehensive Screening Tools Expanded 5-Day Job Club and Curriculum Streamlined Job Search Activities Improved Assessment Protocols Strong Partnerships and Alliances Data Driven Performance Management

10. The Redesign Increased Number of Orientations • Orientations are offered multiple times per week. • Employment Counselors actively market welfare-to-work benefits, engaging clients early and frequently. • Clients reduce waiting time and build momentum in program flow. Strengthened Screening Process • Multiple screen tools are used to comprehensively identify client strengths and barriers. • Increased staff capacity helps clients access support services and remove/reduce barriers.

11. The Redesign Expanded Job Club/Job Search • 5-Day Job Club with strengthened curriculum. • Interactive workshops and activities target client needs and build job search skills. • Clients become better prepared for employment. Improved Assessment Protocols • Incorporate County Behavioral Health services and community resources in the assessment process. • Effectively identify client strengths and barriers, and streamline services for clients to become ready for employment.

12. The Redesign Strong Partnerships and Alliances • Collaborate with Behavioral Health and community contractors to increase referrals for supportive services and performance outcomes. • Work in partnership with Community Colleges, Adult Schools and community-based organizations on developing sector initiatives to increase employment and career advancementopportunities for clients.

13. Labor Market and Data Driven Labor Market Driven Approach • Our efforts must be shaped by the labor market. Data Driven Performance Management • Data is used to track client progress, guide case management, monitor staff performance, and improve program services.

14. Changes At A Glance

15. Changes At A Glance

16. Changes At A Glance

17. Alameda County Social Services AgencyMission Statement____________________________ To promote the economic and social well being of individuals, families, neighborhoods and communities