buncombe county human services annual report fy2009

Child Care Services � Health Center � Workforce Development � Parks, Recreation, & Greenways � Social Services

Fiscal Year 2009 Annual Report

Letter from the Assistant County Manager 3

Successes and Highlights of 2009 4

How Do We Support a Safe Community? 6

▪ Adult Protective Services, Guardianship and 7

Payee Services, Adult Care Home Licensing and Monitoring

▪ Child Protective Services, Foster Parent 8

Training and Licensing, Adoption Assistance, School-based Prevention Services, Family In-Home Services, Permanency Planning

▪ Environmental Health, Disease Control, Food 9

and Lodging, Onsite Groundwater, Preparedness

▪ Integrated Behavioral Health Services, Crisis 10

Services, Partnerships with Law Enforcement

How Do We Support a Healthy Community? 11

▪ Medicaid, Project Access, Health Choice, 12

Community Outreach

▪ Primary Care Clinics, Adult Primary Care, 13

Child Primary Care, Prenatal Care, Family Planning Clinic

▪ Nutrition, School Health, Community Health 14

Nursing, Public Health Case Management

How Do We Support a Thriving Community? 15

▪ Work First, Food Assistance, Emergency 16

Assistance

▪ Workforce Development Board, Rapid Response 17

Services

▪ Child Care Services, Child Support, Child Care 18

Subsidy

▪ Health Promotion, Parks, Greenways, and 19

Recreational Services

Human Services Agencies 20

To conserve resources and protect our environment, this report is intended to be distributed and viewed electronically. To download a copy, go to www.buncombecounty.org

�� Think before you print.

Human Services Annual Report FY 2009

Local government faces the challenge of reinventing itself to meet the demands of a shifting and often times challenging environment.

Since the inception of the Human Services Support Team in August of 2005, Human Services has fundamentally changed the way we do business. Our focus has been on a sustainable approach to creating a safe, healthy and thriving community.

Over the last four years, our culture has shifted to be more strategic and agile, with an eye on ensuring efficient and effective services and a commitment to creating smart partnerships that increase our capacity to serve our community.

With these shifts in how we do business, we have realized: ♦ 2.8 million dollars in cost savings/avoidance ♦ Reallocated 37 positions to core Human Service programs ♦ Entered into or continued 22 smart partnerships that have increased our capacity to deliver services in our community ♦ Improved our efficiency measures (e.g., time for clients to receive services) ♦ Improved our quality measures (e.g., state and federal benchmarks).

This annual report highlights these successes and underscores the importance of creating a sustainable approach to providing services at a local level. As we weather this severe economic crisis we realize now more than ever that being strategic and agile is the only way to keep government operating from a position of strength. Our challenge in the upcoming year is to find ways to keep positive momentum despite a bleak economic environment. Given our current approach, we remain hopeful of meeting our community’s needs.

Sincerely,

Mandy Stone, MSW

B u n c o m b e C o u n t y B u n c o m b e C o u n t y B u n c o m b e C o u n t y B u n c o m b e C o u n t y

MissioMissioMissioMissionnnn

♦ Promote a healthy, safe, well-educated, thriving community with a sustainable quality of life

♦ Provide effective and efficient government our residents can trust

♦ Deliver needed services through a responsive work force committed to excellence

Assistant County Manager

for Human Services

(828) 250-5700

M edicaider is a computer software program that has been designed in partnership with Buncombe County Human Services staff, local Safety

Net providers, and Network Sciences of Austin, Texas. This product will allow the County and partners to screen clients’ eligibility for federal, state, and local programs all at once and make it possible to do this from a multitude of community-based locations. The software will also streamline and align the application process and provide on-going case management services in a paperless setting. The first phase of the software implementation began in May, 2009. By implementing Medicaider, the county will strategically position itself to deliver services.

S ocial Work Recruitment: Job turnover of social workers in Child Welfare causes a significant burden on the remaining staff, as caseloads of vacating

social workers are redistributed. As a solution to this problem, Buncombe County DSS implemented a continuous process for recruitment and a new intensive screening and hiring procedure. This innovative process, coupled with the county’s competitive benefit and salary package, resulted in $200,000 in cost avoidance savings in FY09 and reduced the time to fill a vacant position by over 50%.

G eo-districting and community-based work arrangements for DSS social workers provides community members with greater access to services and supports stronger employee/community partnerships. These initiatives align with the Buncombe County Board of Commissioner’s Strategic Plan to “Create multiple regional full-service satellite facilities… and locate in/with school

facilities”. Preparations during FY09 for the implementation of a pilot community-based site at Leicester Crossing in the Erwin District resulted in the opening of Human Services West in October 2009. This satellite office offers full DSS services in conjunction with services from community partners in mental health, substance abuse, juvenile justice, health, and aging services. We invite the community to invest with us in discovering better ways to deliver services that strengthen our

community.

J ail Diversion: Over the 17 months since implementation of Jail Diversion programs, the jail Average Daily Population (ADP) dropped from 478 to

423 persons per day. This results in saving the need for 55 beds, at an investment of $13 per bed-day saved, compared to the $61.17 it costs per bed each day. The programs that constitute the Jail Diversion partnership are: Crisis Intervention Teams (CIT), wet shelter for intoxicated homeless persons, and mental health and substance abuse case management at the jail. In FY10, the program is adding additional partners to improve services and continue to

reduce the ADP of persons with mental illness.

2009 AchievementsAchievementsAchievementsAchievements

♦ Maximizing ResourcesMaximizing ResourcesMaximizing ResourcesMaximizing Resources

♦ Developing Smart PartnershipsDeveloping Smart PartnershipsDeveloping Smart PartnershipsDeveloping Smart Partnerships

♦ Providing Seamless, Effective, & Aligned ServicesProviding Seamless, Effective, & Aligned ServicesProviding Seamless, Effective, & Aligned ServicesProviding Seamless, Effective, & Aligned Services

♦ Expanding Access to Quality ServicesExpanding Access to Quality ServicesExpanding Access to Quality ServicesExpanding Access to Quality Services

Buncombe County Human Services: Supporting a Safe, Healthy, & Thriving Community 5

P roactive Enhanced Response for Crisis Services (PERCS): Human Services operates under the philosophy that children thrive when they

can safely remain in or be reunified with the home of their own family. Children who are involved with DSS may be at-risk of inappropriate out-of-home placement in the absence of a proactive crisis plan and ongoing service planning and delivery. The PERCS program utilizes licensed therapeutic foster homes to provide short-term care for youth in immediate risk of legal placement outside their own home. This opportunity allows for both the de-escalation of a crisis that can otherwise lead to unnecessary foster care placement and also allows time for the Social Worker to work with the family to address immediate safety concerns.

S afeguarding our community: Parks, Greenways, and Recreation created a Greenways Commission to allow involvement from area municipalities

and boards to participate in the Buncombe County Greenways discussion. The greenways commission also serves as a mechanism for allowing public involvement and providing transparent communication between Parks, Greenways & Recreation Services and the community.

O ne of Public Health’s roles is to build and support long-term community efforts toward policy changes that improve health. In June, the Buncombe County Board of Health signed a resolution supporting an ordinance to make all County facilities and properties smoke-free. The Board of County Commissioners then passed the ordinance in August. The Health Center’s 18 years of experience working in tobacco prevention and control, through the Project ASSIST Tobacco Prevention Coalition, helped create the climate for this ordinance to pass. The coalition has educated the public, held campaigns, supported businesses in going smoke-free, coordinated events, and advocated with many of our local legislators and public officials. Eliminating smoking on all county property will have a positive impact and help us become a healthier, thriving community.

P reparing Staff for a Health Emergency: In an emergency, staff across Human Services will be called to duty, most in

roles that will vary significantly from their typical day to day operations. To prepare staff for these emergency situations, Human Services maintains an operations plan that outlines the anticipated disaster roles and trainings required for staff. Staff across Human Services are being identified and enrolled in a respiratory protection program to support continuity of operations and outbreak management support in a crisis. Over 90% of BCHC staff is fit-tested on an OSHA approved N-95 respirator which will protect staff from airborne hazards such as TB, smallpox, and flu. More than 92% of BCHC staff have completed the basic Incident Command System course. With the onset of the H1N1 flu, BCHC successfully implemented and/or exercised 5 out of 6 of the Public Health plans.

2009 AchievementsAchievementsAchievementsAchievements

♦ Maximizing ResourcesMaximizing ResourcesMaximizing ResourcesMaximizing Resources

♦ Developing Smart PartnershipsDeveloping Smart PartnershipsDeveloping Smart PartnershipsDeveloping Smart Partnerships

♦ Providing Seamless, Effective, & Aligned ServicesProviding Seamless, Effective, & Aligned ServicesProviding Seamless, Effective, & Aligned ServicesProviding Seamless, Effective, & Aligned Services

♦ Expanding Access to Quality ServicesExpanding Access to Quality ServicesExpanding Access to Quality ServicesExpanding Access to Quality Services

How Do We Support A

SafeSafeSafeSafe Community?

♦ Assuring the Safety, Independence, and Well-being of Adults

♦ Assuring the Safety, Permanence, and Well-being of Children

♦ Assuring a Healthy Environment and Preventing the Spread of Diseases

♦ Strengthening Behavioral Health Services

G uardianship and Payee Services:

♦ A total of 56 disabled or elderly adults received protection through court-ordered guardianship services to assure health, safety, and wellbeing

♦ An average of 69 individuals per month were served through payee services to assist with making good budgeting decisions with their money

A dult Care Home Licensure and Monitoring:

♦ The department has monitored an average of 91 Adult Care Homes, with 1424 beds, during the fiscal year to ensure they are following state standards

♦ Of the 157 facility complaint investigations 40% were confirmed or substantiated

♦ An average of 94 adults per month utilized Adult Day Care Services

We Support a Safe Community by

Assuring the Safety, Independence, and WellAssuring the Safety, Independence, and WellAssuring the Safety, Independence, and WellAssuring the Safety, Independence, and Well----being of Disabled and Elderly Adultsbeing of Disabled and Elderly Adultsbeing of Disabled and Elderly Adultsbeing of Disabled and Elderly Adults

A dult Protective Services provides a timely, comprehensive and respectful

approach to the evaluation of reports of abuse, neglect and exploitation.

♦ Responses to reports of abuse, neglect, or exploitation of elderly & disabled: 817

♦ Timely response to reports received days 1.2

♦ Buncombe County has seen a 164% increase in the number of Adult Protective Services reports accepted per year since FY 2005 (see graph)

♦ Timely completion of evaluations:

SUCCESS STORYSUCCESS STORY

Adult Protective Services received a report with concerns about an elderly veteran who lived alone and suffered from dementia and health problems. A social worker went to his home and found that he was not able to keep his medical appointments and at times was found wandering the neighborhood. He wanted desperately to remain at home, however this was no longer a safe option for him. It was determined that he was, in fact, neglecting himself and as a result was offered further individualized services to address his unique needs. He welcomed this service. The DSS Social Worker provided assistance for him to get to his medical appointments and to plan for his safety. Over time this Social Worker built a strong relationship with him and she was able to help him realize that his home was no longer a safe place. He needed someone to assist with safety, medications, personal care and getting to medical appointments. Ultimately, he was moved to a facility for veterans and was grateful for this. He told the social worker that “she had saved his life.”


F amily In-Home Services allows DSS to partner with families to strengthen their ability to safely parent their child in their own home.

♦ Average number of families served 271 per month

♦ Average number of children served 617 per month

♦ Children receiving In-home Services 99% who are prevented from coming into Foster Care

P ermanency Planning allows DSS to partner with families and other community agencies to achieve timely permanence for children whether that is safe reunification with their family, adoption, or guardianship with a relative or kinship provider.

♦ Children entering custody 109

♦ Average number of children 271 in custody per month

♦ Of the children exiting foster care: - 38% were reunified with their family

- 28% were adopted

- 23% were placed with relatives or kinship providers who were granted custody or guardianship

♦ Of the children that exited foster care, 5%

re-entered foster care (national average is 15%)

C hild Protection requires DSS to investigate and assess all allegations of child abuse, neglect or dependency.

♦ Responses to reports of abuse, neglect, 2179 or dependency of children:

♦ Children involved 4503

♦ Of the cases where abuse or neglect were found to be present, 93.3% of the children involved remained free from any further maltreatment

F oster Parent Training and Licensing: DSS trains, licenses, and supports families that open their home to children

♦ Average number of licensed foster homes 95

♦ New foster families 34

♦ Families approved for adoptive placement 36

A doption Assistance helps children achieve permanency and may provide families who adopt a child from foster care with assistance.

♦ Total number of families and children receiving Adoption Assistance 577

♦ Number of adoptions finalized 37

P revention Services provides primary

prevention service to decrease the likelihood of child welfare involvement with the family.

♦ Total number of families served 82

♦ Total number of referrals received 179


Assuring the Safety, Permanence, and WellAssuring the Safety, Permanence, and WellAssuring the Safety, Permanence, and WellAssuring the Safety, Permanence, and Well----being of all Childrenbeing of all Childrenbeing of all Childrenbeing of all Children


A young mother struggling to raise her children was reported to DSS three times for suspected child neglect because of the living conditions of her home. Their home was in disrepair and did not have running water or electricity. The family was in danger of eviction by city officials. The home required dozens of costly repairs. The social worker reached out to a local church for help. The church committed to complete all of the needed repairs without cost to the family. The social worker also worked with the city inspections officer to prevent the family from being evicted. In addition, the social worker assisted the mother in obtaining Medicaid coverage for her children.


D isease Control services prevent epidemics and the spread of

communicable diseases through ongoing prevention activities, testing and treatment services and a rapid, effective response to urgent and emerging community outbreaks

♦ Vaccines given to protect against communicable 30,471 diseases (includes 10,665 flu shots)

♦ Buncombe children receiving immunizations at the 95% local health department who were fully immunized at age 2

♦ Communicable disease investigations 1,451

♦ Average number of communicable disease clinic visits 780 monthly (HIV, STD, TB)

♦ HIV/STD services offered within timeframe 100%

♦ Home visits to supervise treatment of individuals with 1,315 tuberculosis or TB exposure

F ood and Lodging provides inspections of regulated food, lodging, nursing home, day care and summer camp facilities to protect residents and tourist populations.

♦ Facility inspections 3,979

♦ Restaurants in compliance with inspection standards 94%

♦ Restaurants receiving Grade “A” 99%

P reparedness focuses on response planning, to assure our agency and our citizens are ready for public health threats from natural and human-caused hazards.

♦ Number of required plans detailing our community’s 6 response in times of crisis

♦ Percentage of required plans with local practice exercise 100%


Assuring a Healthy Environment and Preventing the Spread of DiseasesAssuring a Healthy Environment and Preventing the Spread of DiseasesAssuring a Healthy Environment and Preventing the Spread of DiseasesAssuring a Healthy Environment and Preventing the Spread of Diseases

SUCCESS STORYSUCCESS STORY Buncombe County Health Center used effective existing partnerships in responding to the emergence of a novel influenza virus (H1N1) in April 2009. Despite varying levels of state and federal guidance, BCHC provided accurate and timely information to community partners. This was due in large part to the strength of community networks that the Health Center had tended over recent years. Specifically designed groups were created to manage aspects or populations during a disaster, including these following groups and networks:

▪ Forensic Epidemiology Task Force- structured primarily around health and

law enforcement but also includes schools and volunteer organizations

▪ Vulnerable Populations Initiative- includes multiple organizations that serve

Buncombe County and WNC at-risk populations

▪ Epidemiology Team- consists of health professionals who make decisions on

how to manage and plan for public health crisis events

▪ Community Outreach Information Network (COIN)- includes faith-based

organizations, volunteer organizations, at-risk population gatekeepers, and health provider lists through the Medical Director

All of these networks and partnerships were called into play during the outbreak of H1N1 to update, inform, and continue communication.

O nsite Groundwater program assures protection of groundwater

through properly installed septic systems and permitting of new wells

♦ Number of septic permits issued (��26%) 1,395

♦ Average days from client ready to first visit by onsite staff 3.3

♦ Number of well permits issued (�33%) 422


P artnerships with Law Enforcement work to divert persons from the Detention Facility, saving County dollars, and to access treatment, which prevents recidivism.

♦ 64 new officers and deputies were trained in the Crisis Intervention Team (CIT) model, including school resource officers. Over 100 officers have been trained since the program began in 2007. The CIT model provides training to law enforcement officers on how to work with individuals with mental illness who are in crisis. The goal, first and foremost, is to ensure the safety of both the law enforcement officer and the individual

♦ 469 detainees received case management services through a contract with RHA Health Services—in an effort to link detainees to services when they are released and to prevent recidivism. 45 detainees received substance abuse assessment and linkage to services through ARP-Phoenix

♦ Pretrial Services were piloted on weekends, with a focus on diverting individuals with mental illness into treatment rather than the Detention Facility. These services were developed into a full-fledged jail diversion initiative, serving 40 persons last year. In FY10, the program is expanding further and will be called the JUST Program—Justice United in Support of Treatment.

O ther Initiatives included a Career Academy dropout prevention program in the Buncombe County schools, which served 25 students, and the SOAR Project at Pisgah Legal Services, which fast-tracks homeless persons in the disability application process; 31 persons were served.

I ntegrated Care ensures behavioral health services as part of care provided at Buncombe County’s Primary Care Clinic. These services are provided through contracts.

♦ 5,633 Behavioral Health sessions were provided by RHA Health Services

♦ 1,230 sessions were provided at school student health centers through Families Together

♦ 1,737 psychiatric services were funded at the WNC Community Health Services

♦ 224 psychiatric consultations were provided to primary care practices through funds contracted to Mountain Area Health Education Center

We Support a Safe and Healthy Community by Strengthening Behavioral Health ServicesStrengthening Behavioral Health ServicesStrengthening Behavioral Health ServicesStrengthening Behavioral Health Services

C risis Services prevent costly hospitalizations at Broughton State Hospital or incarceration.

♦ A crisis stabilization facility, built by the County at Neil Dobbins Center, provides 8 detoxification beds and 8 short-term psychiatric beds

♦ 363 county residents received detoxification services and 341 received psychiatric services

♦ 22 individuals were served at “wet shelter” beds which were implemented to divert intoxicated persons from incarceration


Behavioral Health services include mental health and substance abuse services. These are primarily funded by Western Highlands Network; however, the County funds a number of initiatives that address service gaps and areas of liability. The budget in FY09 was $1.2 million for behavioral health services, including $600,000 of maintenance of effort funds (statutorily obligated) through Western Highlands Network.

How Do We Support A

HealthyHealthyHealthyHealthy Community?

♦ Expanding Access to Health Care

♦ Assuring Medical Services for Adults and Children

♦ Providing Nutrition and Community-Based Health Services

M edicaid is a health insurance program for certain low-income and

needy people paid with federal, state, and county dollars. It covers more than 1 million people in our state, including children, the aged, blind, and/or disabled, and people who are eligible to receive federally assisted income maintenance payments.

♦ Buncombe County population enrolled in Medicaid 15%

♦ Dollar benefit to the local economy from Medicaid clients $256M

♦ Families and children covered through Medicaid programs 22,606

♦ Elderly/blind/disabled adults Receiving Medicaid 11,201

♦ Error rate for application processing 0%

♦ Percentage of recipients who receive their benefits timely 97%

P roject Access is a program

administered by the Buncombe County Medical Society that provides access to comprehensive free medical care for low-income uninsured Buncombe County residents through the donation of time and services by local physicians and community partners.

♦ Buncombe County residents 3,072 enrolled in Project Access by DSS Outreach staff

H ealth Choice provides heath coverage for uninsured children of working families who are not Medicaid eligible, if the family income meets eligibility guidelines.

♦ Children with medical 3,533 coverage through the Health Choice program

♦ Yearly fees to cover a $0, $50, child/children (based or $100 on family income)

C ommunity Outreach improves

access to Medicaid and other DSS services by making the service available onsite at the host community agency.

♦ Clients who received services 3,919 without having to come into DSS

♦ DSS Outposted Staff Locations: AHOPE, Buncombe County Health Center, CarePartners, Emma Family Clinic, Mission Hospital, St. Joseph’s, and RHA/Families Together

We Support a Healthy Community by Expanding Access to Health CareExpanding Access to Health CareExpanding Access to Health CareExpanding Access to Health Care


B uncombe County Health Center’s Primary Care Clinic has helped fulfill the State’s legal mandate to the County—to assure all residents have access to medical services. This full-service outpatient clinic includes an on-site pharmacy and lab.

♦ Patients seen in Primary Care 12,642

♦ New patients accepted in FY09 2,900

♦ Percent of visits where patient’s income 67% was at or below Federal Poverty level

A dult Primary Care provided care for acute illness, prevention services, and chronic care management for diseases such as diabetes or asthma.

♦ Adults served 7,664

♦ Adult Primary Care visits 28,076

♦ Uninsured low-income women who 56 had cancer detected through a special screening program (BCCCP)

C hild Primary Care provided well-child check-ups as well as care for illness and chronic conditions, for children from birth to age 18.

♦ Number of children served 2,382

♦ Number of Child Primary Care visits 5,791

F amily Planning Clinic offers confidential counseling, education, physical exam and on-going care for client's chosen method of family planning.

♦ Clients served 3,352

♦ Family Planning visits 6,181

P renatal Care Clinic provides comprehensive prenatal care to expectant parents, to promote the best possible birth outcomes—healthy mothers and babies.

♦ Pregnant women served 899

♦ Prenatal Care visits 5,976


Marilyn is a woman in her late 50s who has no health insurance, even though she works two jobs. She was concerned about a lump in her breast, so her community clinic referred her to Buncombe County Health Center’s Breast & Cervical Cancer Control Program (BCCCP). She qualified for free cancer screening. The tests diagnosed cancer. “It was the worst day of my life… I was totally numb.” When the BCCCP Coordinator explained that due to her diagnosis she would also get Medicaid help for one year, hope replaced her fear.

Marilyn had surgery and then chemotherapy. She had several complications, too, but Medicaid covered her medical care. Marilyn says the help she got through BCCCP took a huge burden off her and allowed her to deal with her illness.

We Support a Healthy Community by

Assuring Medical Services for Adults and ChildrenAssuring Medical Services for Adults and ChildrenAssuring Medical Services for Adults and ChildrenAssuring Medical Services for Adults and Children


N utrition Programs provide education, nutritious foods, and breastfeeding support to improve the health and nutritional status of low-income women and children.

♦ Number of women, infants and children enrolled in 5,488 WIC program in an average month

♦ Value of the 112,220 WIC vouchers issued for use at $3.64 million local businesses for the purchase of healthy foods

♦ Health Center families served by in-house food pantry 765

♦ Pounds of food distributed to Health Center clients 3,520

C ommunity Health Nursing provides home visits to improve

pregnancy, infant and early childhood outcomes.

♦ Home visits to high-risk pregnant women and Medicaid newborns 2,887

♦ Medicaid births with after-delivery visit to mother and home 63% assessment of newborn

S chool Health programs reduce health barriers that impact educational

achievement. 20 School Nurses work in our County and City schools.

♦ School staff trained to provide health procedure 2,284

♦ Student contacts 10,612

♦ Students per school nurse (reduced from 2,407 in FY07) 1,444

♦ Average number of visits per month provided at School- based Health Centers (SBHC) in 3 middle and high schools:

-Medical/Preventive health care visits 466 -Nutrition/Mental Health care visits 168

♦ Students enrolled to use SBHC and covered by Medicaid 50%who had a well-child exam within the past 3 years

P ublic Health Case Management provides parenting education for pregnant women and parents with children age 0-5.

♦ Families receiving case management for a child with or 763 at-risk of developmental delay (average 559 per month)

♦ Medicaid/Health Check enrolled children up to date 78% on well child visits (average 632 contacts per month)

♦ Low-income pregnant women receiving Maternal 1,267 Care Coordination Services (MCC). 91.2% had at least monthly contact with their MCC worker.

We Support a Healthy Community by

Providing Nutrition and CommunityProviding Nutrition and CommunityProviding Nutrition and CommunityProviding Nutrition and Community––––Based Health ServicesBased Health ServicesBased Health ServicesBased Health Services

SUCCESS STORYSUCCESS STORY In March 2009, the nutrition program implemented Quick WIC, group nutrition education and voucher issuance for low-risk clients. Quick WIC offers a shorter visit for clients and more efficient use of staff resources. Along with walk-in and additional appointments, Quick WIC has reduced the number of days until initial appointments are available for new clients. Even with allocated caseloads increasing 36% from FY01 to FY09, this efficiency has allowed the nutrition program to serve more clients without the need for additional direct staff.


How Do We Support A

Thriving Thriving Thriving Thriving Community?

♦ Providing Economic Support

♦ Providing Workforce Development Services

♦ Supporting Child Development ♦ Providing Opportunities for

Healthy Lifestyles

E mergency Assistance (EA) provides one-time assistance to

support families and people experiencing a temporary crisis. In FY08 we began a partnership with Eblen Charities to provide EA.

♦Families served 1,877

♦Average benefit per family $221.94

♦Total dollars expended $416,590

♦Other funding sources and programs available: Crisis Intervention Program (CIP), Energy Neighbor, Family Preservation, and General Assistance

F ood Assistance supports low-income families with

resources to meet food needs. The economy has had a huge effect on food stamp recipients—we have seen a 30% increase over last year

♦ County residents receiving Food Stamps 24,967

♦ Total value of Food Assistance benefits provided $33,498,110

♦ Average Food Assistance benefit per household $277.93

Work First Cash Assistance Recipients FY89-FY09

3,364

5,325

6,424

5,281

2,373

782

908

1,018

1,045

1,610

6,999

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

1989 1991 1993 1995 1997 1999 2001 2003 2005 2007 2009

W ork First provides temporary assistance to children

deprived of parental support. ♦ Work First cash recipients 782

♦ Children living with non-parental relatives receiving 307 cash assistance

♦ Potential Work First clients receiving other services instead 1,149

♦ Adults entering employment 130

* The drastic decrease in participants soon after 1996 is due to welfare reform

We Support a Thriving Community by Providing Economic SupportsProviding Economic SupportsProviding Economic SupportsProviding Economic Supports

Food Assistance Caseload and Staff FY03-FY09

5000

7500

10000

12500

15000

JulyFY03 JulyFY04 JulyFY05 JulyFY06 JulyFY07 JulyFY08 JulFY09

20

25

30

35

40

Caseloads IMC Staff Budgeted

July July July July July July July FY03 FY04 FY05 FY06 FY07 FY08 FY09


S ummer Youth Work Experience funding was provided by Recovery Act stimulus funds to help disadvantaged youth find

work and earn wages during the summer break. The program provided 100 Buncombe County youth between the ages of 16 and 21 an opportunity to work and earn $7.25 per hour at non-profit agencies for a five-week period during the summer months. This program was so successful and so well received by the community that Workforce and Youth Council have corresponded with members of Congress requesting their continued support of the work experience program for next year.


We Support a Thriving Community by Providing Workforce Development ServicesProviding Workforce Development ServicesProviding Workforce Development ServicesProviding Workforce Development Services


Jerry was laid-off from Anvil Knitwear in October 2007. He had worked in electrical maintenance for over seven years when the company closed its Swannanoa facility. Despite Jerry’s great skills and experience he was unable to find employment. Jerry came to the Mountain Area JobLink Center in November 2007, searching for employment opportunities, but was willing to consider training for a new career. Jerry had learned about the JobLink Center at a Rapid Response meeting held at Anvil prior to the plant’s closure. After much research and consideration Jerry decided to develop some new skills by taking the Machine Shop Principles class at A-B Tech. Jerry thought this would be a good way for him to become more competitive for positions in the metal working industry. Jerry completed the Machine Shop Principles class in April, 2008. After the class, Jerry continued building his machining skills by taking advantage of the scholarship that Buncombe County Commissioners made available for curriculum courses in machining. In November 2008, Jerry’s hard work paid off. He was hired by Kearfott Navigation Systems as a maintenance mechanic, which involves an ideal combination of his electrical and machining skills. In just a few short months at Kearfott, Jerry has already surpassed the wage level he had achieved after his seven years at Anvil.

T he Mountain Area Workforce Development Board received and expended $2,307,830 in Workforce Investment Act

(WIA) funding to support Workforce Development activities for the citizens of Buncombe, Henderson, Madison, and Transylvania counties. The programs enrolled a total of 1,243 individuals in the WIA Programs at a cost of $1,856.66 per individual enrolled. The job placement rate on completion of the program reached 84% (compared to 80% last year).

C hild Support enforcement services are provided through the

County’s contract with Policy Studies, Inc. (PSI). All monies collected go directly to Buncombe County children.

♦ Average number of families served per month 7,863

♦ Collection rate on past due support 71%

♦ Total FY2009 collections for Buncombe $15,237,926

C hild Care Subsidy provides assistance to increase access to high-quality child care for low-income families. Assisting low-income families with the cost of child care means that more parents are able to maintain employment.

♦ Average number of children served each 2,075 month in our community

♦ Children on the waiting list for Child Care 244 Subsidy services

♦ Percentage of need met 89%

♦ Percentage of total child care subsidy dollars expended 99%

♦ Average length of time on the child care waiting list 3 months

B uncombe County Child Care Services (BCCCS) strives to improve the quality of life for children and families in Buncombe County. It is always beneficial to families when there is a wide selection of high quality child care programs from which to choose. In our efforts through technical assistance and training, BCCCS is able to support care that is high quality, as an option when parents make choices.

♦ Families of 1,118 children received information and education on the components of quality child care and how to locate care.

♦ 1,415 early childhood professionals participated in training provided by Child Care Resource and Referral.

♦ The County-operated child care centers maintained star-ratings of five stars (Community), five stars (AB Tech), and four stars (Valley).

♦ Technical assistance was provided to staff of 1,497 classrooms in 209 Early Childhood Care Programs, impacting 9,035 children.

♦ 84 potential child care providers were assisted with program start-up information. An additional 100 providers were helped with support information.

♦ Over 200 early childcare professionals and students accessed 490 child care resource library materials and textbooks.

We Support a Thriving Community by Supporting Child DevelopmentSupporting Child DevelopmentSupporting Child DevelopmentSupporting Child Development


P arks, Greenways & Recreation’s mission is

to maintain and improve the quality of life for residents and visitors through recreational, cultural and educational opportunities. The Parks & Programming division provides services for over 200,000 people including young children, youth, teens, adults, senior citizens and all special populations. Parks, Greenways & Recreation operates over 20 facilities with over 500 acres for swimming, boating, fishing, youth and adult athletics and activities. When a community has places to play, exercise, and participate in recreation activities, its citizens are healthier

♦ Participants who took part in 17 special 10,484 events

♦ Visitors to Lake Julian and Buncombe 407,502 County Sports Park

♦ Total park shelter, pool, and paddle 44,083 boat rentals

♦ Children who took part in one of over 500 100 swim lessons

♦ Total visits to pools 70,907

♦ Participants in recreation programs 29,456 and events

♦ Greenway miles being analyzed for 30 feasibility

♦ Special Olympics and Senior Games 659 participants

♦ Community club and recreation 20 organizations who received community grants for improvements to community parks

H ealth Promotion strives to increase positive individual and community

health behaviors.

♦ Dental screenings for preschool and elementary children 8,042

♦ Buncombe kindergartners with untreated dental decay 14% 2007-08 School Year (statewide average: 18%)

♦ Local elementary children completing obesity (BMI) assessment, 12,899 an indicator of risk for overweight

♦ Average number of student and community educational 2,856 contacts per month

♦ Worksites adopting smoke-free policies affecting 1,500 employees, 6 3,400 students, and customers of 5 restaurants

♦ Healthcare facilities and worksites actively promoting use of the 13 NC Quitline, reaching over 4,750 patients and employees

♦ Employers offering smoking cessation coverage as a new/improved 3 employee benefit affecting 3,700 employees

We Support a Thriving Community by Providing Opportunities for Healthy LifestylesProviding Opportunities for Healthy LifestylesProviding Opportunities for Healthy LifestylesProviding Opportunities for Healthy Lifestyles


Buncombe County Human Services Agencies Buncombe County Health Center 828-250-5000

Gibbie Harris, FNP, MSPH

Health Director

Child Care Services 828-250-6700

Parks, Greenways & Recreation 828-250-4260

Fran Thigpen

Director

Department of Social Services 828-250-5500

Amanda Stone, MSW Director &

Assistant County Manager

Mountain Area Workforce Development 828-250-4760

Helen Beck

Director

Our mission is to protect,

promote and assure health in

Buncombe County through:

• Preventive health, education

and promotion

• Sanitation and environmental

safety assurance

• Communicable disease control

• Community health assessment

• Community preparedness and

response

• Health services for critical

populations

Our staff is dedicated to the provision of quality public health services to all residents of Buncombe County.

Child Care Services:

Our mission is to improve the

quality of life for children and

families by providing:

• Funding for child care

• Referrals to child care programs

• High quality child care programs

• Training and consultation for

child care providers

• A resource library for child care

programs and parents

Parks & Recreation:

Our mission is to maintain and

improve the quality of life for

residents and visitors through

recreational, cultural, and

educational opportunities.

Our mission is to partner with

individuals, families, and

communities to strengthen their

efforts toward independence,

permanence, and safety. We

aim to:

• Prevent abuse, neglect, and exploitation of vulnerable

children and adults.

• Promote self-reliance and self-sufficiency for individuals

and families.

Our staff is committed to providing Buncombe's diverse population with effective services

in a timely and respectful manner.

Our mission is to provide

employers and job seekers with

a fully integrated system of

services in order to develop our

region’s economic strength and

global competitiveness through:

• Managing all workforce development and job training

programs

• Overseeing and funding the

JobLink Career Centers

• Providing career counseling and community college tuition assistance to dislocated workers, unemployed and underemployed

adults, and low income youth

• Providing numerous workforce

related services to businesses

We appreciate the guidance and support of the County Commissioners, County Manager, and our Governing Boards.

County Commissioners: David Gantt, Chair; Bill Stanley, Vice Chair; K. Ray Bailey, Holly Jones, Carol Peterson.

County Manager: Wanda Greene

Board of Health: Winnie Ziegler, Chair; Mike Goodson, *David McClain, *Bill McElrath, Linda Morgan, Richard Oliver, Carol

Peterson, LC Ray, *Susanne Swanger, John Whitener (one vacancy as of September, 2009).

Board of Social Services: *Bill McElrath, Chair; Ben Watts, Vice Chair; Latessa Johnson, *David McClain, *Susanne Swanger.

Mountain Area Workforce Development Board: (Buncombe County Board Members) David Bailey, John Beatty, Linda Biggers, Laura Copeland, Bryan Dover, Rick Elingburg, Danny Hardin, Robert Kendrick, Kathryn McIntyre, William Maloney,

William Mance, Lorraine Poe, Dusty Rhodes, Tim Rhodes, Betty Young. *cross-appointed members

We are very grateful . . .

To Barbara Bowman-Hensley, Beth Greck, Nathan Ramsey and Michael Sowa for service on the Board of Health.

To Elizabeth Harper for her service on the Board of Social Services.

To Leland Blankenship, Linda Fouts, Doug Keen, and Amanda Stone for their service on the Workforce Development Board.

buncombe county human services annual report fy2009

Documents