The Athens County Department of Human Services has been in a continual state of reform for at least the last fifteen years. In an effort to accomplish our overall mission of improving the lives of low income citizens of Athens County, we have continually sought new and better ways of providing assistance to those in need. In the last three or four years we have focused our energies much more precisely on preparing our program participants for the work force and helping to support them in their entry into the job market. The opportunities afforded by the Ohio Works First Program will enable us to utilize even greater flexibility in the use of our resources and in improving the operational structure of our agency.
This plan is being submitted to the Ohio Department of Human Services in compliance with the requirements of House Bill 408, but it represents years of planning on the part of the Athens County community in preparing for the changes in welfare legislation and our local economy.
This plan incorporates the following components:
Vision Statement: This is a statement of the overall mission of the County Department of Human Services (CDHS) and what it hopes to accomplish through the implementation of this plan. It presents the guiding principles that have been utilized in developing specific program plans and the goals for each area of CDHS operations. It is the standard by which the CDHS will measure our success in achieving specific outcomes.
Cooperative Agreements: The County Commissioners are entering into cooperative agreements with the Department of Human Services, Child Support Enforcement Agency and the Children Services Board. These agreements spell out specific responsibilities for all parties to ensure that our cooperative efforts maximize the efficient use of our resources to accomplish our common goals.
Human Services Planning Committee: One of the most essential components of our plan is the Human Services Planning Committee. It is made up of local community representatives reflecting a wide range of interests in human services, including the view of consumers. We are depending heavily upon this group to provide direction to the County Commissioners and the Human Services Department to ensure that our program goals and implementation are in keeping with the needs and values of our local community.
Community Plan: The Community Plan is the essence of our description of activities to accomplish the goals of our mission statement. The plan is divided into several components:
Workforce Support: In this section we outline specifically what activities we will engage in for assisting program participants in entering into the labor market. It outlines our broader strategy in providing low-income families in Athens County with the supportive services which will ensure their ability to secure employment.
Community Development: This details our plans to work with local community organizations to help strengthen their ability to provide support for low income families in the local community. It contains a wide range of supportive activities related to the development of educational, recreation activities and other related matters which would help improve local support systems.
Family Support: This section outlines specific services that the CDHS will be offering to help provide financial and medical assistance to meet the basic needs for families. It also includes support activities related to other sources of income or social service support.
School Plan: Welfare Reform states that a School Plan is specifically required to deal with families who move frequently between school districts. Since so much of CDHS services are delivered to school-age children and their families, this plan will expand the scope of our discussions with the schools to include other types of mutual support and outreach activities to support social and economic well-being of families as well as the educational goals for children.
Business Plan and Goals: The Business Plan describes the specific internal and external activities that will be implemented or assisted by the CDHS to meet the stated goals and objectives. It incorporates the recent reorganization of the staff into teams that will streamline our operations and help achieve employability for the participants in CDHS programs. In addition, specific community strategies are outlined that will assure success in achieving outcomes that require significant community collaboration and planning.
Table of Organization and Budget: This provides specific details on the CDHS staffing patterns and expenditures and financial planning.
Transportation Plan: This is the specific plan required by House Bill 408 that details our planned expenditure of the initial transportation allocation. It also provides an opportunity to begin exploring collaborative transportation service planning on a county-wide basis. With significant input from various community groups, agencies, governmental employees and private business interests, the transportation plan is a 'starting point' for future efforts to eliminate the isolation many low-income families endure. While the initial goals are relative to ensuring employment-related transportation, the committee members felt that any improvements in access to transportation will improve the quality of life for low-income Athens families.
Prevention, Retention, and Contingency Plan: This new program of the County outlines the policies to provide emergency and supportive assistance to help low income families and individuals prevent their need for public assistance or retain their current jobs. With the current version of the county PRC plan, those families whose income is less than 150 percent of the Federal Poverty Level may be eligible for short-term financial assistance that is designed to assure that they remain self-sufficient and employed.
Self-Sufficiency/Good Cause Policy: These are the Athens County versions of the self-sufficiency contract and related policies as required by the State which detail the Rights and Responsibilities for Ohio Works First program.
Evaluation: As with any plan it is essential that we maintain an ongoing process of monitoring and evaluation to measure our program success and plan for future changes. Performance will be compared to projected outcomes in the business plan.
Addendums: Disaster Plan, Fraud Plan, Procurement Plan and Athens County Needs Assessment.
BY THE BOARD:
WHEREAS; Athens County has been asked to enter into a partnership agreement with the Ohio Department of Human Services to deliver child support, social services and financial benefits to the citizens of Athens County;
WHEREAS; the County Human Services Planning Committee has actively participated in the reviewing of these plans and has offered its suggestions and advise to the Board of County Commissioners;
WHEREAS; the Board of County Commissioners of Athens County, Ohio held a public hearing on
to hear citizen input on the plans.
NOW, THEREFORE, BE IT RESOLVED that the Board of County Commissioners hereby adopts this resolution approving the Athens County Plan of Cooperation and Athens County Community/Transportation Plan.
BE IT FURTHER RESOLVED that the Clerk of the Board shall send copies of this resolution to Arnold Tompkins, Director of the Ohio Department of Human Services, Jack Frech, Director of the Athens County Department of Human Services, and Max Bucey, Director of the Athens County Children Services Board.
BE IT FURTHER RESOLVED that the plan shall be attached hereto and be a part of this resolution.
ADOPTED at a regularly adjourned meeting of the Board of County Commissioners, this day of
Mr. Theisen Mr. Ratliff Mr. Seeley
IT IS HEREBY CERTIFIED that the foregoing is a true and correct transcript of a Resolution adopted by the Board of County Commissioners in session this day of .
IN WITNESS WHEREOF, I have set my hand and affixed the Official Seal of the Office of the Board of County Commissioners of Athens County, Ohio, this day of .
Joanne Sikorski, Clerk
Board of County Commissioners
Athens County, Ohio
Our vision is clear. In the next few years, we wish to escape from the fact that Athens County has a historically high poverty rate. Our level of services, the expanding economy, and the strength of our community relationships provides optimal circumstances to help thousands in need. The Athens County Department of Human Services recognizes this opportunity and will use all of its resources to help all the citizens of Athens County.
This agreement is entered into by the Athens County Commissioners, Athens County Department of Human Services/Child Support Enforcement Agency and the Athens County Children Services Board.
The purpose of this agreement is to outline the responsibilities for the parties listed in the delivery of human services in Athens County as they relate to the Athens County Community Plan.
William H. Theisen
David Ratliff
Gary Seeley
Athens County Children Services Board
Max Bucey, Executive Director
Athens County Department of Human Services
Jack Frech, Director
The CSEA is committed to working with the Commissioners and other county offices to provide all necessary and appropriate services in all child support and non IV-D cases. The CSEA is part of the larger county/state governmental system that provides a variety of services and assistance to the residents of the county. Effective coordination and communication of services will benefit and, hopefully, maximize opportunities for self sufficiency for all clients.
AGENCIES INVOLVED WITH CHILD SUPPORT AND THEIR ROLES.
Athens County Department of Human Services
Entities outside Department of Human Services and their shared roles
with the Child Support Enforcement Agency
CSEA ability to effectively monitor cases for default would be enhanced greatly if Ohio Department of Human Services (hereinafter referred to as "ODHS") could implement SETS in a timely fashion. ODHS's inability to meet federally mandated implementation time frames is the most significant factor limiting CSEA effectiveness.
To establish paternities, subsequent support orders, birthing cost obligations and modifications the CSEA will be transitioning from exclusive utilization of judicial processes to initial utilization of administrative process and, if appropriate, subsequent judicial action. The CSEA in conjunction with the County Department of Human Services is implementing and staffing an Administrative Unit that will:
1020. Performance Measurements
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of wedlock with paternity established
Total # of children in IV-D caseload born out
of wedlock
Total # IV-D cases
Total IV-D $ owed for Current Orders
Total # IV-D cases with arrears due
Total IV-D collected
Total IV-D expended
1022. County Self-Assessment
a: Establishment of cases
b. Case Closure
c. Establishment of orders
d. Enforcement
e: Review and adjustment
f: Health care coverage
5000. Objective
A federal share of cost is available for IV-D allowable state and county administrative expenditures. The federal share is known as federal financial participation or FFP. The FFP rate is a variable percentage set by federal regulations. The federal share flows to the CSEA via the state as pat of the administrative advance, as outlined in CSEM 5060
The nonfederal share can be supplied singly or by a combination of the following:
State appropriated funds know as the state allocation, as described in CSEM 5010, which flow to the CSEA as part of the administrative advance, as outlined in CSEM 5060;
State incentives, as described in CSEM 5202, which flow to the CSEA as part of the administrative advance, as outlined in CSEM 5060;
Federal incentives, as described in CSEM 5202, which flow to the CSEA as part of the administrative advance, as outlined in CSEM 5060; and
Funds appropriated by the county commissioners from the county general fund.
The CSEA is responsible for providing the nonfederal share of allowable IV-D administrative expenditures, in accordance with CSEM 5002.
The CSEA is responsible for administrative expenditures not allowable under the Title IV-D program, in accordance with CSEM 5002. (OAC Cite: Rule 5101:1-31-70)
5200. Incentives
Section 5101.23 of the Ohio Revised Code (ORC) provides the Ohio Department of Human Services (ODHS) with the authority to provide annual financial, administrative, or other incentive awards to Child Support Enforcement Agencies (CSEAs) exceeding performance standards established under the authority of sections 5101.21 and 5101.22 of the ORC (see CSEM 1021).
Under section 5101.23 of the ORC, the amount of a financial incentive award is to be based on the degree to which a CSEA exceeds a performance standard and the amount to money available in the incentive fund established under section 5101.23.
In accordance with section 5101.23 of the ORC, the CSEA shall spend incentive funds only for allowable title IV-D expenditures.
The state of Ohio as a single entity receives federal incentives according to the methodology described in CSEM 5201. Those federal incentives plus state funds appropriated as state incentives are distributed to the CSEAs according to the methodology described in CSEM 5202.
Effective August 1, 1996, ODHS retains the federal incentives earned
on a case's collections received from the date that particular case is
referred for service under a location and collection contract pursuant
to CSEM 5131 to the last day of the month during which the case is returned
to the CSEA pursuant to CSEM 5131.
(OAC Cite: Rule 5101:1-31-30)
5201. Federal Incentive Payments to ODHS
Effective October 1, 1985, the federal Office of Child Support Enforcement began computing federal incentive payments for state for the federal fiscal year (October l to September 30) in recognition of collections for IV-A and non-IV-A cases.
The Personal Responsibility and Work Opportunity Reconciliation Act
of 1996 continues the incentive distribution methodology begun October
l, 1985 (federal fiscal year 1986) through September 30, 1999 (federal
fiscal year 1999). It requires the secretary of Health and Human Services,
in consultation with state IV-D directors, to develop a new incentive system
to be effective October l, l999 (federal fiscal year 2000) and to submit
a report of that new system to Congress.
5201.2 Continued
The state of Ohio as a single entity attains a performance percentage
for each of the five performance areas, which in turn correlates to an
incentive percentage for each of the five performance areas. The incentive
percentages are applied to Ohio's maximum incentive amount.
5202. Federal and State Incentives to Each CSEA
As described in CSEM 1021, each of the five incentive-based performance standards is measured by a performance indicator. Each of the five performance indicators is a ratio for example, the number of IV-D cases with support orders compared to the total number of IV-D cases. The ratio is viewed as a fraction, which in turn is converted to a performance percentage by dividing the numerator of the fraction by the denominator of the fraction. Each performance percentage correlates to an incentive percentage.
The incentive percentage is the percentage of the maximum incentive amount a CSEA can earn. The maximum incentive amount for each of the first three measures (paternity, support orders, and collection of current support) is 25 per cent of the CSEA's total maximum incentive amount. The maximum incentive amount for the other two measures (collection of past-due support and cost effectiveness) is 15 per cent and 10 per cent, respectively, of the CSEA's total maximum incentive amount.
A CSEA's total maximum incentive amount is determined by its contribution-based on its amount of support collections-to the total amount of federal incentives earned by the state as a whole, less the federal incentives retained by the state pursuant to paragraph (E) of CSEM 4200, plus the CSEA's share of state incentives. The total maximum incentive amount is an estimated figure until the end of the federal fiscal year because the actual amount of federal incentives earned by the state is unknown until the end of the federal fiscal year.
The tabulation at the end of this section lists the five performance indicators and shows the corresponding performance percentage or ratio that must be attained to earn the corresponding incentive percentage. In accordance with CSEM 1021, the CSEA is reviewed once annually for the ratio of cost effectiveness, and is reviewed for two six-month periods annually for the ratios for establishment of paternity, establishment of support orders, collection of current support, and collection of past-due support. The two review periods are October to March and April to September.
During the first of the two review periods, the CSEA may earn one-half of the maximum incentive amount for each of the performance measures. When a CSEA's performance percentage for a particular performance measure is 80 per cent or above, the CSEA not only earns 100 per cent of the first half of the maximum incentive amount for that performance measure, but also earns 100 per cent of the second half of the maximum incentive amount for that performance measure and will not be reviewed for that performance measure during the second six-month review period.
During the second of the two review periods, The CSEA may earn the second half of the maximum incentive amount for each of the performance measures. For any performance measure for this the CSEA earns an incentive percentage of 100 per cent, the CSEA earns not only the second half of the maximum incentive amount for that performance measure but also any balance for the first half of the maximum incentive amount for that performance measure.
| Performance Percentages | Incentive Percentages | Performance Percentages | Incentive Percentages |
| 0 | 100 | 64 | 74 |
| 79 | 98 | 63 | 73 |
| 78 | 96 | 62 | 72 |
| 77 | 94 | 61 | 71 |
| 76 | 92 | 60 | 70 |
| 75 | 90 | 59 | 69 |
| 74 | 88 | 58 | 68 |
| 73 | 86 | 57 | 67 |
| 72 | 84 | 56 | 66 |
| 71 | 82 | 55 | 65 |
| 70 | 80 | 54 | 64 |
| 69 | 79 | 53 | 63 |
| 68 | 78 | 52 | 62 |
| 67 | 77 | 51 | 61 |
| 66 | 76 | 50 | 60 |
| 65 | 75 | 49 | 59 |
| Performance Percentages | Incentive Percentages | Performance Percentages | Incentive Percentages |
| 80 | 100 | 64 | 74 |
| 79 | 98 | 63 | 73 |
| 78 | 96 | 62 | 72 |
| 77 | 94 | 61 | 71 |
| 76 | 92 | 60 | 70 |
| 75 | 90 | 59 | 69 |
| 74 | 88 | 58 | 68 |
| 73 | 86 | 57 | 67 |
| 72 | 84 | 56 | 66 |
| 71 | 82 | 55 | 65 |
| 70 | 80 | 54 | 64 |
| 69 | 79 | 53 | 63 |
| 68 | 78 | 52 | 62 |
| 67 | 77 | 51 | 61 |
| 66 | 76 | 50 | 60 |
| 65 | 75 | 49 | 59 |
| Performance Percentage | Incentive Percentage | Performance Percentage | Incentive Percentage |
| 80 | 100 | 59 | 69 |
| 79 | 98 | 58 | 68 |
| 78 | 96 | 57 | 67 |
| 77 | 94 | 56 | 66 |
| 76 | 92 | 55 | 65 |
| 75 | 90 | 54 | 64 |
| 74 | 88 | 53 | 63 |
| 73 | 86 | 52 | 62 |
| 72 | 84 | 51 | 61 |
| 71 | 82 | 50 | 60 |
| 70 | 80 | 49 | 59 |
| 69 | 79 | 48 | 58 |
| 68 | 78 | 47 | 57 |
| 67 | 77 | 46 | 56 |
| 66 | 76 | 45 | 55 |
| 65 | 75 | 44 | 54 |
| 64 | 74 | 43 | 53 |
| 63 | 73 | 42 | 52 |
| 62 | 72 | 41 | 51 |
| 61 | 71 | 40 | 50 |
| 60 | 70 | 39 and below | 50 if at least 5% increase |
| Performance Percentage | Incentive Percentage | Performance Percentage | Incentive Percentage |
| 80 | 100 | 59 | 69 |
| 79 | 98 | 58 | 68 |
| 78 | 96 | 57 | 67 |
| 77 | 94 | 56 | 66 |
| 76 | 92 | 55 | 65 |
| 75 | 90 | 54 | 64 |
| 74 | 88 | 53 | 63 |
| 73 | 86 | 52 | 62 |
| 72 | 84 | 51 | 61 |
| 71 | 82 | 50 | 60 |
| 70 | 80 | 49 | 59 |
| 69 | 79 | 48 | 58 |
| 68 | 78 | 47 | 57 |
| 67 | 77 | 46 | 56 |
| 66 | 76 | 45 | 55 |
| 65 | 75 | 44 | 54 |
| 64 | 74 | 43 | 53 |
| 63 | 73 | 42 | 52 |
| 62 | 72 | 41 | 51 |
| 61 | 71 | 40 | 50 |
| 60 | 70 | 39 and below | 50 if at least 5% increase |
Through cross training of staff members, and the development of protocols and procedures, the agencies will assure that their employees are aware of the services available at each agency. Through awareness of the different treatment goals and the statutory responsibilities of the respective agencies, the parties will strive to develop successful treatment plans for their mutual clients. A mutually respectful approach by the agencies toward their differences in treatment objectives, will ultimately lead to more appropriate, efficient services to the families, and will create opportunities to build upon the strengths of the families whom they serve.
Creating an environment where families can prosper and be healthy is a value which is central to our service to the citizens of Athens County. Building upon our community values, the CDHS and PCSA will strive to meet the expectations of the citizens: that our children are safe within their families, and that families have the opportunity to work and to achieve self-sufficiency.
Implementation
Based upon this agreement to develop protocols and procedures, the agencies will work to have all cross-training completed by February 28, 1998. The specific procedures will be implemented as developed and mutually convenient to the agencies. All cooperative planning procedures will be implemented no later than March 15, 1998.
Training
The CDHS will provide the PCSA with training regarding the Ohio Works First program. This will cover the various aspects of how OWF has changed the expectations toward the recipients, and how the CDHS has changed, or will change, to meet the new expectations placed upon them.
The PCSA will provide orientation to CDHS program staff with regard to basic issues of treatment and prevention services offered by the agency, as well as child abuse /neglect recognition skills.
Other types of cross-training, as mutually agreed upon, will be made available to the staff of both agencies. Specific issues relative to the agreed upon procedures and protocols will be discussed as necessary with the staff of both agencies prior to implementation.
Protocols
The PCSA staff will utilize the CRISE terminal to screen new and ongoing case openings for CDHS involvement. Upon locating a mutual client, the PCSA staff will either call or send a CRISE mail message to notify the CDHS caseworker. Upon receipt of this message, the CDHS will mail or fax a copy of the Self- Sufficiency Plan (SSP) to the PCSA. What is most important in this notification process is that the ongoing workers (PCSA and CDHS) are aware of any commitments the client may have to the other agency.
Notification of lack of compliance or sanctioning by the CDHS
When the CDHS is concerned that the non-cooperation by the client is leading to the imposition of a sanction, the CDHS worker will call or send a copy of the adverse action notice (to impose the sanction) to the PCSA worker in addition to the client. The PCSA caseworker may assist the client with compliance or facilitate the establishment of good cause reasons for the client's non-compliance.
Deciding which level of collaboration is necessary for ongoing cases
The two caseworkers (PCSA and CDHS) should discuss any identified mutual cases and make an individual assessment with regard to the specifics of that case. There will be essentially two types of mutual cases:
Identification of supportive services for the parents of young children
The parents of young children, especially those whose child is less than 12 months old, will be identified for special attention in the provision of supportive or preventive services. It is fully expected that by the time a child is 1 year old, the parent(s) will be complying with the thirty hour per week work rule. Collaboration on the development of the client's Self-Sufficiency Plan (SSP) will be emphasized to the staff of both agencies. It is significant that the staff of both agencies keep in mind at all times the existence of the 36 month time limit for all OWF families.
Agreement with respect to case management responsibilities
For the most part it will be obvious who should assume case management responsibility for various aspects of the clients case plan/ SSP. There will be times where the workers feel it necessary to rely upon each other to verify or check compliance. It is critical that the staf of both agencies agree to the method and frequency of communication, as well as the issues or concerns to be reported to each other. Compliance with the SSP is critical to the economic well-being of the family in the same manner that compliance with the case plan is essential to protecting the safety of the children. Mutual recognition of these very important yet different goals is to form the basis for determining the acceptable level of communication with each family situation.
Referral of cases for emergency financial assistance (PRC and FACES)
There will be cross training to each staff about financial assistance available through the other agency. Staff will use the available resources in order to best help clients in meeting their responsibilities and needs. Staff will share information about past use and current need to assess best use of resources can be made to promote self- sufficiency and to provide better care to children of client families.
Referral to the PCSA of cases of suspected child abuse/neglect
The CDHS staff member who suspects a case of child abuse or neglect will notify the PCSA and inform their immediate supervisor at the CDHS. Any necessary follow-up information with respect to that case will be handled by the caseworkers from the respective agencies.
Referral for evaluation of adult supervised living arrangement for teen parent
CDHS staff will be trained in procedures to be used to make appropriate referrals to the PCSA so that PCSA staff can evaluate the adult supervised living arrangement of CDHS teen parent clients. The PCSA will designate staff to make the evaluations. After the evaluation the PCSA will make recommendations on the proposed adult supervised living arrangement. The CDHS and the PCSA will cooperatively develop the format of the report. As needed, the CDHS and PCSA will evaluate this arrangement.
Communications and confidentiality issue
With full recognition that maintaining confidentiality is of utmost concern to both the CDHS and the PCSA, the parties agree to share information on an as-needed basis in accordance with rules promulgated by the Ohio Department of Human Services. The CDHS and PCSA have maintained good communications under a cooperative agreement that has been in place since 1989. This agreement has essentially viewed the CDHS and PCSA as one agency when each is operating within the rules of ODHS and the Ohio Administrative Code. The updated agreement for terms of information sharing will be reflected in the protocols developed subsequent to this plan, and will be in place no later than the implementation date of this Plan of Cooperation (3/15/98).
Approved:
County Commissioner Date
County Commissioner Date
County Commissioner Date
Max Bucey, Executive Director Date
Athens County Children Services
Jack Frech, Director Date
Athens County Department of Human Services
The Athens County Commissioners have formed a Human Services Planning Committee that will provide assistance in the planning and evaluation of Athens County's community plan for human services.
This committee has been appointed to help comply with requirements listed in the Ohio Revised Code. Membership has been structured to include representatives from a wide range of community interests including human service consumers, local business interest, representatives from local government, the educational community, human services department, and other interested parties.
Meetings have been conducted in a manner that will insure the maximum potential input is received from the members of the committee. Its structure will remain flexible to accommodate changes in the human services system. The members are listed below.
Cindie King
Amy Kuhn
Valerie Kinnard
Carolyn Tice
Penny Keith
Lisa Waddell
Frank Hare
Skip Logan
Kathryn Lad
Dorothy Smith
Jack Frech
Chris Innis
Child Care - The availability of affordable child care is crucial to the success of our work force development efforts. Approximately 81% of the children on public assistance in Athens County are under the age of 13 and may require child care for at least part of the day to enable their parents to attend educational programs or become gainfully employed.
The Athens County Department of Human Services is committed to insuring that safe, affordable child care is available in locations throughout the county and during a wide range of hours and days. Currently the department has contracts with 12 day care centers. We also have certified and monitor 124 Type B homes. We are constantly seeking to expand the range of our child care services and we provide our child care provider network with all the needed training to ensure a high quality of care. In addition, we are continuing to explore the use of work experience program participants as child care providers. We will work with the local credit union and child care resource referral program which have services intended to help low income clients operate a Type B day care home as a profitable business. In addition, we will continue to work with our local Community Action and Head Start Program to better coordinate our services.
Mental Health and Substance Abuse - Mental health problems and problems with substance abuse are frequently underlying causes for poor performance on the worksite or in our education programs. It is essential that quality counseling services be available to those individuals and families who need them. Our agency will develop a cooperative agreement with our local mental health provider agencies and substance abuse programs. These agreements will include provisions for necessary cross program in-service training, referrals, follow-up responsibilities, and other arrangements deemed necessary to insure a successful service delivery. Agreements will also include evaluation requirements to gauge the success of our efforts in help for future planning.
Continuing Education and Job Training - The Athens County Department of Human Services firmly believes that job training and education is a process that should continue throughout our working careers. We have been actively involved for over 10 years now in job training and education programs and are currently the adult basic literacy provider for our county. We have enjoyed close working relationships with our local joint vocational school, Hocking College, and Ohio University. This has enabled us to offer the full range of basic education programs from basic literacy through college degrees. We have provisions for case management and support services at all educational levels. Our challenge in the future is to identify specific job skill training needs and insure that those training opportunities are available for our clients and perhaps most importantly we must devise training and education programs that are available for working poor families. Given the variety of scheduling and child care arrangements necessary for many working poor individuals, the availability of educational services has become a serious problem, we will be working with our local educational institutions to see what measures can be taken to make our educational services more readily available and convenient for those people who are currently employed.
Medical Support - Medical assistance for working poor families is also very crucial. The agency will address this problem in several ways.
First, we will continue outreach efforts and eligibility determination for Medicaid services. The expansion of the eligibility for children under 19, up to 150% of the poverty level, provides a significant opportunity for health care coverage for those who are working and still poor.
In addition, we will also seek to identify any other subsidized or free
health care services that may be available to working poor families and
to insure that they have knowledge of and access to those programs.
Finally, we will continue our review of all of our child support cases
to insure that medical support orders are in order, providing either Medicaid
eligibility for those who meet the guidelines or insuring that some
type of medical support arrangement is available if at all possible.
Welfare reform changes will continue drive the evolution of services provided to low-income families by their community-based providers. As the County Department of Human Services (CDHS) prepares to meet these challenges, it is the intent of the department to facilitate community development activities. Targeted toward developing supportive services for the low-income families of the county, it is the intent of the CDHS to foster new linkages with community-based agencies to better serve these families. Those services which are made available will enhance and improve upon the quality of life for all the families who succeed in leaving the welfare roles. Families who have not been on public assistance should also not be deprived the necessities which many in society take for granted such as adequate child care, available health services and access to the credit market when they face a short-term economic crisis. This plan is offered as a starting point to identify the services and strategies which could be undertaken by the CDHS to achieve the broader goals of the County Commissioners with respect to enhancing the quality of life for all citizens of Athens County.
There is currently a CDHS presence throughout the county via the consumers and providers of our services, the agency employees, the WEP participants, as well as the physical location of the agency within the community. In addition, many CDHS employees and its' contract providers have a broad involvement in civic and other local affairs within their individual communities. Just looking briefly at the staff involvement with agency organizations and boards which enhances the community, the list is impressive. Attached to this document is a partial list of the boards or organizations to which CDHS staff members belong.
The intent of this plan is to set forth a working blueprint which lists options or suggested strategies to achieve the expected outcomes. It is believed that an intentional CDHS presence in local communities will expose a broader range of the population to the issues of low-income citizens and the 'barriers' to full employment which they face. Becoming more aware of these needs and barriers, it is our hope that community groups and neighbors will join in developing local strategies which address the unique needs of their community.
Coordinated by a newly created CDHS staff position, the Community Development Specialist, our strategy would set as a primary goal the provision of technical support and, where possible, arranging financial support to local initiatives that build the social and economic infrastructure. To achieve this goal, the CDHS proposes the following:
The Athens County Department of Human Services staff participate in a very wide range of interaction with other local and state organizations. This is a partial listof the organizations that ACDHS staff serving on their Boards or with whom we have membership or other affiliation. In this fashion we maintain a broad network of communication and coordination with other organizations that have an impact on the lives of our low income citizens.
Family and Children First Council
Wellness Block Grant Committee
Athens Community Services Council
Human Needs Council
Consortium of Area Medical Providers
Children Services Board
Kids on Campus Advisory Board
Tuberculosis Board
Big Brothers and Big Sisters Board
Chamber of Commerce
Rural Action
Ohio Human Services Directors Association
OHSDA Health Care Committee
Ohio Citizen's Council
County Housing Assistance Advisory Board
Appalachian Task Force
Appalachian Human Services Directors
Ohio Department of Human Services Medical Care Advisory Board
Special Olympic Coordinating Committee
Housing for Athens Senior Residents Board
Integrated Services for Youth Board
Athens County Juvenile Court Citizens Review Board
IDA Advisory Board for Economic Development Corporation
Social Work Department Community Advisory Board
Appalachian Peoples Action Coalition
Private Industry Council
ACENET
Community Food Initiative
Have A Heart Ohio
Ohio Child Support Directors Association
Athens County Home Advisory Board
Ohio University Educational Administration Advisory Board
Salvation Army Advisory Board
Neighbors Helping Neighbors
Federal Hocking School to Work Program Committee
OHSDA Day Care Committee
Ohio Child and Adult Care Food Program Sponsors Network
Area Agency on Aging
Child Care Resource Network Advisory Board
American Red Cross Disaster Planning Committee
Community First Aid and Safety Training Program
Community Health and Early Education Services
Foster Grandparent Program
Athens County Human Service Planning Committee
Lottridge Community Center
Kilvert Community Center
Ohio University TOPS Advisory Board
Ohio Family Support Association
Financial Assistance - Basic human needs for food, clothing,and shelter must be met for all families before any serious
thought can be given to training or employment activities.It is our intention to offer a wide range of available financial and medical assistance programs to helpindividuals as they progress through the various stages of workforce development and until they are finallygainfully employed and fully self-sufficient. Those resources will include Ohio Works First cash assistance, food stamps, Medicaid, Prevention, Retention, and Contingency assistance, child support enforcement, and referrals for related services such as WIC, HEAP, other housing or utility assistance, and assistance with theearned income tax credit.
Our county has already had a great deal of success in placing peoples in jobs. We are however painfully aware that the majority of those jobs have paid $6.00 an hour or less and do not offer a living wage. We feel that with continued partial financial assistance and other continuing support that we can move families toward self-sufficiency.
Other services that are necessary to help insure strong and healthy families include referrals to mental health and substance abuse assistance. Parenting skills training, that will be provided through a variety of sources including the adult basic literacy program, Children Services Board, Cooperative Extension office, and others. The agency also intends to establish a mediation service that will be available to help resolve family conflicts related to child support or other issues. The agency feels very strongly that low income families must have recreational activities available to them to help provide a measure of diversity and enjoyment in their lives. We have described in our Community Development section the different types of community resources we are working on to expand recreational opportunities for low income families. It is important that families also look at the importance of education in their lives in order to help instill the proper respect for education in their children. We will continue to work with local school districts to provide whatever assistance we can to support their local community development and educational activities. Examples are the Wellness mini-grants, Medicaid outreach efforts which show working cooperative efforts between our agency and the schools. Also we are developing a specific agreement dealing with those families that move frequently from one school district to another to insure minimal disruption for both the schools, families, and the human services department.
Cooperative Plan for Working with Families That Frequently Move Between School Districts
Our plan will include an agreement that will be negotiated with local school districts and Department of Human Services that will address following items.
Health Activities - DHS discussions with the schools will also include possible Medicaid Outreach activities that could occur in the schools during registration time or while exploring eligibility for other programs such as school lunches. The Department is also planning an expansion of its home health activities beyond its current clientele of the elderly and disabled to include some family related services. DHS will discuss the possibility of coordinating these with local school nurses or other health related school officials.
Cooperation in Establishing Eligibility for USDA Food Programs - The DHS and the schools will discuss cooperative plans for sharing information to help establish eligibility for USDA related programs such as school lunches or food stamps.
Recreation Activities - DHS and the schools will discuss the potential for any cooperative efforts in creating recreational activity opportunities for low income families and their children. Specifically, the Kids on Campus program, which has been extremely effective in providing summer recreation opportunities for low income children. This program currently receives support from both DHS and the schools. The possibility of expanding these activities to more local school districts and possibly year round activities will be discussed.
The purpose of this agreement is to establish a cooperative plan for working with families that move frequently between school districts. The goal of this agreement is to insure that the children of these families have the most stable educational possible environment. To that end, the parties agree to work cooperatively with the family to minimize the detrimental effects of frequent changes of home location.
The school district has identified on their staff to be the contact person for the implementation of this agreement. The Athens County Department of Human Services has identified as their contact person.
Either the schools or the Department of Human Services may identify families who frequently move between school districts. Frequent movement would be defined a family that changes school districts more then once during the same academic year or other families that may move on an annual or semi- annual basis between school districts. The Department of Human Services will monitor address changes and changes of school districts in its client data base to help identify targeted families.
Any family so identified will be referred to the contact person at the Department of Human Services or the school of current residence. In each situation the Department of Human Services will conduct an inquiry with the family to help determine the reasons for moving. At that point the DHS will identify possible appropriate interventions for either human services or the school to ensure that the interest of the children are being considered.
Both parties agree to maintain confidentiality of all records and information related to families identified through this process.
The Athens County Department of Human Services (CDHS) is positioned at the center of the human service delivery system in the county. Already contributing many of the key elements in the mix of public benefits that help families economically survive, the CDHS has also seen increased expectations for the role which it fulfills in the local community. Still responsible for dispensing public assistance benefits, the CDHS, in partnership with the County Commissioners, is also expected to provide community leadership in the development of an environment that ensures the success of welfare reform.
It is the intent of the CDHS to propose strategies that will lead to success in families achieving self-sufficiency, without losing sight of the significant role which the department has as the major charitable institution in the county. The department serves many mandates under the public law, hence many of its consumers are low income elderly, disabled, or children. It is our mission to continue to provide services that enhance the quality of life for all low-income citizens and families, regardless of their employability.
To implement the strategies contained within the various components of the Athens County Cooperative Plan, the CDHS will undertake the following business strategies that will improve the ability to successfully achieve the goals:
| Salaries | 2,840,543 |
| Supplies | 123,581 |
| Equipment | 109,428 |
| Contracts and Repair | 266,694 |
| Travel and Expenses | 159,554 |
| Other Expense | 235,370 |
| Offical Bonds | 500 |
| Insurance | 399,852 |
| Purchase of Service | 2,009,070 |
| USDA Meals | 165,000 |
| PRC | 68,248 |
| Work Allowance | 255,000 |
| Facilities | 185,350 |
| Workmans Comp | 102,980 |
| PERS | 399,045 |
| Total | 7,320,215 |
| Consolidated Allocation | 3,449,530 |
| Estimated Pass Through | 727,186 |
| Mandated Share | 293,211 |
| Medicaid Transportation Estimate | 200,492 |
| Estimated Daycare | 1,942,072 |
| Child Food Program Reimbursement | 185,000 |
| Medicaid Eligibility Outreach | 74,553 |
| CSEA Shared Transfer | 223,007 |
| Child Care Quality | 33,007 |
| ABLE Funds | 187,950 |
| Total | 7,366,007 |
| Salaries | 558,000 |
| Supplies | 8,000 |
| Equipment | 2,000 |
| Travel and Expenses | 10,000 |
| Other Expense | 260,000 |
| Insurance | 120,000 |
| Purchase of Service | 194,000 |
| Workmans Comp | 10,000 |
| PERS | 75,000 |
| Total | 1,237,000 |
| Grants | 936,000 |
| Support | 105,000 |
| Fees | 89,000 |
| Total | 1,130,000 |
Executive Summary
The development of the Athens County Transportation Plan had considerable
input from both those within this agency and other interested groups and
individuals in the community. Many meetings were held within the agency
both with directors and supervisors as well as income maintenance workers,
social service workers, and teachers. These meetings helped to shape what
we saw as transportation barriers and to identify possible solutions. Ohio
Works First participants were consulted and took part in meetings that
not only brought out the difficulties faced in obtaining and maintaining
employment but provided invaluable input into identifying methods for helping
clients to overcome these difficulties.
The Human Needs Council where representatives from many area agencies meet in open forum to address specific needs of low income people has begun to focus on the transportation needs of county residents. During the last year the council has spent time addressing the availability of transportation services for low income citizens in Athens, Vinton, and Meigs Counties. In addition to serving as a sounding board for the open discussion of local transportation needs, the council recently hosted a meeting where representatives of the Commuter Assistance Program (a division of the Mid-Ohio Regional Planning Commission) presented an overview of the programs and activities they are involved in. Presently the Commuter Assistance Program has 22 vanpools in operation serving approximately 300 commuters with rides to and from work. One vanpool has already been established in Athens County and we hope to establish more.
The Athens City Transit bus system is also interested in identifying ways to increase the availability of public transportation services in this region. They were also guests at the Human Needs Council and discussed the city bus system. This has led to further discussions and planning for the possible expansion of bus routes into unserved area's of the county.
Representatives from Athens City Transit, 317 Mental Health Board, and Athens County Department of Human Services attended the "State Transportation Coordination Conference" held in Columbus in November of this year. This was a very informative meeting which has helped to generate several other innovative idea's for the coordination and expansion of transportation services.
County Travel Generators and Welfare-to-Work Market
Population: The population of Athens County is approximately 60,000 with about 910 Ohio Works First households. Athens has a 33% poverty rate and a 4% unemployment rate. Many citizens of Athens County are working and striving for self-sufficiency but low wages, rural geography and lack of adequate and affordable transportation makes the goal of self-sufficiency a very difficult challenge for many.
Employers: The major employers of participants getting jobs during the last year have been in the areas of food service (16%), construction (16%), retail sales (14%), medical services and nursing care (10%), child care/schools (9%), manufacturing (8%), government (4%), autocare (4%), housecleaning (2%), drivers (2%), and others, out-of-county or no statistics, (15%). The majority (75%) of these jobs paid $6.00 or less with little or no health care coverage.
Educational Institutions: High schools are located in Trimble, Nelsonville, Athens, Albany (Alexander), Stewart (Federal Hocking) and Tri-County Vocational School which is located in Nelsonville. Hocking College and Tri-County Adult Career Center both located in Nelsonville offer many different vocational programs. Ohio University is located in Athens. English as a Second Language and GED classes are held in several locations in Athens. The Athens County Department of Human Services also operates an Adult Basic and Literacy Education program and works with the above mentioned institutions in establishing various training programs and ensuring the availability of these programs to low-income citizens throughout the county.
Child care facilities: There are nineteen (19) child care providers in the Athens School District area, seven (7) in the Alexander area, thirteen (13) in the Trimble area, twelve (12) in the Federal Hocking area, twelve (12) in the Nelsonville area, and two (2) in the Tuppers Plains/Chester area of Meigs County. There are approximately 120 Professional and Limited Type B Child Care providers operating in Athens County. In addition, there are seven (7) Child Care centers in Athens, three (3) in Nelsonville, and one (1) in Glouster all of whom are under contract with ACDHS.
Health care providers: Medical clinics are available in Coolville, Albany and Glouster. All other medical resources are available in Athens and Nelsonville. Nelsonville has a hospital, several family practice doctors, an eye doctor, a dentist and a midwife clinic. Athens has a medical school, a hospital, a medical center with many different areas of speciality, a psychiatric hospital and mental health center, a battered-women's shelter, and substance abuse treatment facility.
Inventory of Existing Transportation Providers
Public Transit Service Athens Transit is a bus service available
to residents of The Plains and Athens City. This is a fixed route system
with buses leaving Court Street every 45 to 50 minutes from 7:10 in the
morning until 6:00 in the evening. Although a ticket costs 85 cents, a
transfer for 25 cents more is frequently needed. Tickets for The Plains
are $1.00. The elderly and disabled need only pay 40 cents for intown and
50 cents for out of town with the transfer remaining 25 cents.
The bus system could be available to serve residents of Athens City
and The Plains for welfare-to-work who are located on a fixed bus route.
Twenty-five ride passes could be made available with site specific information.
Private Transportation We have two taxi services, Tabs (592-5554) and Tracy's (594-7433), in Athens City and two taxi services, Westside Taxi (753-3535) and Nelsonville Taxi (753-2391), in the City of Nelsonville. Fees vary in Athens from $2.00 to $6.00 according to zones. Within Nelsonville the one-way fee is $2.50. The one-way fees from Nelsonville are $10.00 to Glouster, $15.00 to Athens, $30.00 to Lancaster, and $60.00 to Columbus.
Reedy Bus Lines (594-5606) is a bus/van line that makes daily fixed route runs to Columbus (Round Trip $38.00) and Parkersburg (Round Trip $32.00). Since their routes only go to the bus station and airport, changes would have to be made to make them a viable service for the welfare-to-work programs.
Healthpro (753-9357 or 594-2599) and Helping Hands (767-2972) supply transportation on demand runs for the disabled and elderly. They are both Medicaid approved. Healthpro is an ambulette service and would not be appropriate for welfare-to-work. Helping Hands charges $25.00 an hour or $1.50 a mile for going out-of-county. They are submitting a proposal for possible contract of services.
Human Service Transportation The CDHS has 5 vehicles servicing the Title XX and Title XIX populations and 1 vehicle serving the Adult Basic and Literacy Education Program with one back up vehicle. Bus tickets and taxi vouchers are provided for medical purposes. Bus tickets, taxi and gas vouchers could also be expanded for welfare-to-work programs.
Identification of Unmet Transportation Needs
The causes of unmet transportation needs fell into two basic categories:
living in remote areas of the county and inability to drive.
The main reasons for inability to drive were caused by:
Emphasizing the need for self sufficiency in relation to transportation arrangements will be an ongoing modification. The encouragement of those without licences to develop the skill to drive will be supported by the use of Prevention, Retention & Contingency funds for some related expenses, the Adult Basic and Literacy Education will develop and teach a study of the Motor Vehicle handbook for preparation for a learners permit, and the Transportation Unit will support this effort. Carpooling will be encouraged through the use of bulletin boards and developing a data base and release that would permit participants wanting to carpool to be put in contact with each other.
The need for an increase of internal transportation staffing will be developed as a training program that would offer up to a year of temporary employment and training for Ohio Works Participants. These participants will enable us to meet more of the transportation needs of those preparing or transitioning to employment. An increase of transportation staffing and vehicles would permit a wider scope of transportation for work related purposes. Policy will be established with the view of transporting participants to job interviews, job related medical appointments, emergency transportation (car breaks down), and other needs for attaining and maintaining employment.
There are a number of expenses for those who are low-income and have obtained employment which go beyond the current scope of the Prevention, Retention & Contingency Program. Assistance would vary according to each persons need and would be used to meet needs during the first couple of months of employment. These transition monies could be used for a wide variety of expenses such as bus tickets, gas, vehicle insurance renewal, licensing renewal etc.
Assisting low income employed individuals to obtain access to a vehicle will be pursued. A proposal from Appalachian Development Federal Credit Union is in progress.
Contracting with other local groups who can transport those in need are being explored with the goal that more work related transportation can be available when other agencies become more involved in meeting the transportation needs of those persons using their services. This would permit the ACDHS transportation unit to be more available for work related needs.
Any potential bus routes from Athens to Glouster, Coolville or Nelsonville would require considerable planning and expense. There could be a viable ridership on these routes, and 'savings' in this style of transportation could be reinvested. If the proposal is approved, grants and matching funds should be actively sought, particularly for start up expenses. Since the CDHS currently transports about half or more of their participants from these areas, this would permit them to transport other participants in the more remote areas of the county and broaden their services for work related transports.
Planned expenditures for the initial transportation allocation ($32,124)
Goal
The goal is to provide an assistance program to families while encouraging self-sufficiency. The program is designed to operate with as much flexibility as possible for the eligibility worker and the family needing assistance.
Summary of Athens County PRC program policy:
Contingency funding is that portion of the PRC funds which will be targeted to families whose income is below the 100% Poverty Level. These funds will be utilized for those unavoidable financial crises or disasters that occur and which the family income cannot be expected to cover. Contingency funds will usually be authorized for necessities that ensure the safety, health and well-being of family members. Examples of necessities might include, but not be limited to, housing, utilities, deposits, emergency repairs, replacement of household items lost in a fire or flood, etc.
Prevention and Retention funding will differ from contingency as it attempts to utilize the funds to help the applicant gain a job or remain employed and/or avoid coming on to OWF through uses of the funds to prevent the loss of a job. It may also be utilized by an employed OWF participant when necessary to maintain their job. Examples of usage of these funds could be for transportation, education, job-related expenses, uniforms or clothing, etc. The income ceiling for Prevention and Retention is 150% Poverty Level.
Medical expenses are not eligible for PRC funding with the exception of pre-pregnancy family planning services (PL 104-193).
PRC authorized services will be provided for one-time-only or short-term services and will be issued through vendor pay arrangements only. Screening for services other than PRC (ie. Food Stamps, Medicaid, etc.) will be done by the eligibility worker in conjunction with the interview.
Eligibility for PRC assistance
Individuals prevented by law from receiving PRC are listed in the attached Addendum A.
There must be a child present in the home to qualify for PRC. A child is defined as a minor under the age of eighteen years.
A PRC assistance group is defined as those persons who reside together within a dwelling or household, regardless of their 'legal' or familial relationship to each other.
For those who are accessing the 'contingency' component of PRC, the income guideline will be the 100% Federal Poverty Level.
For those applicants who are applying for the 'retention and prevention' funds, the income guideline for eligibility is up to 150% of the Federal Poverty Level.
All income received within the household is considered 'countable' for PRC purposes. The only deduction from income will be for child support paid for a child outside the assistance group. Eligibility will be determined by totaling all income to the household members for the past 30 days. If the AG meets this standard they are considered financially eligible. Written or verbal verification of income is required.
It is expected that the family's liquid resources (cash on hand, savings accounts, etc.) will be utilized to meet the emergent need, prior to or in conjunction with PRC. All available community resources must be explored and whenever possible, utilized for the emergent need.
Need
Emergent need will generally be viewed as existing when the circumstances which precede the financial crisis appear to be unavoidable or unexpected. The appearance of contrived or planned financial emergencies will result in denial for PRC services. The PRC payment will be authorized when verified financial eligibility exists along with the determination of emergent need, as defined by the eligibility worker.
Maximum benefits
The eligibility worker will make the decision of how much assistance will be authorized, up to a maximum of $300 for 'contingency' expenses and up to $450 for 'retention and prevention' services. PRC benefits may be paid out for one-time assistance in subsequent emergencies during the 12 month period, providing that the maximum benefit is not exceeded. More than one vendor may be paid during an emergency, up to the maximum dollar amount. The maximum dollar amount for any one assistance group under PRC is $750 in any 12 month period.
The 12 month period begins with the application date of the authorized application for PRC services.
The maximum benefits allowable under the Athens PRC plan may be waived in unusual circumstances, as defined by the department, and approved by the director or designee.
Approval or denial of PRC
The county determination of eligibility will be made within 3 working days of the receipt of an application. In general, PRC will be approved or denied sooner than 3 days, upon receipt of necessary verification. Those applicants who are denied for PRC services will be issued proper notice (ODHS 7334) and advised of the procedures for requesting a county conference or state hearing. Those approved for PRC will also receive proper notice (ODHS 4074).
Persons excluded from PRC eligibility by law include:
The specific numerical goals objectives as outlined in the partnership agreement and the community development plan will be assigned through the business plan to the appropriate agency staff responsible for goal achievement. Staff will be responsible for the collection of data that would indicate our performance related to each specific goal.
Monthly totals of all reported indicators would be compiled and submitted to the County Commissioners and management staff for review and analysis.
An annual external evaluation of performance and an assessment of broader community goal attainment will be conducted by Ohio University Institute for Local Government and Regional Development. ILGARD will produce an annual report that will provide a local overall evaluation of the community plan achievement and submit it to the County Commissioners.