HomeMy WebLinkAbout710474.tiff Part VI
STATISTICAL REPORTING
ON
CASELOAD CHARACTERISTICS
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Statistical Reporting
Present Situation
All statistical reports are now prepared as prescribed by the
Colorado State Department of Welfare. These reports provide
detailed information as to expenditures by type, number of
cases, and total dollars.
Evaluation
_ The evaluation of the statistical reports as prepared is as
follows :
1. These reports do not provide statistical information as
to the nature of the caseload. Detailed sociological
data as to the type and nature of the people on the
caseload, the nature of their problems, the possible
processes which might be used to service their problems or
to provide rehabilitation to them is not available.
2. These reports do not provide management with what types of
cases are coming in to be added to the rolls, what
problems recipients face, or what types of cases are going
off the rolls.
3. A detailed knowledge of the ever-changing conditions in
Intake is not developed.
4. Therefore, it is impossible to control the agency workload,
to schedule that workload, or to adjust the staff to a
changing workload under present circumstances.
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Recommendation.
The recommendations are as follows:
1. . That reports which present detailed sociological data
be developed as part of the fund of knowledge about each —
case, be machine printed, and be made available at the
end of each month for decision making. —
2. That qualified members of the staff, working with the
Director, be assigned the responsibility of analyzing this
data for the purpose of designing and revising the total —
welfare program in ways which will reduce the need for
welfare and provide preventive recommendations for the
program.
3. That a method of recording and reporting social —
characteristics of persons receiving public assistance be
developed. This method should be developed to involve: -"
a. Personal characteristics which are pertinent to the
profile of a recipient.
b. Environmental factors which are pertinent to the —
profile of a recipient.
c. Research on statistics and other available material on —
the subject of social characteristics.
d. Review and evaluation of current methods used in
statistical reporting of social characteristics. —
e. Development of a method of recording social charac-
teristic information on all applicants for public '-
assistance.
f. Development of a system of summarizing and reporting
data on social characteristics through use of EDP. _
g. Development of a method of utilizing this data so that
Welfare Department directors can use the data as a
management tool.
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4. That liaison be maintained with city and county planning
departments for the purpose of sharing statistical infor-
mation. This information would include the social
characteristics provided by the U S Census and Statistics on the
makeup of welfare rolls. The data would be utilized in planning
for the future of the city, the county and the welfare
department. Liaison should be assigned to the assistant
director of the welfare department.
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Part VII
ELIGIBILITY AWE FOOD STAMP
DIVISION
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Eligibility Unit
Introduction
The separation of the eligibility and service functions
related to the total caseload of the Department was an
important objective when the study began.
Implementation of separation in the adult areas, with
the exception of medical services,* was effective early
in the study. Separation for the Family Service area was
not accomplished until December, 1970.
Observation of the Eligibility Unit was delayed
until employes had sufficient time to adjust to their new
positions and procedures for handling the workload had
been established.
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- *This separation did not occur until July 12, 1971.
Staffing of the Eligibility Division
The Situation at First Observation
At that time in the Family Service area, there Were 3 technicians
handling continuing eligibility and 2 technicians were respon-
sible for intake eligibility. One clerk-typist and a part-time —
assistant handled typing for these 5 technicians.
In the Adult area, there were 2 .k technicians (1 served half-
time as intake technician) handling continuing eligibility.
Two clerk-typists were available' to do typing and filing.
The application clerk did typing for both the adult and family
service intake technicians (setting up new cases) .
Evaluation Although the caseload is larger in adult services, the workload
is less due to less frequent redetermination requirements (half
as many) and a more stable clientele--they change their living —
situation less frequently.
When the workloads for the adult and family service areas were
compared then, it appeared that there was an inequity in the assignment of clerical help to the technicians.
Recommendations
The recommendations were as follows: `
1. That 1 adult eligibility clerk-typist be assigned to the
family service area.
2. That the 3 clerk-typists (2 in the. family area, 1 in the —
adult) be flexible with regard to work assignments. That
is, any one of the three can shift as the workload —
fluctuates, in either the adult or family area.
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3. That the application clerk be given additional duties
either typing or clerical. Assignment of these duties to
be made by the eligibility clerical supervisor as the
need arises.
4. That 2 technicians share responsibility for all intake
eligibility (families and adults) . This will allow
flexibility as the workload shifts from one area to
the other.
5. That each technician be qualified to determine eligibility
in any categorical program so that fluctuation in workload
can be handled by shifting existing staff.
6. That peak period workloads be handled by paying overtime
to those employes best qualified to do the job.
The above recommendations were based on data recorded in
Exhibit XXV.
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Exhibit XXV —
Eligibility Technician
Work Time Analysis
Total Time Number Av. time % of
Element (minutes l_ of times (minutes ) Total Time*
Food Stamp Cert . 130 22 6 8 .0% (1 )
Food Stamp infor-
mation given 53 17 3
Redetermination 271 72 3 3/4 23. 2 (1)
Redetermination--
with complications 259 24 10 3/4
Budget revision 28 5 5 1/2 1 . 2 (1 ) —
Client in office 118 14 8 1/3 8 .4 (1 )
Client in office--
multiple problems 74 3 24 —
Group intake 56 1 56 2. 5 (2)
Incoming call-- 104 34 3 4. 6 (2)
from client
Incoming call--misc. 25 9 2 3/4 1 . 1 (2) —
Outgoing call--misc. 5 3 1 2/3 . 2
Confer with other
employe 128 59 2 1/4 5. 6 —
Confer w/supr . 10 5 2 .4 (2)
Deliver or file
cases or papers 89 21 4 1/4:' . 3. 9 _
Search for case 35 4 8 3/4 1 . 5
Write letter 108 10 11 4 .7 (1 )
Sort things to do 73 2? 2 3/4 3. 2
Lend form letter 37 12 3 1. 6 (1) —
Personal time 39 14 2 3/4 1 . 7
Misc . actions--prod.** 101 11 9 1/4 4. 4 (2)
Misc . actions--non- —
productive** 143 27 5 1/4 6 . 3
Address change 8 2 4 .4 (2)
Coffee break 54 4 13 1/2 2. 3
Staff meeting 88 1 88 3. 9
Process new ap. --
partially 175 19 9 1/4 10 .9 (1 )
Process new ap . -- —
completely 73 5 14 1/2
,
Total time 2285
Total (1) 58 .0%
Total ( 2) 13.4%
*Based on 6 days , except that one staff meeting was not con-
sidered , to show true situation of one meeting per week .
**See Page 2 for examples .
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Exhibit XXV (continued)
Work Time Analysis -- Page 2
Examples of actions included in miscellaneous Actions--
Productive :
1 . Checking list of returned checks , to determine action .
2. Transferring case to another division .
3. Handling miscellaneous details on case .
4 . Pulling cases for redetermination eligibility review.
5 . Reading memos and correspondence.
Examples of actions included in miscellaneous Actions--
'- Non-productive :
1 . Time spent with recipient who should have been seen
by another technician .
2. Discussing agency or State policies on any subject.
3. Writing orders for supplies , or restocking supplies .
4. Taking phone calls meant for other employes.
5 . Tracking down information requested by other agencies .
(ex : Medicaid ) .
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Present Situation
The present situation is as follows :
1. The Eligibility Unit staff includes a supervisor,
8 technicians and 4 clerk typists, h of whom acts as
a sub-supervisor over clerical fundtions..
2. Work assignments are as follows:
Intake eligibility (all categories) 2 technicians —
Continuing eligibility-Families 3 technicians
Continuing eligibility-Adults 2k technicians -'
Continuing eligibility-Adult technician
Medical —
Services
Clerical-Adult and Family cases 3 clerk-typists
Clerical-Adult Medical Services 1 clerk-typist
3. The application clerk provides elerieal. aasistance,on an "as needed" basis, and the part-time help of
of a Neighborhood Youth Corps worker is available.
4. Space has been reassigned to permit technicians easier
access to case records in their work room.
S. Two clerk-typists are now assigned to the Family Service area and ]. clerk-typist specializes in Adult cases;
all 3 clerk-typists are available to bandit work overloads
in either the adult or family areas. —
6. The medical services clerk-typist continues to specialize
in that area. —
7. The medical services clerk=typist and the technician assigned
to handle medical services eligibility are physically —
isolated from the rest of the eligibility staff.
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8. A Resource Investigator has been appointed and will be
assigned to the eligibility division. This position will
be responsible for:
—
a. Follow-up on declarations of clients to assure
realistic reporting of resources available to them.
b. Expediting referrals of child support non-payments
to the County Attorney for enforcement or prosecution.
9. Eligibility technicians participated in a State-sponsored
workshop in July, 1971.
10. When recipients are unable to complete redetermination
forms or other assistance is not available, caseworkers
continue to call on the recipient to assist in completing
the form. In most instances, these are OAP or AND cases.
11. The mailing of eligibility redetermination forms is a
major component of work in the County Department. The
State Department can, from the computer data, print out
the necessary mailing information on the redetermination
form and mail it directly to the recipient.
—
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Evaluation
The evaluation is as follows: r
1. The placing of case records in the same room with the
technicians has improved efficiency of the technicians
who were spending an inordinate amount of time looking
for case records.
2. The decision to locate the new medical services eligibility
team in an area remote from the rest of the eligibility
staff has, however, contributed to a decrease in efficiency.
and hinders consolidation of the eligibility function.
3. Flexibility in the duty assignments for clerk-typists in
the division has provided an effective means of handling _
workload fluctuations.
4. Technicians have benefited. from training in the techniques —'
of interviewing.
5. The inability on the part of individual technicians to
organize their work or properly utilize their time was
reflected in the initial observation of the division.
(See results, Exhibit XXV.) The second observation conducted
in July, 1971, confirmed the first findings; differences
in the two observations were not significant.
6. A resource investigator has been assigned to the
eligibility division to assist in difficult eligibility
decisions including child support and fraud investigations.This position will be a valuable asset to the operation
of the eligibility division.
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7. Problems continue to exist in the following areas:
a. "Out" cards for case files removed from the file are
not in use (the cards had not yet been ordered on
August 2, 1971, although a recommendation on the
subject was approved early in the study) . This
results in time lost in searching for files.
b. Technicians do not have in their desks a supply of
frequently used forms.
c. Technicians continue to discuss individual cases
among themselves.
8. Since 40% of recipients do not return the first notice
of redetermination of eligibility, an undue follow-
up load is placed on the County Department. The burden
of proof of eligibility should rest with the recipient of
public assistance. The Federal regulations and/or law
should be revised so that the original notification to
the effect that redetermination is due will carry a notice that
the failure to return the form within 14 days will
result in removal from the welfare rolls.
9. The function of assisting clients in completing redeter-
mination forms, when this is necessary, should be carried
out by eligibility technicians rather than by caseworkers.
10. Since the redetermination of eligibility form can be
computer addressed by the State Department, adoption of
that practice would eliminate that time-consuming function
from the County, or eliminate duplication of computer
a
storage and time in the County and the State.
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Food Stamp Program
Introduction
This part of the report deals with the food stamp function of
the department. The established procedure, modified during the
course of the study to meet changing office conditions, has
been tested and proven, and the office is operating smoothly and
efficiently_ �.
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Food Stamps
The Situation at the Beginning of the Study
At the beginning of the study, the situation was as follows:
'- 1. Food Stamp operations were conducted from a small room in
the basement of the Welfare Department building.
^ 2. Two employes, a cashier and an assistant, were assigned
full time to Food Stamp sales functions.
3. Other Food Stamp functions - certification, recertification,
other necessary paperwork, and filing were handled by the
entire staff of the Department.
4. Caseworkers and their supervisors were handling certifications,
and most of the paperwork flowed through the, Master File room.
5. At peak periods (payday, or the summer migrant influx) the
total agency staff, from the receptionist to the director,
was involved in processing Food Stamp applications or
purchases.
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Changes Which Occurred During the Study
Changes which have occurred are as follows :
1. A procedure was developed which would have relieved the
chaotic Food Stamp situation in the Welfare Department
building. However, before the procedure could be ^
implemented, the decision was made to move the Food
Stamp operation into a leased trailer at Island Grove.
2. A complete staff was assembled for the move and a supervisor
was hired.
3. The original procedure was amended for use in this trailer ^
(See Third Interim Report), but implementation was delayed
in anticipation of the acquisition of a larger trailer of ^
better design.
4. The procedure was again amended (See Fourth Interim Report),
for use in the larger trailer, and was implemented in --
December, 1970.
S. Some confusion resulted from the fact that certification of
public assistance recipients was being done at the main
Welfare building and certification of non-public assistance
clients was being done at the trailer, but both groups
purchased stamps at the trailer.
6. Further confusion resulted from the delay in separation of
eligibility and services in Family Services.
7. Caseworkers in Family Services were still handling Food
Stamp certifications and often made errors due to lack of
expertise in this type of work.
8. When separation was complete and eligibility technicians
took over the certification function, this problem was
alleviated.
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9. A mail order system for Food Stamp purchases was instituted
in August, 1970, and a procedure was developed for the
operation.
10. The volume of mail generated by this system justified the
renting of a post office box for the exclusive use of the
Food Stamp office.
11. Some major changes in policy were imposed by the USDA (the
sponsoring agency for Food Stamps) during the study. The
changes, involving eligibility rules and the denominations
of stamps, required extensive re-orientation of employes in
the Food Stamp unit.
12. The enforcement of an existing rule made it necessary to
send two persons to conduct sales at the Ft. Lupton office
on Wednesdays. Previously, this had been a one-man operation.
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Present Situation
The present situation is as follows: —
1. The Food Stamp unit staff consists of 4 eligibility
technicians, a cashier, 2 clerk-typists and a supervisor. —
2. The office is open for sales .and certification five days
a week, and the Fort Lupton office is open for sales each
Wednesday. —
3. The office is closed to all outsiders on the first working
day of each month for inventory and record-report writing,and during the noon hour each day. Exceptions to these
rules are made to accommodate peak sales days. —
4. The Food Stamp unit, operating since January, 1971
under the procedure included in this report, handled
volume as follows: —
Families Purchasing Food Stamps
Month PA non-PA Mail Issue Total Dollar Sales
June, 1970 571 833 - 1404 $ 148,943
Dec., 1970 832 1209 228 2269 181, 393
Jan., 1971 858 984 253 2095 160,953 ....
Feb., 1971 825 884 257 1966 152,562
Mar., 1971 981 945 288 2214 163,215 —
Apr., 1971 926 901 279 2106 169, 941
May, 1971 972 1144 277 2393 206,721
June, 1971 971 1290 265 2526 231,306
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.. 5. All operations are being handled by the existing staff with
part-time assistance from a WIN trainee and Neighborhood
Youth Corps workers.
6. The annual influx of migrant workers was absorbed with
no adverse effect on the performance of service to year-
-
round residents of the County.
7. The ability of the Food Stamp unit staff to provide efficient
service to clients can be attributed, in large part, to
the following changes which were the result of recommendations:
a. A separate Food Stamp case numbering system for non-
- public assistance clients has been established. This
eliminates the confusion created by assigning welfare
department household numbers to both PA and non-PA
clients.
b. As a supplement to the new numbering system, a pending
case record system was also established. Under this
system, the Food Stamp office receives from the Master
File Room, notice of all approved PA cases. If the
new PA recipient was receiving Food Stamps under a non-
-
PA case number, this non-PA number is dropped and the PA
household number is used instead.
c. A safe for storing Food Stamps and money was installed
at Island Grove. This eliminated frequent trips to the
Welfare building to use the business office safe
where cash and stamps were stored.
d. Signs directing clients to the proper building were
installed at Island Grove, reducing interference in
the building adjoining the Food Stamp office.
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e. Food Stamp mail orders were expedited by allowing the
Food Stamp cashier to maintain a supply of postage
stamps instead of mailing everything through the main
welfare office. _
f. The Food Stamp supervisor assumed a more aggressive
role in delegating duties among his staff and following
up on performance of work of the staff.
g. The Food Stamp unit staff has achieved the flexibility
necessary to absorb peak workloads. _
h. The operational procedure (included in this report) as
implemented, has been successfully adapted to meet
changing conditions and requirements.
i. Appointments for certification are made, but the schedule
is flexible, to allow for cancellations and drop-in _
clients.
j. Arrangements were made to keep the Food Stamp sales
office open on Wednesdays (while the Ft. Lupton office
is open) to accommodate clients in the main food stamp
office.
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Evaluation
The evaluation is as follows:
1. The Food Stamp function, as it operates under the
recommended procedure, could be handled by a smaller staff.
The capacity to handle significant variations in volume could
be assumed by temporary assignment of other personnel
on peak days only.
2. Employes in the Food Stamp unit have learned the art of
flexibility and are able to handle most situations with a
minimum of confusion about their roles.
3. Adequate supervision now contributes to the efficient
performance of the unit's work.
4. The continued state of flux which seems to characterize
government programs is apparent in the Food Stamp operation.
Rules are changed with regularity and employes must
constantly adjust to the new requirements by learning and
applying them.
5. An unstable economy, with layoffs in major industries, and
the coming and going of a student population, contribute to
the uncertainty over how to prepare for future workloads in
Weld County.
6. One factor is constant among the changes. Each payday for
welfare recipients is a "rush" day at the Food Stamp sales
office.
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Recommendations
The recommendat_ons are as follows:
1. That the eligibility and food stamp units be combined into an —
Eligibility Division.
2. That the Division have one supervisor. —
3. That a cashier (as defined in the Merit System job description)
be responsible for Food Stamp operations.
4. a. That each technician be responsible for intake and con-
tinuing eligibility for a specific caseload.* Caseloads
would be divided alphabetically in numerically equal parts —
to work technicians.
b. That all eligibility staff, including the Food Stamp unit,
except the Intake technicians who would remain in the main —
office be moved to a building large enough to accommodate all
eligibility operations. This would permit a greater degree of flexibility in use of staff. Technicians, clerks, and
clerk-typists could move easily from one categorical area
to another as workloads shifted. The physical isolation
would also sharpen the line of separation of services and
eligibility. This line is only loosely drawn at present. —
c. That the eligibility unit, except 2 Intake technicians,
be moved to the Island Grove building (the Child Welfare
unit would move to the main building see space assignments
in Part XII ) . This would place the eligibility and food
stamp units in adjacent quarters and permit more flexibility —
in staffing the division.
d. That the Intake eligibility function remain in the main
office in support of the Intake services function. Clerk-
typist duties associated with the Intake eligibility
function will be handled by the application clerk. —
*This assumes that a building large enough to adequately house all
welfare department operations will be provided in the future.
Alternate recommendations are in 4 b and c. -
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5. That case records be placed adjacent to technicians* desks
for ease of access.
6. That the clerk-typist assigned to the adult medical services
caseload assume the normal responsibilities of an eligibility
clerk-typist. (See Plan of Operation for duties.)
7. That a Senior Eligibility Technician position be established
in the division. This person would be a working supervisor
of eligibility determinations and be responsible directly to
the division supervisor.
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7. That each technician be qualified to determine -'
eligibility for any categorical program so that
fluctuations in workload can be handled by shifting
existing staff. •
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8. That the role of the supervisor of the eligibility
division be strengthened to assure a maximum reasonable —
rate of processing of eligibility determinations and
redetermination s, as well as Food Stamp sales:
9. That the function of the resource investigator be —
developed in accordance with stated objectives.
10. That "out" cards be utilized when case jackets are removed from the files to permit location of the files when
necessary.
11. That eligibility technicians store adequate inventory —
of appropriate forms in their desks.
12. That technicians, through adequate supervision, be dis-
couraged from discussing cases with other technicians
except in cases of definite need of consultation.
13. Recommendations made to the State Department, which would
simplify the work process by revising forms or procedures,
provide: —
a. That the State Department data processing unit provide
the following:
(1) An alphabetical list of redetermination due, for
use in mailing redetermination forms.
(2) A list of those AND and AB recipients who are —
reaching age 60 and possibly should apply for
OAP-B.
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(3) A list of those OAP-B recipients, who are
reaching age 65 and must apply for OAP-A.
(4) A list of all children who have reached age 16.
(They must be in school to be eligible for
financial assistance and their status must be
verified) .
(5) Mailing service on all categorical redetermination
forms . These forms would be prepared from
computer data and mailed directly to recipients.
(b) That the following changes be made in the
procedures related to the PA75, PA76, or
PA77:
(1) That the PA75, advance notification of
_
change in amount of assistance, not be
required in those instances in which
a recipient is fully aware of the change
and does not need additional notice.
Example: A one-time increase granted
for a special situation. No notice
would have to be sent to inform client
that grant was reverting to normal amount.
(2) The signed PA75 is being held by
technicians until the 14-day waiting
period is over, regardless of when the
document was signed. Bulletin 1261-C
which deals with PA75 procedures
should be amended by adding as the
second paragraph: "If the recipient signs
the form and returns it, the contemplated
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action on the case mir\be carried out
at once, and a Form PA77 sent to the —
recipient."
(3) An easy reference for "reasons and —
rules which apply", to be used on the
PA75 could be provided by including a
brief descriptive sentence along with
the codes' in manual section 9126.512.
(4) Form PA75 should be provided in pads -for —
easy use by technicians who now must
insert carbons in loose sheets.
(5) Forms PA75 and PA76 should be designed
for use in window envelopes to eliminate
the need to type an envelope. —
(c) That the following changes be made in
procedures or policies related to redeter-
mination of eligibility:
(1) That regulations be revised to permit
notification that recipients who fail to return the first redetermination forms
within 14 days will be removed from the —
rolls, and that the first notice include
the following:
"This form must be returned by —
. You will not receive
your check until eligibility —
has been re-established. This form gives
the County Welfare Department the infor-
mation necessary to continue your —
eligibility."
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(2) That the confuse` resulting from the
present use of "last redetermination
date" on the RS700 be eliminated by
amending Section 9122-226 of the
manual to read:
"On existing cases, the date to be
entered, after the decision on continuing
eligibility has been made, is the date
which reflects the actual period when
redetermination must be achieved, as
established on initial approval of
eligibility."
The RS700 should also be changed from
a "last redetermination date!' to
"next redetermination date" to provide
better control on overdue redetermination s.
This date would reflect the actual month
in which redetermination is to be
accomplished.
l4. That the cash value of insurance be eliminated from the
computation of the assets of an applicant for assistance.
This would relieve technicians of the burden of writing to each
insurance company to verify cash value of individual
policies.
15. That an eligibility technician be assigned the task of
assisting recipients in completing redetermination forms
in instances where this is necessary.
16. That the manual (9128.1) be amended to allow counties to
prepare the OA6 Authorization for Disbursing Order in one
copy rather than in duplicate.
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17. That welfare recipient payroll dates be staggered
so that all recipients do not desire to purchase Food
Stamps on the same day.
lC. That the Food Stamp office be open every working day at —
regular hours. The practice of closing on the first working
day of each month is confusing to clients. Careful
planning of workloads will allow time for month-end
reports to be done while the office is open.
19. That the Food Stamp operation under the attached procedure be continued. The same procedure, with minor revisions,
may be carried out• in another location.
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Plan of aration - Eligibility
Introduction.
The preliminary plan of operation for the Eligibility
Division is developed to provide an operational approach
for this section of the Weld County Department of Welfare.
This plan will provide the technicians and clerk-typists
with space, tools and techniques which will enable them
to function effectively and efficiently.
Space
It is proposed that all employes be provided with adequate
work areas and that each technician will have the case
records assigned to him placed adjacent to his desk.
Office Equipment
Office equipment for each technician will be as follows:
1. A desk and chair.
2. File cabinets sufficient to hold the case records for
the assigned caseload.
3. A telephone.
4. A chair for client use during office visits.
5. A stapler.
6. An "in" and "out" box: .
Operational Procedure - Technicians
The operational procedure will be as follows:
1. All work on each case will begin with the opening of
the case record.
2. Each record will contain all details concerning
eligibility of the recipient.
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3. Action taken on a case will be recorded on the approp-
riate form at the time of the action, i.e. a budget
revision would be made on the PA2C form at the time
the client provides the new budget information.
4. ROC sheets will be used when no standard eligibility
form is appropriate to record the information. —
S. Case records will remain in the file at all times
unless some action is being taken, i.e. budget revision,
redetermination, change of address, etc.
6. "Out" cards will be used consistently to indicate a
case record removed from the technician's file. —
7. A supply of each form. used by technicians will be
kept in their desks. Re-orders will be given to the
delivery clerk as needed.
Other Procedural Revisions
Other procedural revisions will be as follows:
1. Technicians will not consult among themselves about
individual cases. Questions will be answered by re-
ferring to the manual first, followed by conference with the supervisor, if interpretation is necessary.
2. Each technician should receive training in "public
relations" so that he can obtain necessary eligibility -,
information from the client quickly while maintaining a
mutually satisfying relationship with the client.
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Operational Procedures - Clerical
Operational procedure will follow that system presently in
use in the eligibility division. These procedures will be
subject to constant review by the eligibility division
supervisor so that each unit of work is performed in the
most efficient manner.
The major units of work will be to:
1. Provide typing service for technicians and the
division supervisor.
2. Maintain a tickler file for redetermination of recipient
eligibility.
3. Forward the case record, with completed redetermination
form attached, to technicians for eligibility review.
4. Mail due notices for redetermination to recipient.
5. Provide technicians with list of clients who have not
responded to second notice of redetermination due.
6. File RS 700 "turnarounds" received from State.
7. Type on the RS 700 all changes initiated by
technicians.
8. Mail form letters prepared by technicians.
9. Provide case record filing service which ensures
instant access to any case record. This requires
consistent use of "out" cards.
0-
- 204 -
Food Stamp Prg1edure
1. All food stamp clients will report to the Control Technician
at the south door of the trailer and will receive a pre-
numbered tag.* On busy days, the Control Technician or a
helper will take I.D. 's in exchange for the number tag at
the trailer door until capacity of waiting room is reached.
These clients will be processed before allowing more clients
into the trailer.
2. The Control Technician will note on the FS50 Form (See
Exhibit XXVI) the tag number, last name of client and purpose
of visit to the office.
3. If client wishes only to purchase food stamps, the Control
Technician will acquire, from the client, his ID card. The
Control Technician will write, in pencil, the tag number on
the client's ID card and ask the client to wait.
A. Control Technician, or a clerk assigned to assist on
busy days, will check the ID card against the FS9 on
file.** ._
(1) If the FS9 indicates the client is properly certified,
the clerk will fill out the FS9 and make the entry on
Form FS11 (Daily Tally Sheet) and send clients to the
sales office in groups as called for by the cashier.
The first client in the group will carry the FS9's
for the group and give them to the cashier.
(2) If certification is not valid, according to the FS9, the
clerk will inform the client (identified by the tag
number), return the client's ID card, and ask him to
report to the Control Technician. The Control Technician
will note on his £S50 list the change in "purpose" and ask
the client to wait. (See 4 (1) on next page.) +
*Control Technician will stop issuing numbers when maximum capacity has
been reached. Tentative numbers can be issued after this point in
case more clients can be served.
**The FS9 files will be moved from the sales office to the certification
office. _ 205 -
4. If client has an appointment to make application or be re-
certified for food stamps, the Control Technician will check
the name off the appointment calendar. Appointments
are to be entered on the FS50 one-half hour before actual
time to assure service to the client. If client does not
appear for the appointment, his time can be reassigned to
another client.
a. If client has no appointment, he will be informed by the
Control Technician of the approximate time he will
be served. If he chooses to make an appointment for a
later day, the Control Technician will not issue a
number tag to this client, but will give him an
appointment slip (See Exhibit XXVII) .
_ b. Clients waiting for certification will be called, by
tag number, by the Control Technician as Eligibility
Technicians are available to serve them. The Control
Technician will also handle certifications when he
is free to do so.
(1) Clients who have been pulled out of the sales line
(3 (2) above) will be given the first open
appointment spot in order of their tag numbers.
They have priority over clients who have not made
appointments (4A above) .
- 206 -
5. When cert_t' cation process is complete: ^
a. If the client wishes to purchase food stamps immediately,
the Eligibility Technician will note client's tag number
on his ID card and ask client to wait in sales office line. —
b. If the client does not wish to purchase food stamps, the
Eligibility Technician will keep the number tag and —
return it to the Control Technician.
c. The Eligibility Technician will take client's papers to
the typist immediately. Papers for those clients who _
wish to purchase food stamps immediately will be marked
"emergency" so that the typist will process the papers —
promptly and have them available (with ID card attached)
to the cashier by the time client reaches head of sales
line.
6. When food stamp cashier has on hand the ID card and FS9
for one or more clients, he will begin serving clients in —
order by tag number.
a. Cashier will notify Control Technician, by telephone,
when he can serve more clients (the waiting area in
the sales office is limited; therefore, on busy days
when the weather is bad, many clients will have to wait —
in the larger room at the south end of the trailer) .
b. Client will give his number tag to the Control Technician
when called to go to the sales office. (Cashier will —
erase pencil notation of tag number off the ID card
before returning it to the client.)
c. Normal sales procedure will follow.
(1) On peak over-the-counter days, each cashier will have
his own supply of food stamps and an FS10 Daily Report _
form. Each cashier will tally his sales at the end
of the day in accordance with established procedures. -
- 207 -
Food Stamp Mail Issuance Procedure
1. Request for mail issuance (FS21) is received by mail order
cashier.
a. Master tile card is typed by cashier and pertinent
information entered on back of card. (See Exhibit XXVII) .
b. FS22 is mailed to client. This letter informs client
of amount of money necessary to purchase Food Stamps
and gives information about when and how to send money.
2. Money order is received by mail order cashier.
a. Master file card and FS9 card are pulled.
b. If papers are not in order (needs recertification or
there is no FS2l on file) or an improper remittance*
has been sent, Form FS23 is mailed to client. This
form explains why the food stamp order cannot be filled.
(1) Notation is made on back of master file card that
FS23 was sent.
c. If all papers are in order, the normal over-the-counter
sales procedure is followed and the stamps are promptly
mailed.
(1) Notation is made on back of master file card that
stamps were mailed.
*Checks or money orders made out improperly can be endorsed over to
USDA rather than returning them to client.
- 208 -
.._ _.._.....
FS50 CONTROL LIST Exhibit XXVI _
FOOD STAMPS
Seen by
Tag Client's Certifi- or sent
Number Name Sales cation to sales Comments
•
- 209 -
•
•
Exhibit 3XVII
Food Stamp Forms
To be printed on reverse side of present food stamp file card
;3 x 5) for use as mail order master file-
,
Money Received 'Stamps FS21 FS22 FS23
Date (Amt [Type Mailed Recd. Sent Sent Comments
To be mimeographed for use as appointment cards for food stamps:
Food Stamp Appointment
FOR:
ON:
(day of week) (Date)
AT A.M. P.M.
Weld County Department of Welfare
Greeley, Colorado
- ^1C -
,--
—
Part VIII
- BUSINESS OFFICE,
ELECTRONIC DATA PROCESSING (EDP)
and
RECIPIENT PAYROLL PROCESSING
- 211 -
Introduction
The utilization of electronic data processing in the business
office and in the area of case control was considered an
important objective of the study. Significant progress had
been made in these areas at the time that the firm of Anderson,
Hunter, Thompte and Kurtz was retained by the Board of County
Commissioners to conduct a comprehensive review of operations
in the business office. Our work in the business office and
electronic data processing areas was then completed in cooperation
with the accountant consulting firm. Detailed reports are
being prepared by the accounting consultants. These reports
will include:
1. A chart of accounts for electronic data processing;
2. Detailed procedures for operation of the business office.
3. Recommendations for staffing of the business office.
4. Description of jobs in the business office.
No attempt will be made here to repeat any of the information
which will be available in the acountant's report.
- 212 -
Situation at i : Beginning of the Study
The situation was as follows : —
1. The recipient payroll was prepared by hand operations
including the use of an addressograph machine for mailing.
2. Most financial transactions required some intervention by
clerks at. the courthouse before they could be completed.This included the typing of some payrolls at the courthouse. —
3. Several means of double-checking payrolls for accuracy were
employed by business office personnel. Each checking —
operation consumed a significant amount of time. A Kardex
file was maintained as a permanent double-check of payroll
information. —
4. Each operation carried out in the business office involved
at least two, and often three, employes. Coordination -'
of these efforts often delayed completion of the work.
5. Many routine tasks were being performed by clerks whose
time should have been used for more complex operations.6. There was no established procedure for issuing checks
between normal paydays; therefore, a newly approved
recipient might have to wait three weeks for his first
check.
7. Repeated delays in implementing statistical reporting by
the State E D P unit resulted in laborious hand-counting
of case actions. —
8. Some services already available from the State were not
being utilized by the County. These services included the direct mailing of medical cards by the State.
9. The switchboard operator, working under supervision of the
business office, also served as receptionist for the agency. -
- 213 -
Changes Which Occurred During the Study
Recommendations which were implemented during the study
included:
1. The recipient and employe payrolls were converted to E D P,
significantly reducing the workload in the business office.
2. The business office was allowed to function with minimal
interference from the courthouse staff.
3. A weekly recipient payroll system was initiated (as a
compromise to the recommended daily payroll) . This
substantially reduced the amount of County funds expended
to provide GA in the interim between monthly payroll dates.
4. The State began providing statistical information to counties,
eliminating the hand-counting of cases.
5. Medical cards are being mailed directly to recipients by
the State.
6. A receptionist was hired to assist the switchboard operator. .
A new control form was implemented to provide an accurate
record of contacts made at the reception area.
- 214 -
r.
Present Situation
The business office and electronic data processing areas are
in a state of change. Any description of the present situation
would become obsolete while it was being written. Changes
mentioned above are still in effect.
Evaluation
Progress in converting routine tasks to electronic data —
processing has been substantial. The work which remains to
be done in these areas will be completed by the acountant
consulting firm in the near future.
Resistance to the use of E D P has diminished and employe
cooperation appears to be assured.
The assignment of two people to the reception area has created
periods of idle time for one or both of these people. Some
routine business office tasks are periodically delegated to
the receptionist and switchboard operator. —
215 -
Recommendations
The recommendations are as follows:
1. That the function of mailing recipient checks be assumed
by the State E D P unit based on RS700 information already
in storage. This will eliminate the double expense and
work involved in storing this information in the Greeley
computer system.
2. That the State provide ;counties with all necessary statistical
reports based on information already in storage.
3 . That a procedure be developed to simplify payments to
Foster Hanes, and the reports based on those payments
(social security reports, reports to school districts) .
4. That a copy of the recipient payroll print-out be kept
on file in the Master File room as part of the permanent
record of each recipient.
5. That re-imbursement of public assistance payrolls by
the State be adjusted to coincide with any day of the month
chosen by the County as a payday. This will allow the
staggering of payroll dates which will relieve peak work-
loads for business office employes. Congestion at the
Food Stamp office would also be relieved.
6. That the following services be requested from the Greeley
computer center (data is already in storage) :
a. A listing of those OAP-B recipients who are
reaching age 65 and must apply for OAP-A.
b. An alphabetical listing of redetermination dates
(for use by eligibility technicians).
c. A double set of gummed labels provided for use in
mailing redetermination notices.
- 216 -
d. A listing of caseloads by caseworker and geographic
area.
e. A distribution of reasons for removal of recipients
from rolls for use by director in analyzing reasons —
for termination.
7. That the above services and the additional services listed
below be provided by the State computer center instead of
the Greeley computer center. This will eliminate double
work and expense. —
a. A listing of all children who have reached the age of
16 (and must be in school to remain eligible for —
assistance.)
b. A listing of all 21-year olds who are no longer
eligible for assistance.
c. A listing of AND and AB recipients who are reaching
age 60 and should possibly apply for OAP_B. —
d. The direct mailing to recipients of preprinted
redetermination forms. All information is
already in storage. Note: This would replace the —
suggested method of using gunned labels.
8. That a daily recipient payroll system be installed to —
eliminate unnecessary expenditure of County funds for non-
reimbursible General Assistance.
9. That all manual recording of information relating to
recipient payrolls be eliminated from the business office
operation (this would include the Kardex file ) . —
- 217 -
10. That'e typing of monthly payrollflased on daily or weekly
payrolls) in alphabetical order be eliminated.
11. That the receptionist and the switchboard operator be
included in the "flexible staff". Routine work from any
division can be brought to the reception area to be done
• by either, or both, of the workers in their spare time.
12. That the following procedure for use of geographic codes
be adopted:
Procedure for Use of Geographic Codes
An inordinate amount of Weld County caseworker time is being
spent in travel to the homes of recipients in order to fulfill
the current home visit requirements.
In an effort to alleviate this unnecessary burden on case-
- worker time, a procedure has been designed which utilizes a
geographic code to group cases by areas. The procedure is as
follows:
1. Clerk:typists in the Eligibility Division will enter the
geographic code (based on map, See Exhibit xXVII)on the
upper right-hand corner of the RS700 copy which is sent
to the Greeley computer center. Subsequent changes in a
code will be made on+the Master File change form supplied
by the computer center.
2. The computer center will provide, 60 days prior to the
actual redetermination date:
a. An alphabetical list of redetermination due, for use
by the eligibility technicians.
b. The same list, broken down by geographic areas, to be
used by caseworkers for grouping visits to an area.*
*The redetermination date is used for this service function because
it is the only complete listing of recipients available from E D P.
- 218 -
n
3. A gummed label (printed in duplicate) showing the name, —
address, and household number of each recipient on the list.
4. The complete list of redeterminations due and the duplicate
set of gummed labels which match the list, will be utilized —
by the eligibility clerk-typists to mail to recipients the
notices of redetermination due.
5. The computer center will provide a listing, by caseworker
and geographic code, which will be utilized by the case-
worker to plan, by area, the required visits in his caseload. —
The listing will be essential to the planning of group
meetings for adult recipients who live in the same area. —
Note: The computer center will provide, as a one-time service,
a complete list of the redetermination dates of all
recipients broken down by caseworker and geographic
area. This list should be carefully reviewed (by a
responsible person in each of the casework service units) —
to determine if the redetermination date for any
recipient can be moved backward or forward in time to
permit better grouping of home visits to outlying
sparsely populated areas of the County.
After the initial screening, each case should be again
reviewed, if the recipient moves to an outlying area, —
to determine if the move merits a change in redeter-
mination date (i.e. is the move permanent and is the —
current redetermination date within 30 days of most of
the other redetermination dates in that geographic area?)
- 219 -
/.. r'-,.
Exhibit XXVIII
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220 -
Exhibit XXVIII
Geographic Area Descriptions (continued) —
Area 1 - Greeley and immediate area including Evans.
Area 2 - Ft. Lupton and immediate area.
Area 3 - Portion of the County west of Highway 85 and south of —
Highway 66, including Frederick, Firestone, Evanston,
and Dacono.
Area 4 - Portion of the County west of Highway 85 north of
Highway 66, and south of Highway 34, including
Gilcrest, and Platteville.
Area 5 - Portion of the County west of Highway 85 north of Highway
34 and south of Highway 14, including Windsor and —
Severance.
Area 6 - Portion cf the County north of Highway 14 and west of
paved road running north out of Briggsdale, including Ault, Pierce, Nunn, but not including Briggsdale.
Area 7 - Entire area east of paved road running north out of —
Briggsdale and the area which would be east of this
road if it extended south to road which runs into Barnesville, including Briggsdale, Hereford, Grover,
Raymer, and Stoneham.
Area 8 - Area bounded on the west by Highway 85 on the north by —
Highway 14, on the east by the road (extended south)
which runs thru Briggsdale, and on the south by
Highway 263, which, if extended east would meet the _
Briggsdale road if it were extended south, including
Lucerne, Eaton, Galeton, Gill and Barnesville.
- 221 -
Exhibit XXVIII (continued)
Area 9 - Entire area south of Areas 8 and 7 east of Highway
85, and north of Highway 52 (east of Ft. Lupton) and
U S Highway 6, including LaSalle, Kersey, Peckham,
and Masters.
Area 10- The portion of the County south of Area 9 and east of
— Highway 85, including Hudson, Keenesburg and Roggen.
2- 22
Part IX
SUPPLY ROOM AND MESSENGER SERVICE
- 223 -
Supplies and Equipment
The Situation at the Beginning of the Study
The business office supervisor was responsible for maintaining
a supply of forms and equipment. The stock was concentrated
in an area behind the reception desk, but other areas (including
supervisors' offices) were utilized to store various forms and
supplies.
Control over the supply situation was not practical because all
employes had access to the stock, no records were kept and
reorder points were not established.
Delivery service was being performed by each department employe
including the director. Special trips were made by individual
employes with each piece of paper that required delivery anywhere
in the welfare building, or to the Island Grove annex.
Mail was handled by the director's secretary, and each individual
piece was logged in and out.
- 224 -
•
Changes Which Occurred During the Study —
Reconmendations that a delivery clerk be hired and a locked
supply room be set up were implemented.
All mail handling operations were transferred to the delivery —
clerk and equipment related to the work was installed in the
supply room. This equipment included an electric date-stamp
machine and an electric letter opener.
The delivery clerk prepared a comprehensive list of supplies
and forms stocked in the supply room and set up reorder points
on all forms. —
Central pickup points were established throughout the building
and the delivery clerk followed a regular schedule of pickup
and delivery to all offices (including Island Grove) . The —
schedule also included, when necessary, stops at the courthouse,
doctors offices, attorneys offices, and any specially requested
stops.
225
Supply Room
Present Situation
The supply room has been set up in a small basement room
which is locked at all times when the delivery clerk is not
present. The key to the room is, however, available from a
secretary across the hall; this makes the room accessible
to anyone at any time of day. All forms (Federal, State and
County) are stocked in this room and an inventory control
system is in operation. Miscellaneous supplies, such as file
cards, scratch paper, paper clips, are stocked but are not
subject to inventory control.
The room also contains the postage meter, Xerox machine, electric
letter opener and dating machine.
Evaluation
The supply room is large enough for normal usage, but space
could be considered inadequate at peak mailing periods. The
inventory control system for forms is adequate; however, the
lack of a control on ordering of other supplies is an obstacle
to efficient operation.
Easy access to the room (anyone may ask for and receive the key)
_ makes responsibility for the operation a nebulous thing. The
room has become a social gathering place for all employes of
the agency, who appear to take advantage of every opportunity
to run their own xerox copies, or to rummage through the
supplies.
- 226 -
r• r. —
Recommendations
The recommendations are as follows:
1. That the key to the supply room be made available only
on an emergency basis and that frequent checks be made to —
curb abuses of the"emergency clause".
2. That responsibility for maintaining, and authority for
ordering, supplies be vested in one person. All requests
for supplies (regardless of cost, or source of supply
for the item) would be channeled through this person. —
3. That two specific periods be set aside each day for
xeroxing. These periods should be set to accommodate
the peak periods of copy requests (except that the period
from 3 - 4 p.m. should be left open for preparing
outgoing mail.) —
4. That an inventory control system be set up for all items
stocked in the room. —
5. That the entire stock of the room be checked daily,
by the supply room supervisor, to determine which items
need to be reordered. —
6. That only authorized personnel be permitted to use the
xerox machine. This will prevent misuse of this sensitive —
piece of equipment. •
7. That a form (see Exhibit XXI)Obe used for requesting duplicating
service. This will standardize the procedure for placing —
these orders.
- 227 -
Exhibit XXIX
Request for Duplicating Service
No. of copies
-" Deliver to:
a Xerox (1-15 copies)
L7 Ditto (16-500 copies)
Q Mimeo (over 500 copies)
Note: New forms, or changes on old forms,
must be cleared through the
Director's Office.
- 228 -
Messenger Service
Present Situation
The full-time messenger clerk, and two NYC workers1who spend
a total of 3 % hours on the' job, perform the normal duties
associated with the messenger job. These duties include
picking up mail at the P. 0., sorting, opening and delivering —
the mail; making xerox copies, filling supply orders and
running emergency errands.
Evaluation
The normal workload requirements of the messenger clerk
position could be handled adequately by one person. The
presence of the two youth corps workers serves mainly to —
distract the full-time clerk from his duties.
Recommendations
The recommendations are as follows : —
1. That the messenger clerk be placed under direct super-
vision (see page 231 . for duties of this supervisor) of
the Business Office supervisor.
2. That extra helpers be assigned to the messenger clerk
only as needed, to assist during peak workload periods.The placing of several young people on this job on a
regular basis creates a situation in which each youth
must appear to be constantly busy, in order to justify
his staying on the job. In addition, only one person
at a time can work efficiently at certain tasks, while —
the others merely impede progress.
229 -
3. That a review be conducted to determine the necessity of
certain tasks. For example: the date-stamping of each
copy of a manual change is not essential; a date and
"time received" indicated on the master file copy is
sufficient.
4. That a list of "do's and don't's" of the job be prepared
and posted in the supply room for easy referral. This list
should include what items of mail must have special
handling, i.e. date stamped on a certain part of the .
letter, or always left in the envelope, etc.
230 -
Duties of Supply Room/Delivery Clerk Supervisor —
1. Oversee the opening, sorting and delivery of mail (external
or internal correspondence).2. Maintain an adequate supply of each item stocked in the
supply room.
3. Order all regular supplies and place the orders for special —
requests, within the guidelines of agency policy.
4. Be responsible for operation of the postage meter.
S. Set up the schedule for the messenger clerk, and maintain
close supervision to insure proper service is being given.
6. Make arrangements for temporary help, to assist the delivery —
clerk at peak work periods.
7. Be responsible for training a substitute for the delivery
clerk, so that there will be no gaps in the service.
8. Maintain all inventory records required for the entire agency.
9. Arrange for, and keep record of, equipment maintenance —
throughout the agency.
- 231 -
- r.,
Own
Ams
— Part X
COMMUNITY INVOLVEMENT
-
- 232
Introduction
The subject of community involvement in assisting individuals,
families and groups to solve their existing or emerging needs
opens a broad spectrum of potential activities.
It also raises philosophic questions as to the proper approach
to assisting those who need assistance:
a. Should a governmental agency be charged with the broad
program?
b. Should private or quasi-public organizations provide the
program or programs?
c. Is it more desirable that a coordinated effort of governmental,
private and quasi-public agencies be developed.to meet human
needs?
This part of the report, while not attempting to provide detailed
— analyses and recommendations, suggests a possible approach to
appropriate community involvement in assisting people in Weld
County to meet their needs.
- 233 -
Situation at the Beginning of the Study
At the beginning of the study, the situation was as follows ;
1. A welfare advisory committee was appointed. The committee
was advisory to the Board of County Commissioners, and
was also assigned the responsibility of working with the —
administration of the department and the consultant
in determining the real need for welfare programs.
2. A community and voluntary service program had not been
organized.
3. The Greeley Information and Referral Agency (GIRA) was _
active, but there was little liaison with the County
Department of Public Welfare. —
4. A "sounding board" Committee of County Welfare Department
Employes was appointed to work with the consultant in
developing new ideas and in testing ideas proposed by the _
consultant.
5. There was only limited information available to the public
relative to overall social services available in the
community.
_ 234 -
Changes During the Study
During the course of the study, the following occurred:
1. Meetings were held with the advisory committee. Members
were informed as to progress of the study, recommendations
being developed, and their suggestions and reactions were
received.
2. Meetings were held with the "Sounding Board" of the
department staff. New ideas were prepared and tested, and
problems in implementing recommendations were discussed.
*
3. The consultant conferred with LIRA, and was informed of
�- activities and functions of that organization.
4. Recommendations were made which would:
a. Result in GIRA's serving as a coordinator of volunteer
activity in the County.
b. Provide a community services coordinator on the staff
of the County Welfare Department.
c. Increase the staff of GIRA for the purpose of implementing
the coordinaton, function.
d. More adequately fund. LIRA from United Way.
e. Establish a public information program to develop
awareness of services available in the County.
f. Have LIRA provide 24-hour per day telephone service.
g. Provide that service needs of welfare recipients be met
as much as possible by volunteers.
h. Provide that GIRA programs be expanded.
i. Provide that new programs and projects be considered
as they come to the attention of LIRA.
*Greeley Information and Referral Agency
- 235 -
The name of the information and referral agency has been —'
changed to Weld County Information and Referral Agency
(WIRA) to reflect its move to more adequate quarters
and expanded program.
5. Staff of the County Welfare Department began the process
of developing a voluntary program to work in conjunction
with the Department.
- 236 -
Evaluation
The evaluation is as follows :
1. An Advisory Committee, to advise the Board of County
Commissioners on social and welfare needs in the County,
will be continually beneficial. The committee, if it
represents a cross-section of the County community will:
a. Provide the Board with information as to appropriate
needs in the County.
b. Serve as a sounding board for the Board when new
or revised policies are being considered.
c. Provide balanced feed-back to the Board in responding
to needs as expressed by special interest groups.
2. The Sounding Board of the staff will have served its
intended purpose upon completion of this study.
3. There is a continuing need to provide a central referral
information and voluntary agency in the County . As social
awareness of the population continues to increase, the
need for a central "clearing-house" of social services
will intensify. In determining the assignment of
responsibility for this central information, referral and
voluntary activity function, the following must be considered:
a. Individuals often hesitate to volunteer services to tax-
supported agencies.
b. The development and administration of a volunteer
program in the welfare department would place substantial
additional demands on the Department's staff.
c. A well-rounded and coordinated effort in meeting needs
of people requires all of the private, quasi-public
and public resources available in the community.
- 237 -
4. The development and implementation of a broad voluntary
program in the County Department, in addition to substantial
demands on Department staff, may:
a. Develop a spirit of competition, rather than cooperation,with other existing volunteer agencies.
b. Serve only a limited segment of those having needs in
the County.
c. Duplicate services of other social agencies.
d. Tend to further isolate those served by welfare from —
the general community.
- 238 -
Recommendations
The recommendations are as follows:
1. That a concerted effort be made to involve the total County
community in meeting the needs of people.
2. That the Advisory Committee be continued for the purpose
of advising the County Board of Welfare and its
administration.
3. That the Advisory Committee membership consist of broad
representation from the County community.
Membership should represent the following:
a. Labor
b. Management
c. Proprietorship business
— d. Agriculture
e. Minorities
f_ Recipients of welfare
g. Churches
h. Institutions:
(1) Governmental, as appropriate.
(2) Quasi public, as United Way organizations.
i. Civic and fraternal organizations
j. Schools (school district, college and university)
4. That the broad responsibilities for coordination, information
and referral of volunteer and community resources be
assigned to the Weld County Information and Referral Agency.
(This may require some financial support from the County
as a member agency) .
239
•
5. That a Coordinator of Community and Voluntary services be —
provided on the staff of the County Welfare Department, and
assigned to the Intake Division. Duties would include: —
a. Development and maintenance of effective and appropriate
liaison with WIRA.
b. Serving as a source of information for and liaison —
between community resources and the caseworker and
technician staff of the Department.
c. Coordinating the volunteer program of the Department.
This would include reviewing and screening applicant
volunteers for specific needs for assistance in categorical —
programs, such as child welfare, where other organizations
are not capable of providing volunteer assistance to client
needs.
6. That a public information program be established and
maintained by WIRA to:
a. Bring about an awareness in groups and organizations
that their services and resources can be utilized. by —
WIRA, and that they can make referrals of needs to WIRA.
b. Inform citizens of the community of resources
available through WIRA.
- 240 -
•
Part XI
WORK STANDARDS
and
STAFF REQUIREMENTS
- 241 -
•
Introduction
This part of the report, utilizing times required for performing
parts or elements of a function and other appropriate standards,
determines the recommended staffing for 1972.
The number of personnel and assignment of that personnel to
— units or divisions of the Department in the future, will depend
upon levels of service to be provided, impact of the "Offer of
Services" delivery system for providing social services, change
in welfare programs and policies, and results of supervision at
the division and unit levels of the organization.
Since a consultant in electronic data processing is developing
system, procedure and functional assignments in the Business
Office, this report does not provide recommended changes in
staffing in that office.
A flexible staffing pattern is an essential ingredient in the
efficient operation of any organization which experiences
fluctuations in workload. The welfare department workload is char_
acteristic of the low-high pattern. To compensate for this
fluctuation, and also to provide a pool of workers to fill in on
vacations and sick leave, a permanent "floating staff" should be
designated from among existing staff.
242 -
Intake Services —
The recommendations for staffing of the Intake Division are based
upon the following:
1. That highly qualified caseworkers will be assigned to Intake. _
2. That there will be basic work specialization of Intake workers,
but all workers will be qualified and will serve cases in —
all categories as the situation demands.
3 . That cases will be screened continuously to assure that
workers are not carrying minimum service cases.
4. Potential applicants will be counseled and, if the Department
does not have available a program or programs to serve their —
needs, they will not be accepted as cases, but will be
referred to othf.r appropriate agencies.
5. That the intake function for all divisions of the Department ^
will be assigned to the Intake Division.*
6. That clerical functions will be assigned to clerical positions
to relieve caseworkers of those tasks.
7. A position of Volunteer Services Coordinator will be provided
in the Division to coordinate community services resources —
available through WIRA, and to develop a limited, specialist-
type volunteer program for the Welfare Department.
8. One clerical position can serve the needs of 5 caseworkers,
if there are available "floater" positions in the Department
for meeting peak loads and to fill in for leave time and at
other times when the assigned clerical person is away from
the desk. —
*Except adoptions and relinquishments.
243 -
Intake Work...oad*
June
Applications 145
Inquiries 20 20
Analysis and Projection of Workload
Due to the late implementation of the Intake Division, and
since all intake functions have not been assigned to that
Division, information is not available which would permit
determination of the real workload in Intake. However,
based upon proportion of cases which are designated as
intensive service cases in the other divisions, projected
workload may be determined. That projection will be based
upon the following:
1. Since new applicants are experiencing crisis needs, a
higher portion of cases at intake will require intensive
or short-term service.
2. Intensive caseloads in the Adult Services Division and
Family and Children's Services Division are as follows:
Adult Services : 2,414 total cases
104 intensive = 4%
Family and Children's
Services 1,775 total cases
698 intensive
and short-term = 40%
Total Cases,
both divisions: 4,189
Total Intensive and
_ Short-term Service: 802
Percent Intensive Service: 19% of all cases are at
intensive service
level
3. Until additional information is available, assume that
30% of applications are determined to be intensive or short-
term service cases.
*May and June, 1971, records of the Department inquiries are an average
for the two months.
- 244 -
Time and Worker requirements for Intake
Average of May and June Applicants = 165 applications per
month.
Intake Interview 45 minutes
Case Recording 15 minutes _
Total time per 60 minutes or 1 hour
application
165 interviews @ 1 hour = 165 hours/month
(The initial interview is considered as a part of the case —
service, so no additional caseworker time is required
when determining staff needs)
Case Service
30% of cases at intake will be at intensive service level.
30% x 165 = 50 service cases per month.
In three months, intensive caseload will = 150 cases
Service caseload should remain at that level due to 90-day
limit in Intake Service.
@ 30 service cases per worker, caseworkers required = 5
Summary - Intake Staff Requirements
Supervisor 1
Volunteer Services
Coordinator 1
Caseworkers 5
Clerk-typist 1
(Does not include
switchboard or
receptionist)
Total staff 8
- 245 -
Family and Children's Services
The staffing recommendations for the Family and Children's
Services Division are based upon:
1. Merging or consolidation of the units of the division
at one location and under one division supervisor.
2. Case specialization will exist in the following
categories:
a. Foster Home and Day Care Home licensing and
supervision.
b. Adoptive services.
•
e. Relinquishment services.
_ 3. Cases will periodically be evaluated and designated
(by the supervisor) as intensive or minimum service
cases.
4. Adequate and effective supervision will be exercised
to assure management of the Family and 'Children
services program.
5. Eligibility and Intake functions will be carried out
in those respective divisions.*
6. Clerical personnel will be provided to minimize or
eliminate caseworkers performing clerical level work.
7. Forms will be utilized to minimize dictation except
in cases in child welfare where dictation is
required by the particular situation in cases. Forms
are particularly appropriate in Foster Homes, Day Care
Homes, relinquishments and adoptions.
*Except adoptions and relinquistments intake.
246 -
8. One clerical position can serve the needs of —
approximately S caseworkers, if there are available
"floater" positions in the Department for meeting —
peak loads and to fill in for leave time and at other
times when the assigned clerical person is away from
the desk. —
9. Since the immediate crisis needs of intensive cases
will be served at Intake, a substantial portion of —
cases will be stabilized and will require less
intensive service, or may be classified as minimum
service, when they reach the district caseworker. —
10. Continued screening of cases and the accepting of
applications only for those cases which can be served —
by programs of the Department will eliminate "non-
serviceable" cases from the apparent caseload and,
in effect, reduce the total caseload. —
11. General caseworkers (other than adoptive, relinquish-
ment and foster home) will carry a balanced caseload —
of intensive, short-term and minimum service cases.
Each general Family and Children's caseworker, for
example, may be assigned 22 intensive, 20 short-term,
and 70 minimum service cases.
12. Additional Homemakers will assist the casework process —
and avoid other potential welfare costs.
- 247 -
Category Family & Children Services Caseload
Total Intensive Svc. Minimum Svc:
ADC-ADCU 1,375 278 1, 097 _
& WIN
Child Welfare 400 80 (est.) 320 (est.)
Foster Homes 101(1971) (short-term)
Day Care Homes 60(1970)
Time and Worker Requirements for Minimum Service Cases
ADC-WIN.
Once per year (annual) home visit required, 7 per day *
1097 cases @ 7 per day = 157 man days
Allow 15% loss for leave time, days off 24 man days
Allow 20% for loss of efficiency 31 man days
Short-term service, assume 20% of 1097
minimum service eases will require 2
additional visits per year
.20 x 1097 x 2 x 1 hr. 440 hrs. = 63 man days
Total 275 man days
Child Welfare
Assume average of six (6) contacts per year per
case (some short-term services) for 320 cases :
1920 contacts @ 2 hrs. per contact* = 3840
hrs./year or 550 man days
Allow 15% for leave and days off 83 man days
Allow 20% for loss of efficiency 110 man days
Total 743 man days
Total work days, minimum service cases 1018
C� 260 work days/employe = 4 workers
*See Interim Report No. 2, contact times were as follows:
Home visit 28 min. annual visit 30 min.
Court appearance 51 min.
Collateral contacts 48 min.
- 248 -
Time and Worker Requirements for Intensive Service Cases —
Intensive Service Cases
Family Services 278
Child Welfare 80
Total Intensive 358
Cases —
30 cases/caseworker*, 358 cases will necessitate
12 caseworkers
Adoption Services —
Adoption studies for 3 months, 1971:
April 2
May 6 —
June 8
Total 16 = 5+ studies per month
Department standards provide that each caseworker should —
process 6 adoptive studies per month. Therefore,
caseworkers required = 1
Relinquishments
The relinquishment workload for the period January through
June, 1971, was as follows : —
Total Per Mo.
Unwed mothers counselled 40 7
Children relinquished 20(approx) 3+
*T.L. 1122, A_7111.1 —
_ 249 -
,�
One caseworker is adequately processing relinquishments at
the present time. Therefore, one caseworker is adequate
for this function. (In case of peak loads in relinquishment
and adoption, the adoptive services and relinquishment
caseworkers should cooperate in assisting each other as
appropriate.)
Caseworker required = 1
Foster, Day Care and Group Homes
Number of homes to license and supervise:
Foster homes 101 •
Day care 60
Group homes 1
162 homes
Times required:
Re-evaluation of Foster Home 25 min.
Report on evaluation _ office ' 30 min.
Travel 30 min.
Total time per re-evaluation 85 min.
(Use l'k hrs.)
@ 101 foster homes @ l2 hrs. = 152 hrs./yr.
Initial Evaluation of Foster Homes
Evaluation time 55 min.
Report-in office 30 min.
Travel 30 min.
Total time per entire
evaluation 115 min.
(Use 2 hrs.)
April through July, 1971, there was an average of
7 initial evaluations per month.
@ 7 per mo. x 2 hrs. x 12 mos. = 168 hrs/yr.
_ 250 -
Day Care Homes —
Number of homes to license and supervise 60
Times Required
Re-evaluation of Day Care Homes 20 min. —
Report on re-evaluation 15 min.
Travel 30 min. —
Total time required 65 min. per —
day care
home/yr.
(Use 1 hr.) —
60 homes @ 1 hr. = 60 hrs. per yr.
Initial Evaluation of Day Care Homes —
Evaluation time 30 min.
Report on evaluation 20 min.
Travel 30 min. —
Total time per evaluation 80 min.
@ 4 initial evaluations per
month, 48 per year
48 x 80 = 3840 minutes, or 64 hrs. per yr.
Group Home
Group conference 11 hrs/wk.
Individual conferences 11/2 hrs/wk. —
Total 3 hrs/wk. —
or 156 hrs/per yr.
- 251 -
Total time required, foster, day care and group homes
1 year:
Re-evaluation of foster home 152 hrs.
Initial evaluation of foster home 168 hrs.
Re-evaluation of day care home 60 hrs.
"- Initial evaluation of day care home 64 hrs.
Group home 156 hrs.
Total evaluation time per year 600 hrs.
Additional time is required for counselling foster
parents, day care mothers, counselling children in the
homes, conferring with caseworkers regarding placements
in homes, and group meetings of mothers.
Worker required 1
- 252 -
Summary - Family and Children*s Services Staff Requirements
Division Supervisor 1
Unit Supervisors (1/5 caseworkers ) 4
Caseworkers
Minimum Service equivalent 4 caseworkers
Intensive Service equivalent —
Family Services and Child Welfare 12 caseworkers
Adoption Service 1 caseworker
Relinquishments 1 caseworker
Foster, day care and group homes 1 caseworker —
Total caseworkers indicated 19
Add one caseworker for potential
additional caseload 1
Total recommended caseworkers 20
Homemakers 3
Clerk-typists 5
Total Staff Recommended 33 —
- 253 -
� � �.
' Adult Services
The following recommendations in the Adult Services Division
^ staffing are based upon:
_ 1. The times required for annual visits to minimum service
cases. These visits, in some instances, will be carried
— out in group meetings in districts within the County
by caseworkers cvho carry intensive and minimLun service
caseloads and who serve in the cor�enunity service program.
_ 2. Each caseworker vaill carzy a balanced caseload of
intensive and minimum sexvice cases. There will be no
— "pool" or unassigned cases. Each worker, for example,
may be assigned approx3mately 30 intensive service
cases, anf. 500 minimum sexvice cases.
_ 3. Case specialization will be exerciaed only for medical
services.
— 4. Adequate and effective supervision will be exercised to
assure management of the adult sexvices program.
5. The Eligibility and Intake funetions will be carried
out by Eligibility and Intake Divisions.
6. Clerical personnel will be provided to minimize or
— eliminate caseworkers doing clerical-level work.
:. Fozms designed to minimize dictation will reduce the
typing and clerical workload.
8. One clerical position can serve a unit of 5 caseworkers,
if there are available "floater" clerical po�itions to fill
— in at times of peak load, for leave times, and other
times when the assigned clerical person is away from the
desk.
- 254 -
-. �.. -
9. Nursing home residents on public assistance rolls "'
will receive annual visits as other adult cases or on
an "as requested" basis if designated as minimum service ^
cases. _
10. The supervisor will periodically review and evaluate
caseloads for the purpose of des3gnating as intensive —
or minimum service cases.
- 255 -
- ^. ,-.,
'" Caseload' '
Intensive Minimum Service
Adult Services Total Service (Short-tezm Service*)
6eneral caseload 1857 74 17S3
(OAP,AND) (49)*
Medical Service 557 30(est) 527
Intensive Service Cases
Ceneral Caseload 74
.— Short-teYm Service 49
Total Genex�al —I'L cases
Total Medical 30 cases
Minimiun Service Cases
General 1783
_ Medical 527
_ Total 2310
Time and Workers for Minimwn Service Cases
— Annual Visits _ 7 per day
(group visits will increase the effective visits per day)
2310 C 7 visits per day = 330 man days
Allow 15% loss for days off, leave, etc. 50 man days
Allow 20% loss of efficiency 66 man days
— Total 446 man days
C 260 work days/yr = 1.75 workers required
_ (use 2)
" *Currently receiving short-teYrn, intensive-type service.
tl)
See Interim Report No. 2.
- 256 -
.-1 .-1 —
Time and Workers for Intensive Service Cases —
Intensive Sexvice Cases
General Cases 123
Medical Cases 30
Total cases 153
Transmittal Letter No. 1122, re: A-7-111.1, establishes —
a maximum caseload of 90 when providing both intensive
and supportive service. Therefore, in adult categories,
a caseworker providir� intensive serv3ces should be able
to provide those services to a maximum of 60 cases.
� 6� cases/caseworker, 153 cases will necessitate —
2.55 caseworkers.
Total equivalent workers required:
Nfinimum Sexvice 1.75 worlcers
Intensive Sexvice 2.55 workers
4.3� workers
(use 5 workers)
Staff level has been detennined on the level of service -'
presently being provided in the I:dult Division. If the
level of sexvices required 'rises,on the basis of caide
acceptance of the "Offer of Services", a laxger staff would _
be required in the Adult Division.
- 257 -
— r.. r-
.
" Homemaker 3ervice
The present staff consists of S homemakers in adult
services. (Three of the five were originally in the OEO
_ program, serving non-PA cases.) Since homemaker service
needs in adult cases are less severe than in family cases,
" it is recommended that the staffing level be reduced by
transferring one homemaker to Family Services, ancl that
one caseworker be assi�ned as the primary supervisor of the
_ homemakers, in conjunetion cvith the community sexvices
program, This caseworker should carry the cases who are
— receiving homemaker services.
... Cor�nunity Services
Asswning that the community services program continues
� to operate after Jarruary 1, 1972 (See Part IV ,
Adult Sexvices), the responsibility of this program
should be assigned to a caseworl<er. It is reeommended
^ that the caseworker who is responsible for
supervision of homemakers be assigned, also, the
— convnunity services program.
- 258 -
-� r. -
Swmnaxy _ Adult Services Staff Reguirements _
5lipervisor 1
Caseworkers 8* —
Clerk-typist 1
Homemakers 4
Total 14 positions
�The 8 caseworkers would be assigned primary responsibilities as �
follows:
1 - Medical services
1 - Homemakers, Community Sexvice —
4 - General Casecoork
2 - General Casework to absorb additional service load
anticipated to result from "Offer of Services". Supervisory � —
clerical personnel would have to be expanded proportiona.tely.
- 259 -
�. r`� • � .- ✓'�.
�- Eligibility and Food Stamps
The recormnendations for staffin� of the Eligibility and
^ Food Stamp Division are based upon:
^ l. Combining of the eligibility and food stamp sales units
into one division.
�- 2. Providin� some flexibility in assignments of the staff,
to meet peal< loads.
^ 3. Providing two c•aorking supervisors under the division
supervisor:
a. A Senior Eligibility Technician to serve as a
— cvorking supervisor of the eligibil3.ty unit-
detexmination and redetezmination.
^ b. A Fcad Stamp Cashier to serve as a working
supervisor of the food stamp sales funetian, in
accordance with the position description and
— specifications of the State Merit System.
4. Creation of a new class of work - clerk_cashier
� for food stamp sales. There is not an adequate
position description in tlie merit system at present.
- 260 _
,^, � � � ,"'1 �
Eli�ibility Time Requirements -.
New Applicants
Intervieca client 10 min. �
Review application and
detezmine eligibility 15 min.
Collateral contacts 30 min. _
Total Time 55 min.
(Use 1 hr.)
165 new applicants per month*, � 1 hr. each,
12 months/yr. 1980 hrs/yr. —
Redetexminations - General Data
Eligibility Reviecv - Average Range 4 - 11 min. �
(i]se 7 min.j
Client in office - 8 min/call (Est. 3% of cases) —
Client contact in field - 45 min/contact (Est. 2% of cases)
(10% of adults) _
Collatei^al contacts - 15 min/occurrences (Est. -10% bf cases)
(includes sending fonn letters, etc.�
ADC - 2 redetexminations/yr., 1152 current cases
Time for;
Eligibility Revieca 7 min. x 1152 x 2 = 16,128 min.
Client in office 8 min. x 1152 x 2 x .03 = 553 min. _
Client con-tact in
field 45 min. x 1152 x 2 x .02 = 2074 min. ^
Collateral contacts 15 min. x 1152 x 2 x .10 = 3456 min,
Total ADC Redetermination Time 22,211 min. ^
= 370 hrs.
*See Intake staffing for new applicants. �
- 261 - ^
� � . _ .-.
^ WIN-ADCU - 4 redetexminations/yr., 223 current cases
_ Time for:
Eligibility review 7 min. x 223 x 4 = 6,21!�4: min.
" Client in office 8 min. x 223 x 4 x .03 = 214 min.
Collateral Contacts 15 min. x 223 x 4 x .10 = 1338 min.
r Total ADCU Redetexmination Time 7,796 min.
_ = 130 hrs,lyr.
QAP, AND, AB, TB - redetexmination, per yr. 2414 cases
" Time for:
Fligibility review 7 min. x 2414 = 16, 898 min.
^ CZient in office 8 min. x 2414 x .03 = 5,794 min.
Client Contact .
in field 45 min. x 2414 x .10 = 10,863 min.
Collateral Contacts 15 min. x 2414 x .OS = 1, 810 min.
Total Adult Redetexmi.nation Time 35,365 min.
_ = 589 hours/yr.
£ood Stamps
— New certifications 100 per month (est.)
Time for:
Processing application
with client 30 mi.n. x 1�0 x 12 = 36, 000 min.
= 600 hrs.
Recertifications
Non PA - 650 per mo. (approx. '� of 1290 cases)
— Time for processing
application 650 x 15 x 12 = 117, 000 min.
= 1, 950 hrs.
^ PA - 90 per mo'. (appmx. 10% of 971 cases)
Time for processin; 90 x 15 x 12 = 1620 mi.n.
^ =� 270 hrs.
_ 262 -
� . . ,-� _
Summaxy _ Time and Staff Requirements _
Eligibility Technicians —'
Eligibil.ity Review applications; new 1980 hrs/yr.
Eligibility review-redetexminations
A� 370 hrs/yr. _.
WIN ADCU Z30 hrs/yr.
Adult 589 hrs/yr.
Food Stamp_new certifications 50v hrs/yr,
Food Stamp-recertification ^
Non PA 1950 hrs/yr. _
PA 270 hrs/yr.
Technician Time 58E9 hrs/yr.
Additional activities, —
filing, letters, mailing � 20% 1173 hrs/yr.
Tech Time 7067 hrs/yr. �
Add for leave time, holidays 15% 1060 hrs/yr.
Add for loss of efficiency 20% 1413 hrs/yr.
Total time for technicians 9540 hrs/yr. ^
@ 1820 hrs/yr./techn:i.cian 5.2 technicians
required
(For filling in at peak loads in eligibility, provide
additional technician _ use G) —
In addition, provide a Senior Eligibility Technician to
sexve as a working supervisor, under the Division Sliper_
visor.
- 263 -
— �', . . .-,
" Food 5tamp Sales and P.eporting _ 2526 recipients
certified/mo.
— Time for.issue of stamps
10 min. x 2526 x 12 = 303,120 min/yr.
_ = S050 hrs/yr.
Time for reporting, daily
balancis� 3 hrs/day = 750 hrs/yr.
" Time for sales and reporting —
procedures 5800 hrs/yr.
_ Add for leave, holidays,
etc. 15% S70 hrs/yr.
Total time for sales 6670 hrs/yr.
@ 1820 hrs/yr/employe 3.7 employes required
Resource Investigation Use 4*
A Resource Investigator has recently been appointed.
— The need for adcl�itional personnel in this funetion will
be determined upon the findings of the incumbent. If
results warrant, an adclitional irnestigator may be
necessary in the future.
ATo consist of 1 Cashier (as defined by Merit Sy�stem) to be working
.. si�.pervisor of sales, 2 clerk-cashiers (new job descriptions,
one clerk-typist.
- 264 -
� , . ... -
Eligibility Clerical —
To serve 6 eligibility technicians, clerk typists
C� 1 cler]<-typist/2 technicians, 3 required
Eligibility _ Food Stamp Staff Summary
Supervisor 1 —
Senior Eligibility Technician 1
(working supexvisor) _
Eligibi.lity Technicians 6
Clerk-typists 5**
Food Stamp Cashier 1
(working supervisor)
Clerk-Cashier* 2 —
Resource Investigator 1
17
*A new recommended position classification.
**Four normally required. Provide one additional as a "floater"
position to fill in for peak loads in parts of the division. —
- 265 - �
� ,-� . � i—.
._ Summary of
Recommended Staff-1972
^ Administration
Direetor 1
Assistant Director 1
" Administrative Secretary 1
Senior Clerlc-Steno 1
4
— Intake Division
Supervisor 1
Volunteer Services Coordinator 1
Caseworkers 5
Clerk-Typist 1
8
Family and Childrens Service Division
" Division Supervisor 1
Casework Supervisor 4
Caseworkers 20
... Clerk-Typist 5
Homemakers 3
33
Adult Services Division
— Slipervisor 1
Caseworkers 8
Clerk-Typist 1
— Homemakers 4 14
Eligibility & Food Stam�s IIivision
SLipervisor, Ihvision 1
� Senior Eligibility Technician 1
Eligibility Technicians 6
Clerk-Typist 5
Food Stamp Cashier 1
� Clerk-Cashier Z
Resoume Investigator 1
17
^ Business Office�
Business 0 ice Supervisor 1
Clerk-Typist II z
... Clerk-Typist III Z
Receptionist 1
Switchboard Operator 1
Clerlc-Typist 1
'- Messenger & S�pply Clerk 1
Clerk (Master File) 1 10
— Total recor�enended staff 86
^ *Final recorrnnendations will be made by EDP Consultant
- 266 -
..
^ Comparison of �
Recommended' Staff "
for
Weld County Departrnent of Public Welfare
�l) C�) �3) �
ftinetional 19�0 Recommended Recommended
Area Staff T71 Staff T72 Staff
Eligi i ity & Food Stamps —
Supervisors 1 2 1
Professionals 1 1 0
Clerical 6 7 8 —
Sr. Eligibility Tech. 1
Eligibility Tech. 6
Resource Investigator 1 _
Intake
Supervisors 1 1 1
Caseworkers 3 4 5 —
Volunteer Sves. Coordinator 0 0 1
Clerical 1 1 1
Adult Division ^
Supervisors 1 1 1
Professionals 5 7 8 ._
Clerical 5 5 1
Homemakers 4
Adult Medical -'
Pro�onal 2 2
Clerical 1 1
Family & Childrens Services ^
Supervisors 4 6 5
Professionals 13 27 20 _
Clerical 4 ].1 5
Homemakers 3
Childrens 5ervice -'
Supervisors 1 2
Professionals 11 13
Clerical 2 3 �
Business Office
Clerical 8 6 9*
Supervisor 1 �
Administration
Pro essiona 3 1 2 ^
Clerical 3 1 2
Homemakers ,
2 5
Totals 78 86 86
*Includes central file, Reception, Stvitchboard and 5lipply and Delivery
Clerk.
(1) Distribution of staff by funetional areas as they existed in 1970.
(2) Recommended distribution of staff reflecting separation of
eligibility and service funetions.
(3) Recorrnnended distribution of staff by recommended functional ar.eas &
reflecting recortvnended positions within those ax�eas. _
- 267 -
_ --� . . �.
� Part XII
SPACE ALLOC�TION
"" and USE
- 268 -
_ r-� . . r-�
Introduction
During the study, efforts were made to utilize available space
to the best advantage. These efforts were hindered by the state
— of change which contirrues to characterize welfare programs.
Utilization of space is influenced by the organizational structure,
classes of work, work flosa and rnimber of gersonnel. New space
— allocations were necessitated throughout the study in an effort
to achieve the goal of maximum output by each funetional area
of work.
— Ehture space needs are part of a study currently being conducted
for the Weld County Board of Canmissioners. The study may
indicate a need to consolidate all social agencies in one
_ facility. This would include such services as mental health,
public health, probation, vocational rehabilitation, the volunteer
— service agency and other related functions, which are currently
scattered throughout the County. This would pexmit coordination
of utilization of the total social services available in the
_ County.
Provision of one central facility for all cvelfare funetions
would permit more effective opex�ation of the overall welfare
— funetion.
- 269 -
.—. . , -� —
The Situation at the Beginning of the Study
The situation in February, 1970 was as follows: —
l. gnployes were not grouped by funetional area. Some functions
were distributed among all three floors of the main welfare
building. _
2. Supervisors were isolated from the group they supervised.
3. Clerical help was not available to work units, but was —
located in two widely separated "pools".
4. As many as 4 caseworkers were assigned to one small
room.
S. Case records were not accessible to many caseworkers;
some records were located in rooms distant from the case- —
workerTs desk.
6. The Food Stamp operation was confined to a small basement
room, and clients often filled all available waiting space
(including the reception area and hallways) .
7. A small portion of the service staff had moved to Island —
Grove.
8. Close-in parking space was not available for the come-and-
go work of caseworkers. The prime space was occupied by
all-day parkers.
9. Interview rooms were not available to caseworkers. —
10. The employes ' lounge room was a narrow storage area lacki.ng
both light and ventilation.
11. Supplies and foxms were scattered throughout the building.
12. Mail handling operations were carried out by a secretaxy.
13. Inactive and closed case records were filed in several _
locations and were out of sequence, even within a location.
- 270 - —
_ r . . �
^ Char�es Which Occurred IAiring the Study
Changes which occurred as a result of recorronendations included:
1. Space soas re-assigned to pexmit oroupir� of related funetions
— (eligibility, service, master files, etc.)
2. Caseworkers were assigned (in most instances) to 2-man offices.
Other offices were partitioned to provide some privacy.
3. A hasement area was remodeled into foux of£ices.
4. The entire Child Welfare casework unit, supexvisor and
— clerical aides, was moved to IsZand Grove.
5. The Food Stamp operation was moved to a leased trailer at
Island GY�ove.
6. A proposal was submitted for the creation o£ a branch office
in Ft. Lupton. �i review of case incidence had confizmed the
_ need for a branch in the southern portion of the County.
7. Close-in parking was reserved for caseworkers and a 2-hour
— limit was imposed on street parking in front of the main
welfare building to pezmit recipienfi and employe come_and_
go traffic.
_ 8. File cabinets were pumhased and case records moved adjacent
to caseworkers' desks.
9. Clerical assistance was provided to work units and the "pools"
eliminated.
10. Several rooms were designated as interview rooms for use by
_ caseworkers.
11. The employes' lounge room was moved to a more adequate, well-
— ventilated and cvell-lighted second floor arna.
- 271 -
.-� . , --� _
12. A supply room was set up to provide safe and convenient
storage of foxms and supplies.
13. The mail handling operation was moved to the supply room,
along with duplicating, poatage meter and other equipment. —
14. More adequate file cabinets were purchased for storage of
inactive case records and all these records were consolidated
in one location.
- 272 -
_ -� . . �-.
^ Present Situation
The present situation includes all the changes noted above, with
the following modifications:
— 1. S�ne space reassigrnnents were required when an expanded
Intake Division was created in July, 1971,
2. ltvo Eligibility Division employes are physically isolated
from the rest of the Division.
3. The Ft. Iupton branch office proposal �oas rejected.
4. The agency library has been moved into a romn which can be
— locked when not in use.
- 273 -
.�• . . --.
Evaluation
T9�e evaluation is as follows:
1. The problem of communication in the Department has been
substantially alleviated with the grouping of employes by —
funetional activity.
2. Regroupir� of functions has, however, created new problems
in the area of cortQnunication. For example:
a. The merger of I`amily and Childrens' Services, which is
required by State and Federal regulations, cannot be _
effectively achieved while one unit (Child Welfare)
is situated at Island Grove and all othe.r units are in
the main bui.lding.
b. The separarion of eligibility and services poses a
unique problem. Communication amor� eligibility persorL�Pi _
is important, hut communication betcveen eligibility and
services personnel should be very limited. The main '
building works to the disadvantage of both situations, i.e.
2 of the eligibility staff are isolated from the remainder
of the unit, and the physical proximity of all agency _
personnel encourages caseworkers to become involved in
eligibility funetions. —
3 . Working conditions have been made more pleasant by re-
arrenging use of existing space. Present facilities do not,
however, provide adequate opportunity for real improvements _
in the area of working conditions.
4. Equignent and supplies essential to the work of each employe —
have been made conveniently available.
- 274 -
... .-, . . �.
5. The provision of inessenger service contributes to efficient
operation of the Department.
6. Implementation of casework recoimnendations will pexmit
— adequate provision of case service throughout the County,
reducing the need for a brench office in Ft. Iupton.
In view of the potential revision in national welfare
programs, this is not the appropriate time to invest
in bz�anch facilities in Ft. Iupton.
— 7. Location of the Welfare Department and other public health
and social servYce organizations in close proximity or in
the same facil3ty would pezmi.t more effective utilization
and reduetion of duplication of services of all of the
appropriate ag�ncies and resources ati•nilable in the County. T;�e
— Board of County Commissioners have under way 'a study of space
needs of the County.
8. File cabinets used for storage of inactive case records are
still inadequate. The ever-changing nature of welfare rolls
results in frequent referral to inactive files, the
_ majority of which are stored in easily damaged cardboard
cabinest.
- 275 -
� . . --, _
Recorrenendations
The recorrenendations are as follows:
1. That the eligibility funetion (except Intake Eligibility)
of the pepartment be physically isolated fran the services —
funetion. This would be an interim solution in anticipation
of a Federal minimwn income program, which would rnmove from
counties all the financial aspects of assistance. Local
welfare would then become totally sexvices-oriented.
2. That the suggested space assignments (See Exhibit 74CX ) -.
related to the above recorrenendation be implemented.
3. That, in the future, a facility be provided which is large —
enough to accoimnodate all funetions of the Welfare
Department. ?his would be a long-range plan and should
include the flexibility necessary to adapt to current _
welfare programs.
4. That consideration be given to locating all social and —
health services in the County in close proximity, or in the
same facility.
S. That metal file cabinets be purchased for storage of _
inactive case records.
- 276 -
_ -., , . ,-.
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- 279 -
— Part x111
_ FORMS AND PROC�DURES
- 280 -
- ^, . . .-,
Iatroduction
_ The fonns and procedures included 3n this part of the. report
are related to the total operation of the Department. Those
— fozms and procedures which are related to specific areas
of operation are included in other parts of the report.
A7.1 fotms used in the Aepartrnent were under eonstant review
" during the study. Many of the recommendations made in the four
interim reports have been implenented. These changes wi11
not be repeated in detail in this report.
_ 281 -
... _.
Inter-County Transfer of Cases
A foxm letter was designed for use in inter-county transfer
af infoxmation about a case (See Exhibit X30CI ) . —
The letter would eliminate the lengthy correspondence _
necessary to infonn another county about the status of a case.
- 282 -
_ .-. . . �"�.
� INTER-COUNTY TRANSMITTAL Exhibit 7CXXI
— T0: County
From• County
— Re.
Name Category
House o er Current Payment
`� 1he above recipient has resided in your county since
and apparently plans to remain. We
— ave n oxme e recip ent that the last Qayment we will
make will be effective
/-7 This is a notice of case transfer. The case record for
the above recipient, containing current inforniation, is
enclosed.
— j7 Please withdraw our request for transfer of the above-
named case. The recipient has:
_ /-7 Returned to our county. /—,I Been employed.
/—I Moved from your county. /_�7: Been found ineligible.
— /� Died. /—) Other
�� This is a request for a redetermination visit to be made
— for us on the ahove-named recipient, who recently moved
to your county. Pertinent infoimation on the case is
enclosed.
�7 ENCIASURES
Thank you,
gnature an it e
Prepare in duplicate; retain copy in originating office.
- 283 -
•-• _ _ ,•�• _
Expense Account Reports _
The recotmnenda#ion was made that form 5251 be revised (See
Exhibit7CXXI�to include as marry Federal reimtatrSible "purposes
of travel" as necessary to serve State purposes: ' Caseworkers _
can then enter the name of the town or city and check the
appropriate box to indicate why they made a trip. This will "-
eliminate the need for typing the report.
_ 284 -
� r, , r-,
,_ Exhibit 3dCXI2
State of Colorado - Departmerrt of Social Servicea
Division of Ptrblic Welfare
— County
Expense Account Report
Name Month
_ Section I.
own or �, Tame o ea e
�te City ++� m Depart. �e d a ings et Meals Per
(1) (2) �,x.°1�ai p a & Return Beginn3ng Frsid3ng Mileage No,lAmt Diem
— � c°��yp' 4 5 6 8 9
Totals
Section II. 1. Total (Cols. (7) and (S) $
State and Federal Taxes are not to
be included
— 2. Total Mileage ,
(Col. (6) @ Q per mi�e
3.�Ot er
4. $
— Section III.
I hereby certify that this report of my official travel is true and
correct.
Signed Approved _ _
Title Title _ _
- 285 _
,—� —• _
Med-9 Procedure .and _
Med-9 Cover tter and Gtiide �for poctor)
A cover letter, (See Exhibit XXXTTIJto be used with the [�d-9 _
foxm was designed. The letter includes inforniation which the
doctor can use as a guide in filling out the Med-9 for a specific —
purpose (AND, WIN, TITLE XIX) .
The procedure for handling the Med-9, as well as the AB-5 and AB_8,
follows: ""
- 286 -
- �• • - ,-..
Procedure for Handling Med-9 (Also AB-5 and AB_8)
1. Vouchers wiLl be attached to Med-9's that are taken
or mailed to doctors. Vouchers will be supplied to the
— eligibility technician or caseworker by the business office
supervisor.
2. The Med-9 is routed to the business office upon its return
from the doctor.
3. After approval for payment, the Med-9 goes to the master file
— clerk for diatribution to the proper caseworker or technician.
The Med-9 log now maintained by the master file clerk will be
eliminated.
4. In AND cases, the Med-9 and Med_9A, when returned by the 3tate,
will go to the �ligibility clerk-typist. The Med-9A will be
_ filed in the eligibility record and the Med-9 fonvarded to
the Adult Sexvice Division.
— 5. The procedure, 1-4 above, will be followed in processing
AB-5's and AB-8's.
- 287 -
�� 1 , /1 �
C 0 P Y
Weld County —
Colorado
Office of _
Weld County Public Welfare
Greeley, Colo.
Dear poctor:
The attached MED-9 foan should be filled out with the followinc; _
purpose in mind:
�/ This person has applied for Aid to the Needy Disabled. This foxm
will be used to help deterniine the extent of disability. —
L._7 This person is a recipient of Aid to the Needy Disabled and his
continuing disability needs to be evaluated. This foxm will �� —
used for that purpose.
l_1' This person is entering a nursing home. This foxm will be used _
to detexmine the extent of eare needed.
/=/ This person continues in a nursing home and a review of the care
needed must be made at this time. Please complete this fonn for —
that purpose.
C1 This person has applied for assistance with medical care. This _
fonn will be used to deterniine the extent of need for such
medical care under Title XIX.
� This person has applied for the Work Incentive Program and the �.
purpose of this physical exami.nation is to ascertain if the
individual is physically able to be placed on a job or in
training for a job. —
We appreciate your cooperation in completing the forni as quickly as
possible and returning the fonn to us by mail. _
Thank you,
Weld County Deparbnent of Public
Welfare —
- 288 -
_ ^ . . �
Foxms Control I,og
_ A foxms Cbritrol Log has been established for the Department.
Purpose of"the log is to avoid duplicate efforts in designing
— foxms, facilitate ordering and stocking foxms and provide a
means of evaluation to eliminate obsolete foxms.
The log contains 5tate Department forms as a matter� of referenee.
Procedure for Use of 'FoYms Control Log
— 1. The log will be maintairmi3 by the supply room supervisor.
2. Proposed forms will be reviewed by the supply room supervisor.
to determine if the new foim duplicates or replaces an
existing foxm.
3. The director's 3pproval will be necessary for any major
— changes or additions to a foxm or the stock of foxms in
general use.
4. Revisions to existing foYms will be cleared through the
supply room supervisor. A revision date will appear on the
foxms.
_ 5. All orders for new or existing foxms will be placed by the
supply room supervisor.
— 6. A Weld County number will be assigned to all local foz+ns
approved for use. The numbers will be sequeatial-and
reflect a program relationship.
.� 289 -
� ` � -
Change of Address Procedure —
1. The change of address fosm (See E�chibit3IXXI1� is printed in
triplicate on NCR paper. It can be initiated by anyone in
the Depariaient. _
2. 19ie original is sent to the I�aster File clerk.
3. The yellow (2nd) copy is sent to the eligibility clerk/typist.
a. Eli�ibility clerk=typist types RS700-2.
b. RS700-2 sent to business office _
c. Business office fonaards RS700_2 to computer center for
keypunching new address into data record. —
4. The pink (3rd) copy is sent to the clerk-typist for the _
casework service unit.
a. Clerk-typist notes the change in the case record and —
calls caseworker's attention to the change.
_ 290 -
- ,-� • . �
— Exhibit X}IXIV
CHANGE OF ADDRESS
Date Effective H.H.# Category
_ Name
Qld MAILING address
New MAILING address
Residence address (if cli£ferent from above?
Original _ Maeter File Clerk Remarka:
2nd Copy - Eligibility Secretary
_ 3rd Copy - Services Secretary
iv.t ate
WCDPW 2_71
- 291 -
r-• ' � -
Intra_Agency Case Record Transfer Procedure
1. Transferring worker prepares case for transfer and —
submits service case record to iirenediate supervisor.
2. Transfer�n�supervisor checks case to see that it is a
proper transfer, and in proper order. Transferring _
supervisor fills out Forni [�)E-0S_056. (See F.�chibit}gtXp �ttaches it'
to the case record and forwards entire packet to —
receivir� supervisor.
3. Receiving supervisor makes assignment to specific worker
and signs and dates foxm WE-0S-065, which is removed at
this time and distributed as follows :
a. First copy to Master File and then to receptionist. --
b. Second copy to eligibility clerk-typist of transferring
unit. She elears any tickler files, etc. , pulls ET �
case record and foxwards with the transfer foxm to the
eligibility clerk-typist af receiv3ng unit. (For
transfers between units within a division, eligibility —
clerk-typist only makes notations on files) .
c. Thircl copy to services clerk-typist of transferring unit.
She pulls all applicable file cards and foxwards them
with the transfer forni to sexvices clerk-typist of �
receiving unit. _
Note: If the case is screened by a unit supervisor and given �
to a line supervisor, the unit supervisor may or may not
wish to note the transfer and assignment, but she does
not have to sign the transfer fozm. The assi�ninQ line —
supexvisor assigns the case directly to a worker and
signs, dates and distributes the foxms.
- 292 _
,,,,, �„� . , r
_ Exhibit XXXV
Proposed revision for form ��E-05-056
'uE-0S-056 INTRR-AGcNCY TRANSFER
^ Case Name HH#� Category
— Case Transferred To
Worker or Givision
"" Case Transferred From
'Jorker or Division
— Reason
Transferring Supervisor approval Uate
Aasigned to : _ By Date
! Worker Supervisor
1 . master file & receptionist
_ 2. Eligibility clerk-typist
3. Service clerk-typist
_ 293 -
� ' ' � -
Legal Document File
A form has been designed* for recording the fact that a
legal document exists. This foxm (See Exhibit X?p(VI)would
be filed in the case record, but the actual legal papers would —
be filed alphabetically in a legal size file cabinet in the
master file room.
The case record will contain all pertinent facts about legal —
actions; if additional detail is required at any one time,
the actual legal papers can be requested from the master file
clerk. _
:�At the sugges#ion of Mrs_ Cathy Maul, Family Services Caseworlcer.
- 294 -
_ ,,,� . � �
Exhibit }OOCVI
LEGAL DOCUMENTS LOG
Name Household #
Court Date o etrtioner Respon ent Nature o esu t o
^ Action Court Name (s) Name (s) Court Appearance--
# Appearance Appearance Include
Action Orders
_ I
�
- I
� � 295 -
,. ' ' � -
Social Study - Need Evaluation Foxm �
A combined social study-service record packet was designed
for use in all puBlic assistance case recorcis. The foxm was
used on an experimental basis until the new State Depardnent —
"Offer of Services" concept was implemented in August, 1971.
A sample of the form (the Adult Services version) is included in
this report (See ExhibitX70{VITbecause i₹is felt that the —
coneept of systematic recording is valid. This conviction is
bssed on the following factors:
1. Bulky dictation would be eliminated.
2. The clerical workload is reduced by el3minating lengthy
dictation. —
3. A contirruous recorcl of progress in the case is provided.
4. The foxm serves to structure a worker's thinking so that he �
can piek out relevant aspects of a case. Selectivity in
the use of material is an indication of good professional
judgment. —
5. The case record can be judged more objectively when the
connotative value of words is 13mited.
6. The fozm provides an objective guide to setting the level of
service needed (intensive or minimum) .
7. The form can be used as a compl.ement to the service reporting —
fozms required by State and Fedexal agencies. Services are
grouped under area headings which match those on the reportix�g
foYms.
- 296 -
_ ,,_, . . ^
Note: Page 1 is a face shee� used at Intake. (See E5chibit IX)
�chi.bit X3IXVTI
� SS 3 SOCIAL STUDY - NEEL L-'1/ALUATION - CASE nLF:1� I'age 2
Name Category .H.;,
_ , Znstructioris
Socia status will be evaluated each visit for each service area
— using codes: 1=Adequate; 2-Marginal; 3=Inadequate posted in boxea
after title. Service Ideeds should be shown by use of "X" in vei-tical
column under the date of the visit. �tihen services have been perfozmed,
_ use date in vertical column to so indicate. Subheadings in each service
area 'will be-ineluded as guides to social status only as part of the
original social study. DA E5 F SITS
^ �
_ ,cYd
i+
C
� N
�
a
SERVICE AREA A (In ormation and Re erra Services
I. owledge o Resonrces
_ Services Needed: referral to, or information on
Me ica resources
Dentist
Doctor
— Medicaid
- I�dicare
Em o ment resources
_ - Voc. Rehab.
WIN _
NYC
Service o anizations
GIRF.
Salvation F1
urches
— Mi. rant Counci
Communi_ Center
Le a Services
— CRIS
Other ( )
EducationaZ resources �
Vac:Rehah. �
t
`Speeial Ed. � i
_ ?97 _
�-, ' ' ^ -
Exhihi•t :OONII (conii.nued) _
� Page 3
v �
ro
+�
a
N
++ �,
� �
SERVICE AREA B (Protective Service)
. Capacity to Hand e Own —
Affairs
Services Needed� —
Gliidance in dealing w
overnment a encies.
Gl�idance in dealing w _
communi
Arrange med. or psy. svc-
to safe ard client.
Arrange guardians ip, —
commitment or other
placement.
Assist c ient to move —
if situation is I
hazardous.
Cooperate and p an w ^
courts on behalf of
client.
Ot er
S�RVIC C ervi ces to ena e persons to remaan in or return to t eir
homes or communities)
I. Potential cr Suecessful _ I
_ Life at Home.
IJ. Stabi ity o Residence.
III. Adjustment to Living ""
Arran ements.
IV. Provision of Basic Needs. I I
Services Needed: for an �rea C item above.
Homemaker re erra .
Food Stamp re erral. _
Donate c ot i re erra .
Ot er )
V. Client's Feelina of � -'
Adequacy. � j � �
Use o drugs . omiscuity.
Use of alcohol. Out-of_wedlock (pregnancies/birth�) —
Homosexuality.
_ 29� _
- ^, � �
£�Ybit X}dCVII (continued)
— ge 4
�
ro
._ ++
_ G
M
'.`. �+
^ Services Needed-
!�}Te p .c ient express
_ Conflicta & accept
own emotions.
Counse i
Ot er
VI. Marita Fx erience
Past (.lxrrent a ions ip
— a. Separation a. t�rriage
b. Divorced b. Cohabitation
c. Widowed c. 5ingle Parent Household
_ d. Multiple hEarriages
� Sexvices Needed:
Marita Counse i �
" Re erra or Counse i
Ot er
— rrest Reco �
on- e oruous Driver's c nse
Felonious /—/ Suspended
^ Probation /� Revoked
Parole --
None
Eer�ices Needed•
� Con er wit robation
Other ( )
— VIII. He p u ness o Availa le
Relatives
_ Services Needed:
Contact i dren or
other relatives.
-- G�ide client in dealing
w/own famil .
Ot er
— IX. Socia Re ations i s.
Services Needed:
_ Assign 'visiting coup e" I
to widen soc. act.
with adults.
He p client oose
" appro . areas of int.
Ot er
_ 299 -
� ' ' ,-� -
bchib� }44N'1I (con�inued)
Pa�e 5 —
d
�
� —
N
�
�
X. ccessibi ity to 5ervices —
Resources.
. Neig o 0o Eeonomie
Conditions.
E C ent rvices
I. Jo story
F}nployed emP oYe ,� �
Never worked. Iacka marketable
Can't work. skill.
Seasonal worker. Chronically un- —
employed.
Iacks motivation.
Services Needed• "
e p c ient ad7ust to
retirement.
He p c ient enro . in —
'ob t
Encourage c ient in re-
vivi old skills. _
Ree tooteraen
Other
i
SERVZCE l-.REA E (Health Needs Services
I. ysical Condition. I I I �
Mobility is adequate. Medica7 Care. �
Self_maintenance is adequate. 1. Regular
Health-maintenance is adequate. 2. Occasionally
Physical Complaints. 3. Refuses
1. Diagnosed
2. Undiagnosed
3. Chronic condition
Services Needed•
rra e nursing ome care. �
Arra e doctor care. _
Arrange or irmnediate
corrective med_ & sur;.
_ techniques.
Provide transportation. —
Pub ic Health x`e erral.
Ot er ,
_ 300 - ,�
"�` F5chibii Y""VII (continued)
" Ea� e 6
v
'�
_ �
ri
, ++
— nta Con tion.
Cap. to onn mearung Overa Current tl.inetioning:
�elationships is nox+nal. a. Noxmal
_ Cap. for P�blem solving is b. Psychosis (dia„vnosed)
noxmal. c. Retarded (diagnosed)
Reaction to stress is nortnal. d. Depressed
_ e. Withdx�awn
f. Anxiety
g. Grief
h. Dependent
— i. Exploited
. . _
- - Services Needed:
— Re erra to nta Hea
Counse in
Ot e r ( )
` S R C �REA F 4one Mana ement Services
. Mana ement o ftxnds.
— C roruc FYnancia Dependency Garru.shment
Eviction or Shut-off irior PT. case
Bankruptcy Second (or more) generation P�
case
^- Other
Services t�eeded:
— oresta vnpen ing
financial disaster &
stabilize past financial
_ patterns.
nstruct ons on ow to
live within bud et.
Ot er
SERVICE F�REI G (Homemaking & Housing Services _ _
— I. Housing.
Lives aYon�. P4edica Faci ity
I3ves with others. a. intern�ediate care
` Residential care. (licensed b. rrursin� home
facility)
a. Foster family
b. Group care
_ - 3C1 -
� . . ,-•. -
�xhibit XXX4+i (Continued)
,
Page 7 —
v
m
� —
H
�
�
Serviaes Needed•
Arrange �ner ency ousing.
rrange or emexgeneV —
utili needs. '
rran�Qe rrursin ome care.
� krrange intexmediate or
residential care. —
Arrange Home er service. I —
Other ( )
S R I ducation Services
- - I. Se -support Capacity. `
nguage usage is adequate,_ Educationa Leve Attained:
Ability to read/write is a. I.ess than Sth grade
adequate. b. Sth to 7th grade
c. 8th grade —
d. 9th grade to llth grade
" - e: High school grad. or GED
f: Colleoe (1 or more years) _
g. Vocational training
Services Needed• �
Counseling to accept I
situation of permanent
disabili
Arrange for compl. of —
high school education;
obtain GED.
Referral to other agenc . —
Other (
- J OZ _ "'
_ r„� • • �
�:u,1il1'i )v',}�11
CASE SU[�RY �ge a
— Name Date
H. H. d� Caseworker
1. If indicated, make adclitional comments on appropriate area (s) of
concern:
Area
Area
— Area
Area
Area
_ 2. Brief statement of client (or family) funetioning:
— 3. Recommendecl service lev�el:
�/intensive /-7supportive j/minimal
_ ��3 -
Fart XIV
REVISIONS IN POLICY AND LEGISLATION
_ - 304 -
- ,,.� . . ^
Fecommended Revisions in Legislative and Agency Policy
Many recomnendations for le�islative or State Department policy
chan�es were made during the study. Some rncormnendations, which
re�ain their va]a:dity,. are: repeated below, in addition to
— current reconmiendations, _
^ The reconvnendations are:
1. That a standard system for filing in case �records be
' adopted statecaide. This will facilitate processing of
inter-counTy transfer cases.
^ 2. That Quality Control proeedures be amended to require that
_ only the eligibility case record be sent to the State
Departrnent on request. The service case record should remain
" in a caseworker's file at all times.
3. That overtime pay be allowed for clerical employes who are
^ responsible for handling peak workloads imposed by State
^, or Federal authorities.
4. That the issuance of all recipient checks be taken over by
" the State. All infoxmation required for this takeover
is now in the State data bank. Checks could be of
uni.forni design with the County name imprinted at the same
time the recipient name is imprinted.
5. That partial payments be pernutted when an applicant becomes
— eligible for assistance between regular monthly paydays.
The issuance of full month checks, regardless of the date
� of approval of eligibility, causes haxdship for rncipients
w}io find it difficult to budget for irregular payment
periods.
— - 305 -
,.. � • �. -
6. That the manual requirements for use of fozm ADC_6,
Notification to District Attorney Concerning Flbsent Parent, �
be amended to allow this foz+n to be signed before, x+ather
than after, an applicant for assistance is put on the rolls.
7. That AND cases be evaluated jointly by the exaninin�; —
doctor for a physical disability, or the examining psychiatrist
for mental disability, and final approval or denial of —
e]3.gibility be left to the judgment of the caseworker,
based on the medical, social and economic findings.
The worker who is familiar with the case and equipped with _
a professional medical opinion will be able to make a valid
deeision. Social histories which now accomparry medical "'
reports are oft�n misleading, because they do not accurately
convey what the worker has observed in his personal contacts ^
with the client. _
8. That worker participation in a case be limited if the problem
itrvolves an area of professional specialization whieh is ^
outside tne scope of workersT training. This would include,
among other areas, psychiatric and emotional disorders and
marital counseling. _
9. That (if the applicant is approved as a recipient) the
welfare department assume responsibility for seeing that —
debts are cleared, either by arranging for a voluntaxy
drogping of the assessment, or by obtaining legal aid ^
Ieading to filing of bankruptey for the client. The client _
must be prepared to find his way back.
- 306 - _
- .-. � . ..�
—' 10. That the direct payment service be broadened to cover a
wide variety of expenses foc those recipients who demonstzr�te
a laek of capacity to learn money management.
_ 11. That arry sexvice provided by a county for another county be
,t�y reimbursed by the county in which the client maintains
' his residence. This, of course, would not apply to
legitimate inter-county transfers of cases resulting from
a recipient moving from one county to another.
_ 12. That the compulsory school attendance age be lowered to age
5. Axmed with this legal tool, caseworkers would be able
" to ensure that a child would spend at least a few houxs each
day in school, and be exposed to new, more relevant learni.ng
experiences.
_ 13. Two problems in the State Personne]. Merit System are directly
related to the practice of placing prospective employea on
^ a register and then allowing employers to choose only from
the top three candidates. These are:
a. flnployers outside the metro-Denver area are often forced
to hire a person because two of the top three do not
wish to relocate. This person may be unacceptable to
— the employer, but if he is desperate for help he has no
choice but to hire that applicant. Present policy should
be interpreted to provide counties outside of inetro-
Denver with the top three candidates who are willing to
settle in the county doing the hiring.
— b. The testing system itself serves to 73mit the choices,
even among the top :hree who appear on the register.
- 307 -
^' Part XV
— PAY SURVEY
and
PERSONNEL POLICI�S
- 309 -
- .-, ' ' �.
" Ini-roduction
This part of the report reviews the findings of a pay survey.
Also included are evaluations and recmrnnendations on personnel
_ policies of the Department.
The poaition descriptions of all employea in the Departrnent
were reviewed at the beginning of the study. A second review,
— for the current pay survey, covered only those employes whose
duties changed substantially durin� the study.
The pay options as reco�nended are on a level emnparable to
^ govex7unent and in�stry in the area. Considexetion was given
to the present policy of the State Depariment of Social Services
r which provides that the choice of options available to
counties is limited to present adopted or higher options.
- 310 -
r-� � � ^ '
Schedule A �
Value of Benefits Provided
(Exclusive of WorkmenTs Compensation) —
Sources ercentage
Cities
Co orado
Bri ton 17.32 ,_
Denver Zz•z8
Fort Collins z6•8�
Greeley 22.63 _
Longmont 22.05
Loveland 16.09
Nebraska -'
Scottsbluff 19.05
Sidney 20.68
Counties
A ams (General) 20.42
Iaramie, Wyo. (Public Welfare) 17'78 Y
Weld (General) 21.17
Other Governments
tate o Co orado 20.24 �
U S Government Zz•3$
Weld County Hospital 23.71
Utilities
U- ti'Tity A 19.12
Utility B Z?•O9 "'
Schools —
Di rst ict No. 6 20.70
Univ. of No. Colo. 20.24
Aims College Z� •2� `
Industrial
Survey No. 1 20.92 —
Survey No. 2 26.93
Survey No. 3 18 .60
Survey No. 4 14.07 _
Median 20.70 ^
Weld County ��7elfare Depariment Benefits 22.14
Variation from Median +1.44 —
- 311 -
_ ^ , . ^
"� Schedule B
_.. _ , _Comparative DZid-Range Wage Data _
� Clerical
nt aries or quiva en s
_ Comparable Cities C erk-
and Counties Clerk I Typist I
Cities
Brighton $ 370 -
"' Derner 382 $ 410
Fort Collins 406 458
Greeley 382 439
— Longmont 335 350
Loveland 373 408
^ Nebraska
�Scottsbluff - 351
Sidney - 308
Counties
�dams (General) 360 390
— Adams (Welfare) 386 405
Boulder (Welfare) 350 367
Iarimer (Welfare) 350 367
_ Morgan ('Welfare) 350 367
Weld ('General) 325 353
^ Other Government
S Government 469 469
Weld County Hospital - 392
.. State of Colorado 379 399
Utilities
'^ t�'ITility A 303 311
Utility B 467 484
Schools
D�istr3et No. 6 345 354
_ Univ. of No. Colo. 379 399
Aims College 325 340
Industriai
�' TSurvey No. 1 41D 410
Survey No. 2 329 _
Survey No. 3 348 370
— Survey No. 4 285 303
Denver Area Survey 416 432
- 312 _ '
,.� � ' .-. -
Schedule B (Contirrued)
Monthly Salaries or Equivalents
Comparable Cities CTerk- _
and Counties Clerk I Typist I
Median $ 365 $ 390 ^
Market Indicated
4th Step� 367 386
Market Indicated
Pay Grade* 9 10
Market Indicated �
pay gange* 317-425 333-447
Present Pay Grades �
Option IV* $ 9
Recatunended Pay Grade** 9 10
Recommended Pay Option*�' IV IV ^
*Refers to State Merit System Compensation Plan 3440-3440.3 ^
effective June, 1971.
**Refers to January, 1972 mandatory schedule, based on proposals #2 �% 4 —
ado�ted by State Dept. of Social Services.
- 313 -
_ � . .1.
� Schedule C
Canparative Mid-Range Wage Data
— Clerical
_ Monthly Salaries or Equivalents
Comparable Cities Clerk-• Acecunting
and Counties Steno Clezk
" Cities
Bri ton $ 440 -
Denver 528 $ 592
— Fort Collins 544 544
Greeley 525 494
Longmont 458 458
^ I,oveland 447 488
Nebraska
�c�bluff 406 -
"' Sidney 354 370
— Counties
� (Genexal) 470 490
Adams (Welfare) 492 598
_ Boulder (Welfare) 447 543
Iarimer (Welfare) 447 543
Morgan (Welfare) 447 543
Weld (General) 398 448
Other Government
— vernment 593 664
Weld County Hospital 422 422
State of Colorado 484 509
Utilities
�Y Ty A - 465
�- Utility B 513 687
_ Schools
istrict No. 6 419 -
Univ, of No. Colo. 484 509
Aims College 400 -
Tndustrial
— �ey�o. 1 440 -
Survey No. 2 - 538
Survey No. 3 395 413
_ Sl.irvey No. 4 338 450
- 314 -
..� , •• _
Schedule C (Contirnaed) �
Monthly Salaries or Equivalents ^
Comparable Cities Clerk- Accounting _
and Counties Steno : Clerk
Median $ 447 $ 509
Market Indicated
4th Step� 447 517
hlarket Indicated t ^
Pay Grade� 13 16
Market Indicated
Pay Range* 386-517 447-598
Present Pay Grades, —
Option IV* 12 ],7
Recamnended Pay 6x�de** 14 18
Recoirnnended Pay Option�* IV IV —
*Refers to State Merit System Compensation Plan 3440-3440.3
effective June, 1971. —
+�*Itefers to Jarruary, 1972 mandatory schedule, based on proposals #2 & '
adopted by State Dept. of Social Services.
- 315 -
- ^ ' ' .-.
- Schedule D
Comparative blid-Range Wage Data
— Social Service and Administration .;,;;,
Monthly Salaries or Equiqalenta
_ Compara e 1�J71 (.— as�ewo er asewo er Caseworker��o'cial�
Counties 0p tion I II III Worker
� �I ��— -' 6�— 7 4 ��
— Arapahoe III 660 693 764 802
Boulder III 660 693 764 802
Derner IV 693 727 802 842
_ E1 Paso III 660 693 764 802
Jackson III 660 693 764 802
— Jefferson III 660 693 764 802
Iarimer II 628 660 727 764
Logan I 598 628 693 764
_ ASesa I 598 628 693 764
Nbrgan III 660 693 764 802
— Pueblo III 660 693 764 802
Washington II 628 560 727 764
Iaramie (Wyo) n/a 592 639 689 -
Median III 660 693 764 802
Weld
Present III 6fi0 693 764 SQ.2
Recorranended
4th Step 693 727 S�2 8«2
ltecomnended **
Pay Grade 2Z 23' 2S 26
— �ecommended
Pay Option-
State Merit Sys.*�a a� III og .III Op .I�I 'dp �'II
�Fornierly Child Welfare worker or Caseworl<er IV. -
�*Refers to January, 1972 mandatory schedule, based on proposals #�2 & 4
adopted by State TJept. of Social Services.
— - 316 -
^ . . ^ -
Schedule E
Comparative Mid-Range Wage Data _
Social Service and Administration
Monthl Salaries or Equivalents
Compara e asewor er asewo er st. Co. —
Counties tion 51.i v. T Supv. II Director
� �— —s��— �s -�r�r— .
Arapahoe III 842 928 1075
Boulder III 842 928 1075 _
Denver IV 884 975 1128
E1 Paso III 842 928 1075 —
Jackson III 842 928 1075
Jefferson III 842 928 1075
Larimer II 802 884 1023
Logan I 802 842 975
Mesa I 802 842 975 —
Moxgan III 842 928 1075
Pueblo III 842 928 1075
Washington II 802 884 1023
Laramie (41yo) n/a 803 _ _
Median III 842 928 1075 —
Weld
Present III 842 928 1075 _
Recottcnended
4th Step E3u 475 1Z2g
Recommended
Pay Grade *' 27 29 32
Recormnended
Pay Option *
State Merit Sys. Qp�.II,'Z. Op: II4 Op. ZII _
�Refers to January, 1972 mandatory schedule, based on proposals #2 & 4 _
adopted by State Dept. of Social Services.
- 317 -
_ .�. � .
�
_ Pay Surve and Personnel '
�aluation
Data gathered in a survey of the labor marlcet in the greater
Greeley area indicate that:
1. The present Merit S�stem pay grades for the key classes
— of Clerk I, Clerk-Typist I and Clerk-Steno are lower than
the median rate of pay.
2. The present Meri₹ System pay grade for the key class of
_ Accounting Clerk is higher than the medi�n rate of pay.
3. The present Merit System pay grades for Social Service,
_ Administrative and Technical classes are in line with the
median rate of pay.
— 4. The current level of benefits provided to employes of the
_ Weld County Department of Public Welfare is slightly above
the median level of benefits paid.
_ 5. The current 35_hour work week for employes of the Weld County
Department of Public Welfare does not justify placing any
— employes on a higher pay grade, since most survey data
is based on a 40-hour week.
6. The adoption of proposals # Z and 4 by the State Department
_ of Social Services has, in effect, increased the
designated pay grade of most county welfare department
— positions. Option III, for example, is identical to old
_ Option IV. The new schedules are mandatory in Jarruary, 1972,
and a lower (than current) option cannot be chosen.
_ 7. The pay survey reflects current wage data; pay increases
which might occur before Jairuaxy 1, 1972 cannot be
" anticipated.
- 318 -
� ' � � -
8. The State Merit System does not include a position
description or classification for Clerk-Cashier
in Food Stamp sales. —
9. The pay mlated to the responsibilities of the Food Stamp
Cashier appears to be low.
10. A new promotional exam policy provides the opporivnity for
qualified employes within the Department to move into
higher job classifications. This should provide proper —
inducement to employes to remain with the ageney and
recvard them for good job perfoxmance.
11. Personnel funetions are assigned to the office of the Direcior. .
12. F]nploye evaluations are the responsibility of unit super-
visors, subject to review by the division supervisor. —
13. Employes who show initiative are often given additional
duties with no increase in pay.
14. The State Merit System does not include a position des-
eription for a Homemaker Aide. This is a position for
which man�� ADC mothers would qualify. The Aide —
could, after a year's service, take the Homemaker exari.
15. The workload of all county welfare employes is cyclical
in nature. This characteristic is due, in part, to the
fluctuation in caseloads and in part to non-predictable
paper-shufflin� emergencies. _
Demands on technical and secret2rial employes are more
predictable than demands on professionals. The emergency
paper-shuffling requirements place an almost impossible
demand on technical and secretarial employes at certain
critical periods. _
- 319 -
- ^ � ' .�
_ Recomnendations
The recortanendations are as follows :
— 1. That all clerical and stenographic employes (Schedule B
of the State Merit System) be assigned to pay grades of
the current Option IV.
_ 2. That all administrative, social service and techni.cal
employes (Schedule A of the State Merit System) be
— assid ed pay grades of the current Option III.
3. That no change in employe benefits be made at this time.
4. That a position of Clerk-Cashier be created in the Merit
_ System.
5. That the pay grade and responsibilities of the Food Stamp
— Cashier be revi�wed and related to other positions of the
Merit System for the purpose of adjustir� the pay grade
upward.
_ 6. That vacant positions be posted so that employes will
have an opportunity to move upward in job classification.
— 7_ That the reclassification of employes whose duties have
changed be a continuing process. Consideration should
also be given to the responsibility vested in a position.
8. That the review right of the division supervisor should be
expressed in an attachment to the employe evaluation, and
— in no way interfere with the presentation of the point of
view of the unit supexvisor. Both points of view should be
expressed without interference.
- 320 _
,-. ' ` -. -
9. That the personnel funetion be assigned to the �lssistant —
Director. �
10. That all employea be properly oriented in the programs,
pract3ces `and policies of the Department.
11. That a Homemaker Aide position be created in the Merit
System. . _
12. That an overtime pay plan be adopted for those employes
whos� duties are such that they can be closely supervised
and controlled, to avoid abuse of the system. Overtime
pay would have to be authorized by the director of each
department. _
- 321 -
_ �. • .
- APPENDICES
- 322 -
- .. ' ,-�
'- Appendix A
— This appendix presents a summary of recommendations made and those
implemented during the study. The summary does not include new
recormnendations which appear in this final report, nor does it
repeat the legislative and policy changes presented in Part XIV
of the report.
^ ^ . . ^
" The follocaing recortunendations were implemented during the study:
1. That cases be assessed for leoel of service required, and that
caseloads be detezmined on the basis of total service needed.
_ 2. That staff assignments be made flexible to accommodate fluctuations
in workloads.
— 3. That group decision-making be eli.minated, and the �chain of command
be restored.
4. That typing "pools" be eliminated and clerk-typists assigned to
_ aid specific work uni.ts.
5. That space assi�xnnents be modified to permit the grouping af
" related funetions.
6. That additional equipment be purchased. This ineluded file
cabinets, "in and ou�" baskets, staplers, electric dating machine,
electric letter opener, and a more adequate camera for use by
child welfare caseworkers.
— 7. That case records be located adjacent to workers' desks.
8. That additional inside and outside telephone lines be installed.
9. That #elephone equipment be provided to caseworker units which
will pennit a clerk-typist to screen all calls. (More work remains
to be done in this area.)
— 10. That reserved close-in parking be provided for caseworkers, and
that parking be limited in front of the main building.
11. That a system of issuing and recording executive orders be
devised.
12. That supervisory personnel receive training in the techniques of
— supervision.
13. That the number of ineetir�s be reduced, and that attendance be
limited to those employes who have particular interest in the
subject matter.
�• . � -
14. That full-time messenger service be provided. —
15. That a daily payroll be initiated for recipients. Note:
A weekly payroll has been adopted as a compromise.
16. That the Food Stamp unit operate under a newly-designed procedure.
17. That the recipient and employe payrolls be placed on EDP.
18. That a new procedure for routing and filing the RS700 foxm be —
adopted.
19. That a "pending case" master file be maintained in conjunetion
with the permanent master file.
20. That one person be responsible for processing the paperwork
related to new applicants. Note: An application clerk now —
handles this work.
21. That mail delivery and pickup be assigned to the messenger clerk
to eliminate the long delays in handling by secretarial staff.
22. That services offered by the State EDP unit be utilized.
This includes the direct mailing, by the State, of inedical —
cards to recipients.
23. That "pool" cases be eliminated, and each case assigned to a
worker. (There has been some reversion to the "pool" in Adult
Services) .
24. That casee�orkers spend more time in the £ield providing sexvice —
to clients.
25. That caseloads in Child Welfare be assigned by functional area.
26. That a supply room, with an inventoxy control system, be set up.
27. That dictation in case records be limited throu�h use of need
identification form. (This was used on an interim basis prior to _
new "0£fer of Service" concept.)
28. That a unifoxm system of filling out the Food Stamp Application —
forms be adopted for technician use.
- .-, . ,-�
— 29: That file cabinets be purchased to facilitate placing all inactive
case records in one area. (More work remains to be done on this
problem.)
30. That the Homemaker program be expanded. Note: This expansion was
the result of absorption of the OEO homemaker program.
— 31. That more adequate facilities be pxnvidc_.i f.or Food Stamp sales
and certification.
32. That clerical funetions be eliminated from caseworker duties
to peYmit caseworkers to spend their time in effective case sexvice.
33. That organizational changes to implement separation of eligibility
— and service funetions be adopted.
34. That the following forms be adopted:
a. Weld County voucher-receipt (instead of separate receipt
method) .
b. Message forni for use by telephone secretaries.
_ c. Inter-office envelope for transmitting papers among department
employes.
— d. Simplified Food Stamp Application foxm.
e. Post card with reply card, to notify client of home visit.
f. Cover letter to doctors on Med-9 foxm.
_ g. Inter-County transmittal letter for correspondence about case
transfers between counties.
— h. Several Food Stamp foYms.
i. Cantrol form for use by receptionist.
j . "Business" card for use by caseworkers.
35. That the follow''�- forms be revised: � �
a. Inquiry form - allow more space between lines.
b. Face Sheet - provide for some vital infozmation to be entered_
c. Address change form - new design and printed cn NCR paper. —
d. FS2 & 3 foxms for Food Stamp Applica'..;sc_s rerised. Fourth
copy of FS4 eliminated.
e. WIN reports, including those used for day care payments.
f. PA-2C - sequence of items under budgetary needs was different
than on RS 700. —
g. PA77 was not typewriter-spaced.
h_ Dental authorization slip - add parents' namees.
36. That the following fonns be eliminated:
a. Daily log -was 2uplicate of expense report.
b. Correspondence log-each item of mail was recorded. _
c. Telephone toll charge form.
d. Record of transmittal letter-use only in file room. —
e. Several obsolete foz+ns related to adoptions and foster homes.
37. That the fol.lowing procedures be adopted:
a. A voucher will be provided with each Med-9 so that payment to _
doctor can be expedited.
b. RS700 "turnaround" foxms will be filed in the case recorcl and —
all changes typed on these for+ns. A new RS700 will not be used
except in emergencies . Ex: when the "turnaround" canTt be
located or a duplicate be requested from the State in time to _
make a change. Original copy goes to State, green copy in
eligibility record and yellow copy in service record_ —
c. Case records will be pulled only as needed for processing re-
determinations. Case records will remain in the file when not
being used. ^
d. A checklist for the evaluation of foster homes will be used.
This will replace the bulk of dictation in these cases. —
_ ^ . �
The following recortunendations have not been implemented at this
time:
— 1. That "out" cards be purchased and used consistently to
eliminate case record searehes.
2. That all routine tasks within the Department be handled by EDP.
3. That work be carefully scheduled by caseworkers to maximize
use of work time.
_ 4. That appropriate systems of reward be initiated for deservir�
employes, and that poor workers be tersninated.
— 5. That reports be made in tezms of aehievement rather than .
numbers, and that these reports be used as management tools.
6. That only one caseworker be involved in a sin,a,le household,
_ regardless of the number of categorical programs represented
in the home.
"" 7. That the expense report required of each caseworker be hand-
written rather than typed.
s. That a branch office of the A�elfare Department be opened
_ in Ft. Lup±on.
9. That the overlap of caseworker interest in foster homes be
— eliminated.
10. That new caseworkers reeeive a week of intensive training
prior to assumin, the responsibilities of their job.
_ 11. That an expanded volunteer program be initiated in conjunetion
with the sexvices offered by GIRA (now WIRA, Weld County
— Infoxmation and Referral Agency) .
12. That a homemaker aide program be established to provide
training experience for future Homemakers.
13. �at PA75 rules be amended to simplify technicians' work.
� ' -� -
14.. That a standard method of filing in case records be established _
by the State.
15. That the intake process include a "screener" who would make —
a quick assessment of client's need and refer the client to
proper person, eith�r within the Department or in another
agency.
16. That group meetings be conducted for 0AP recipierrts to provide
informational sexvice and a social outlet. This could —
replace the annual home visit.
17. That the day care and foster home licensing funetion be
assigned to one worker.
18. That many additional services be provided by the State EDP
unit. These would include the pre-printing and mailing of re_ �
detexmination notices and the printing and direct mailing of
recipient checks.
19. That payroll dates be staggered for recipients to eliminate work
overloads in the Business Office and Food Stamp sales office.
^ ,-. ' ..�
Appendix B
" CLERK-CASHIER
Definition
Perform clerical work which includes the sale of food stamps and
application of bookkeeping and reporting theories and practices.
� SUPERVISION RECEIVED
Works under supervision of higher level employe.
SUPERVISION EXERCISED
— None, may assist in orientation and training of new employes.
DISTINGUIS:-�NG FEATURES
Work in this class involves perfoxmance of moderately complex
clerical duties related to serving food stamp recipients and record-
keeping. Performance requires accuracy and accountabi_lity.
EXAMPLES OF WORK PERFORPIED
— Sort, arrange and file in accordance with a numerical, alphabetical
or chronolo�ical filing system; post and record data to cards,
ledgers and fornis; prepare work sheets and computations; maintain
_ books recording credits and debits; types cards and forms for food
stamp customers; answer telephone, supplies infoY+nation on inquiries,
and routes calls; sells food stamps and collects funds; verifies
certification of food stamp customers; records purchases by customer;
— balances cash and food stamp books sold and in inventory dail}�; logs
food stamp books in and out; prepares bank deposits; prepares mail
issued food stamps; picks up, sorts and deposits mail; types
— correspondence; confers with supervisor concerning questions or
problems regarding policies and practices of the Food Stamp program;
perfoxms related work as required.
REQI3IRED KNOWLEDGES, SKILIS AAID ABILITIES
ICnowledge of modern office practices and procedures; knowledge of
— arithmetic and business English; knowledge of the operation of type-
writer and adding machine; ability to make routine decisions requiring
good judgment in accordance cvith rules, regulations and departmental
— policies; ability to interpret rules, regulations and departrnental
policies to the public; ability to classify, index and file records and
reports; ability to write legibly; ability to understand and £ollow
moderately complex oral and written instructions; ability to establish
— and maintain ha�nonious working relationships with other employees and
the public.
— MINlMUM QUALIFICATIONS
Education
High school or GED equivalency.
,�,,. - - ,.1 —
CLERK-CASHIER (Cont.) —
Experience
One year of full-time, paid employment in merchandising, sales, �"
clerical or related work, including keeping of records and preparing
reports.
Substitution
Appropriate experience may be substituted on a year-for-year basis for _
required education.
Necessary Special Requirements ^
Applicants must be bondable. Applicants may be required to have a
valid driver's license.
"
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