economic self sufficiency - fairfax county 2018 2 economic self—sufficiency the county’s...

March, 2018 1

Economic Self—Sufficiency

Increase levels of educational attainment to increase employability and future earnings

Increase access to work and work supports necessary for stable employment

Increase successful transitions from government safety net services to economic independence

Increase individuals’ ability to be financially resilient

GOALS:

Despite the overall wealth of Fairfax County, substantial economic challenges are faced by many residents. Due to

the high cost of living in the county, it is often difficult to meet basic needs exclusively through low-wage employ-

ment. Conditions associated with poverty also can limit an individual’s ability to develop the skills, abilities,

knowledge and habits necessary to fully participate in the labor force.

Community partnerships with organizations and local nonprofits that help promote family self-sufficiency are critical

in helping individuals increase their levels of economic self-sufficiency by coordinating resources for families. When

individuals have more than one crisis event within a short-time period their needs compound, which makes it more

difficult to move to self-sufficiency. By supporting our residents with appropriate safety net services when needed,

providing good job opportunities at various skill levels, and making training available to acquire needed job skills, we

are strengthening their ability to remain gainfully employed and ultimately achieve future economic success.

Fairfax County provides residents with a high quality of life and opportunities for economic prosperity, making it a

place where people want to live, work, play, and learn. For both individuals and families, the benefits of becoming

more financially resilient include increased levels of educational attainment, better health outcomes, and increased

local civic participation. By improving the level and stability of financial resources, individuals and families are able to

exert control over their lives and make better choices, including an increased ability to save for an emergency, higher

education, housing, and retirement.

Why Does This Matter?

Economic Self-Sufficiency is the ability of individuals and families to maintain sufficient income to consistently meet their basic

needs - including food, housing, utilities, health care, transportation, taxes, dependent care and clothing – with no or minimal finan-

cial assistance or subsidies from private or public organizations. The Fairfax County Health and Human Services System seeks to help

persons achieve their optimal level of economic self-sufficiency, acknowledging that some individuals will always require assistance

due to a variety of physical, environmental, and behavioral reasons. Determinants of economic self-sufficiency include financial sta-

bility; educational attainment; literacy; numeracy, family structure; health/disability status; and community connections.

https://www.fairfaxcounty.gov/health-humanservices/sites/health-humanservices/files/assets/documents/pdf/report%20cards/healthy_people_web.pdf

https://www.fairfaxcounty.gov/health-humanservices/sites/health-humanservices/files/assets/documents/pdf/report%20cards/connected_individuals_web.pdf

https://www.fairfaxcounty.gov/health-humanservices/sites/health-humanservices/files/assets/documents/pdf/report%20cards/sustainable_housing_web.pdf

March, 2018 2


The county’s population overall continues to grow, age and increase in diversity. While our community is one of the

wealthiest counties in the nation, there are still approximately 70,000 residents living in poverty according to the latest

estimates, and over 174,000 people living below 200% of the federal poverty level. Individuals and families continue to

face economic challenges and often need assistance in meeting those challenges. Due to financial hardships, many of

the most vulnerable residents receive supports from the county’s safety net of services and network of providers.

What is happening in our county? — Representative Indicators of Fairfax County

Population Indicator Baseline Most Recent

% of persons with a high school education (age 25 and over)* 13% (2012)

103,312 / 763,519 12% (2016)

93,196 / 772,823

% of persons with some college or associates degree (age 25 and over)

*

19% (2012) 147,359 / 763,519

19% (2016) 144,594 / 772,823

% of persons with a bachelor’s degree or higher (age 25 and over)* 58% (2012)

445,132 / 763,519 61% (2016)

472,131 / 772,823

% of persons age 16 and older who are employed* 69% (2012)

606,638 / 881,742 67% (2016)

605, 842 / 898,876

% of persons that speak English “less than very well” (age 5 and over)* 15% (2012)

156,627 / 1,044,180 15% (2016)

163,715/ 1,064,955

% of persons living below federal poverty level* 6% (2012)

64,600 / 1,113,793 6% (2016)

66,681 / 1,127,062

% of persons living below 200% of poverty*

200% of Federal Poverty represented an annual income limit of $48,600 for a family of

four in 2016

16% (2012) 172,674 / 1,108,999

15% (2016) 172,291 / 1,127,062

% of students eligible for the Free and Reduced-Price Lunch Program** 28% (SY 2013-2014)

50,629 / 181,922 27% (SY 2016-2017)

50,668 / 185,890

% of owner-occupied housing units* 67% (2012)

261,125 / 391,216 68% (2016)

768,663 / 1,129,663

Median household Income* $107,096 (2012) $115,717 (2016)

Source: *U.S. Census Bureau, American Community Survey; **Virginia Department of Education, Office of School Nutrition Programs

Fairfax County monitors the indicators below as related to economic self-sufficiency.

March, 2018 3


The regional job market continues to improve, creating more opportunities and leverage for both job seekers and em-ployers. However, good jobs which offer family-supporting wages and career advancement prospects are becoming increasingly scarce for people with a high school diploma or less. Many times, these job seekers are both low-income and lack sufficient work experience, education, and professional credentials to be viable in an increasingly competi-tive labor market. For example, while many professional-level jobs exist in the areas of technology and science, they also have extensive requirements for job seekers to pos-sess both technical and “soft skills,” plus multiple years of education and professional experience. Conversely, industries such as retail, hospitality, and entry-level healthcare have fewer requirements, but may not offer a viable path to long-term economic self-sufficiency. As of November 2017, Fairfax County’s unemployment rate was approximately 3%; job seekers who remain unem-ployed during periods of general economic prosperity and low unemployment tend to represent our commu-nity’s most vulnerable members, including low-income adults and youth who have limited skills, experience, and education, combined with a lack of access to pro-fessional networks. Intensive Fairfax County DFS Em-ployment and Training programs, including Workforce Innovation and Opportunity Act (WIOA), the Virginia Ini-tiative for Employment not Welfare (VIEW), and Supple-mental Nutrition Assistance Program-Employment and Training are critical because they are specifically designed to serve those with the most significant barriers to employ-ment. (Source: 2017 Fairfax County Department of Family Services)

Educational attainment plays a large role in the ability of individuals to become financially resilient and maintain finan-

cial stability over time. As shown in the graph, individuals with less than a high school diploma consistently have the

highest rates of poverty. (Source: U.S. Census Bureau, American Community Survey)

March, 2018 4


Fairfax County has a high labor force participation rate, with 67.7 % of

families with children under six years having all parents in the family in

the workforce and 70.8 % of families with children ages 6 to 17 having

all parents in the family in the workforce. For working families, the

rising cost of child care as well as cost of basic necessities such as

housing and transportation require higher income levels for families to

live in Fairfax County. Access to affordable child care is particularly

critical for working families with low to moderate incomes. Child care

subsidies help families enter and remain in the workforce while

ensuring their children are in safe, reliable child care arrangements.

(Source: Fairfax County Department of Family Services)

Overall, child care in Fairfax County is expensive with the average cost of cen-ter-based preschool for one child aver-aging between $13,000—$18,000 annu-ally. Assistance for child care is critical for some families. In FY 2017, the annual median income of families enrolled in the Child Care Assistance and Referral program was $29,000. Without subsi-dies, these families would have spent approximately half of their income on child care. (Source: Fairfax County Department

of Family Services)

Fairfax County Department of Family Services (DFS) operates public em-ployment centers (known locally as SkillSource Centers) and delivers case management services through the Workforce Innovation and Op-portunity Act (WIOA) Program throughout Fairfax, Loudoun, and Prince William counties and the independent cities within. The primary target populations under WIOA are low-income adults, laid-off workers, and youth. WIOA places emphasis on career pathways, work experience (such as on-the-job training), industry sector strategies, and credential attainment. In addition to WIOA programs, DFS also delivers intensive employment case management services through the Virginia Initiative for Employment not Welfare (VIEW) Program, as well as the Supple-mental Nutrition Assistance Program for Employment and Training (SNAP-ET). Both of these program utilize a “work first” service delivery model to respond to the employment needs of recipients of public assis-tance, and complement services available under WIOA and through the SkillSource Centers. (Source: 2017 Fairfax County Department of Family

The SkillSource Group, Inc. and the Fairfax County Department of Family Services has launched program ser-vices for the Northern Virginia Team Independence (NVTI) WIOA Pay for Performance project. Currently, 24 young adults are enrolled in the project, with up to 100 enrollees anticipated over a three-year period. The tar-get population for this project are youth who are age 16 to 24, classified as "out of school," and are connected to the foster care system and/or the criminal justice system, within Fairfax, Loudoun, and Prince William Coun-

ties. (Source: 2017)Fairfax County Department of Family Services)


March, 2018 5


Fairfax County Department of Family Services (DFS) coordinates a regional

coalition of public agencies, businesses, libraries, and faith and community-

based groups who together operate a volunteer-run campaign known as

the Volunteer Income Tax Assistance (VITA) Program. VITA provides free

assistance with the preparation of federal and state income tax forms for

individuals and families with low to moderate income levels. More than

250 trained volunteers help to staff 17 VITA sites and seven Facilitated Self

Assistance (FSA) sites throughout the Northern Virginia region. Through

this program in FY 2017, volunteers assisted 5,578 low-income families in

filing their 2016 tax returns, thereby saving customers more than $1.1 mil-

lion in professional filing fees and returning over $10 million to the regional

economy. (Source: 2017 Fairfax County Department of Family Services)

March, 2018 6


With the slow economic recovery and subsequent economic pressures on middle and lower-income households, many more individuals have sought some type of financial assistance to make ends meet. Public assistance case-loads have continued to increase, indicating more indi-viduals are unable to meet their basic needs than in the past. In FY 2017, the average monthly public assis-tance caseload rose to 96,247 cases per month from an average of 83,458 in FY 2013. There are increasing numbers of clients with complex needs related to em-ployment, such as a lack of transportation, stable hous-ing, language skills and basic workplace skills. These additional hurdles make it difficult for one to become economically independent. The continued increase in demand for services has been the trend over the past 10 years with early estimates for FY 2018 indicating that trend will continue. (Source: Fairfax County De-partment of Family Services)

Research shows a strong connection between

command of the English language and economic

prosperity. In 2016, two out of every five Fairfax

County residents who spoke a foreign language at

home indicated they spoke English “less than

very well.” During the same year, among resi-

dents living below poverty level, 59% spoke a lan-

guage other than English at home compared to

38% who spoke only English. (Source: U.S. Census

Bureau, American Community Survey, 2016)

From 2010 to 2015, income inequality has slightly

grown in the county from a rate of approximately 10.3

to 11.0. In comparison to neighboring counties, Fairfax

County has a lower income inequality ratio than Arling-

ton County, VA and Montgomery County, MD. Howev-

er, over the same time period, Loudoun County, VA has

remained at a significantly lower ratio.



March, 2018 7


As a safety net service, Coordinated Services Planning (CSP) is an entry point into the health and human services sys-tem for residents. Although calls to CSP are often initially based on one issue, individuals typically need a continu-um of services to stabilize their financial situations. Emergency food requests are often one of the main reasons individuals call CSP, but can be an indication of a greater level of need often related to housing expenses and em-ployment. Once initial emergency needs are identified, service plans are developed to assist individuals in meeting their need(s) and identify options for longer-term solutions. In some cases, additional referrals are made for other needed support services.

During the economic downturn from approximately 2007 to 2010, calls to CSP increased dramatically. In more recent years, as the economy has im-proved calls to CSP have de-clined and leveled out. The av-erage calls per day in FY 2017 was 333. From July 2016 to July 2017, the two top reasons why residents called CSP were due to a loss of employment or be-cause of low- or fixed-income levels. Emergency food, rental assistance, and emergency shel-ter are areas of need most fre-quently requested by callers.

Overall, Fairfax County has enjoyed a

declining unemployment rate

from 2010 to 2016, not unlike

other counties in the area.

In 2016, 18.7% of persons age 20

to 64 years were below poverty

and employed full time. In con-

trast, 72.2% of persons age 20 to

64 years were above poverty

and employed full time. (Source:

Poverty in Fairfax County & the

Cities of Fairfax & Falls Church,

VA, Fairfax County De-

mographics, available at:

www.fairfaxcounty.gov/

demographics/poverty)

https://www.fairfaxcounty.gov/demographics/poverty

https://www.fairfaxcounty.gov/demographics/poverty

March, 2018 8


Within the county, the health and human services system helps to promote economic self-

sufficiency through a variety of mechanisms including: job training; employment counsel-

ing; work placement; basic skills training; education; English literacy and financial literacy training; programs or ser-

vices that help prepare individuals for work (e.g., substance abuse treatment); and help individuals remain employed

or in school (e.g., health care, child care).

How are we doing?

Research shows a strong connection between command of the English language and economic prosperity. Without

the ability to speak, read and write in English, individuals are at a disadvantage in the workplace and often face lim-

ited opportunities for advancement due to language barriers. Command of the English language is also a critical first

step in obtaining a high school degree and/or postsecondary credential.

Throughout Fairfax County, many different types of organizations offer opportunities for speakers of other languages

to increase their level of English proficiency. These include classes offered through the faith community, nonprofit

organizations, and the Fairfax County Public School system. Within the health and human services system, individu-

als with limited language skills are often referred to organizations that provide English as a Second Language (ESL)

instruction.

One source of support and training for limited English speakers is the Consolidated Community Funding Pool (CCFP),

which contracts with local organizations to provide ESL instructional training. The Consolidated Community Funding

Pool (CCFP) awards funding to nonprofits providing health and human services to the local community for a two-

fiscal year funding cycle. Five CCFP-funded programs served 1,044 persons in FY 2017. Of those persons served, 58%

achieved proficiency in English language skills. By comparison, in the FY 2015-16 funding cycle, two nonprofit provid-

ers realized 35% in FY15 and 30% in FY16 of program participants achieving improved English skills.

FY 2017 outcome data, for clients served through these five nonprofit organizations, reflect results for clients who

met a 40-hour minimum instructional requirement and who completed pre- and post-language assessment tests.

Because consistent evaluation criteria is not used among the five funded programs, efforts to standardize outcomes

measured by CCFP-funded nonprofits are underway. Work will continue to focus on identifying practices which con-

tributed to more successful outcomes for participants. In the future, this information will assist in the development

of a consistent curriculum and evaluation methodology for community-based English literacy programs serving the

county . Additionally, it is worth noting that CCFP contracted providers may vary with each two-year funding cycle.

Goal: Increase levels of educational attainment to increase employability and future earnings

Educational Attainment

System Indicator Most Recent

% of persons who complete English language instruction with improved basic English skills *58% (FY 2017)

[5 providers]

Source: *CCFP-funded programs and services

The following are indicators the health & human services system is monitoring:

https://www.fairfaxcounty.gov/humanservicesadmin/fundingpool


March, 2018 9


Despite Fairfax County’s relatively low unemployment rate, many residents remain unem-

ployed or under-employed. Importantly, many individuals face long-term unemployment

and are disconnected with the labor market altogether; others find themselves with only part-time jobs despite their

search for full-time work. Of particular concern are young adults, who have a higher unemployment rate than other

ages groups. With the local economy remaining sluggish, demand for job placement and career training services re-

mains high. The county continues to seek additional resources to meet needs through grant opportunities that help to

provide targeted job training services to populations including veterans, adults with disabilities, and emerging entre-

preneurs.

How are we doing?

This indicator is a composite measure of four health and human services programs that offer job skills training to indi-

viduals: Virginia Initiative for Employment not Welfare (VIEW); Workforce Innovation and Opportunity Act (WIOA) for

both Adults and Dislocated Workers; and Supplemental Nutrition Assistance Program—Employment Training (SNAP-

ET). These programs are examples of the types of services provided by the health and human services system and data

is not representative of the county as a whole, but rather of individuals participating in public sector programs. The

measure is a starting point of program data collection and are not inclusive of all programs operated through Fairfax

County government.

Job skills training encompasses a wide variety of activities including assistance with résumé writing; interviewing; fun-

damental computer skills; and understanding workplace norms and cultures. Job skills also encompass specific training

for particular occupations.

In FY 2017, 96% of the individuals served (within programs included in this indicator) acquired job skills. Several factors

may have contributed to this result including the use of on-the-job training and volunteer programs that offer applica-

ble work experience for individuals who commonly face challenges such as limited employment histories; lower levels

of education; limited English proficiency; mental health disorders; and cognitive or emotional concerns.

Stable Employment

Goal: Increase access to work and work

supports necessary for stable

employment

System Indicator Baseline Most Recent

% of persons who obtain job skills* 76% (FY 2013)

402 / 528 96% (FY 2017)

253 / 263

Source: *Fairfax County Health and Human Services System Data—Programs contributing include Virginia Initiative for Employment not Welfare (DFS), Workforce Innovation and Opportunity Act for Adults and Dislocated Workers (DFS), and Supplemental Nutrition Assistance Program—Employment Training (DFS).


https://www.fairfaxcounty.gov/health-humanservices/sites/health-humanservices/files/assets/documents/pdf/report%20cards/positive_living_web.pdf

March, 2018 10


In addition, focusing resources of the public workforce investment system on underserved populations such as ex-offenders, veterans and the long-term unemployed, as well as focusing on clients’ strengths, has helped to improve job skills attainment for these individuals. The strategic use of technology has also shown to be im-portant by improving access to employment resources throughout the county regardless of physical location, since child care and transportation can be an added challenge. This includes online services such as webinars, orientations and social media outlets.

One source of additional support focused on persons obtaining job skills is the Consolidated Community Funding Pool (CCFP), which contracts with local organizations to provide support services to assist individuals to obtain job skills. In the FY 2017-18 funding cycle, the Consolidated Community Funding Pool (CCFP) awarded funding to nonprofits provid-ing health and human services that provide job skills training within the local community. In FY 2017, an additional 1,026 persons were served through sixteen CCFP-funded programs. Of those persons served, 42% obtained job skills. It is worth noting that CCFP contracted providers may vary with each two-year funding cycle.

Several crucial issues which inhibit outcomes are important to examine to continue to increase the skill levels of indi-viduals served throughout the health and human services system. Currently, there is no collective effort throughout Fairfax County (in both the public and private-sectors) to systematically identify the skills needed by employers. This limits the ability to effectively and efficiently meet the training and skill levels needed for high-growth, high-demand job opportunities. There is also a lack of a cohesive system to help individuals build “stackable” and portable creden-tials aligned with the labor market. Unfortunately, this can lead to individuals not being able to build upon their knowledge in a systematic way in order to strengthen employment outcomes. Many training programs are not short-term in nature, requiring substantial time commitments from participants. This type of commitment can be difficult for some individuals, who need to balance the need to immediately work to improve their economic situation versus ac-quiring skills which may benefit their career over the long-term.

Stable Employment



employment

How are we doing?


March, 2018 11


This indicator is a composite measure of four health and human services programs that assist individuals in obtaining employment: Virginia Initiative for Employment not Welfare (VIEW); Workforce Innovation and Opportunity Act (WIOA) for both Adults and Dislocated Workers; and Supplemental Nutrition Assistance Program—Employment Train-ing (SNAP-ET). These programs are examples of the types of services provided by the health and human services sys-tem and data is not representative of the county as a whole, but rather of individuals participating in public sector pro-grams. The measure is a starting point of program data collection and are not inclusive of all programs operated through Fairfax County government.

This indicator measures whether a person is still employed after 90 days of first obtaining a job. It has remained fairly stable from FY 2013 to FY 2017, ranging from 82% to 79% respectively. It should be noted that WIOA changed the time period for reporting performance measures. This change resulted in data not being available for FY 2017, partial data expected for FY 2018 with full data reporting expected in FY 2019.

One source of additional support focused on job retention is the Consolidated Community Funding Pool (CCFP), which contracts with local organizations to provide support services to assist individuals retain their job following placement. In the FY 2017-18 funding cycle, the Consolidated Community Funding Pool (CCFP) awarded funding to nonprofits providing health and human services within the local community that assist individuals in their efforts to remain em-ployed. In FY 2017, an additional 869 individuals were served through eleven CCFP-funded programs. Of those persons served, 39% reported achieving the desired outcome. It is worth noting that CCFP contracted providers may vary with each two-year funding cycle.

Changes in outcomes could be attributed to multiple factors including the availability and affordability of key work sup-port services such as child care and transportation which are critical for individuals to be able to consistently work and advance within the labor market. Another key issue which can impact job retention is the ability of an individual to manage emergencies or challenges that arise in their personal lives. Without a consistent and strong network, any type of emergency or crisis can jeopardize the ability of a person to continue working.

The ability of individuals to not only obtain a job but also keep working is a critical factor in improving employment outcomes and ultimately increasing earned income. Job retention

is an important indicator of success in the workforce. Retention is also a critical factor for employers, who seek to re-duce expenses associated with employee turnover and recruitment.

Stable Employment



employment


% of persons who remain employed for at least 90 days after job placement* 82% (FY 2013) 1,049 / 1,278

79% (FY 2017) 81 / 102

Source: *Fairfax County Health and Human Services System Data— Programs contributing include Virginia Initiative for Employment not welfare (DFS), Workforce Innovation and Opportunity Act for both Adults and Dislocated Workers (DFS), and Supplemental Nutrition Assistance Program—Employment Training (DFS).


How are we doing?


March, 2018 12


Another possible reason for the change in job retention rates may be the nature of the

economy, which had been undergoing structural changes. The new “gig” economy is one where people are purpose-

ly seeking employment in transient and/or self-directed operations such as Uber, Lyft, and TaskRabbit, among oth-

ers. With people intentionally seeking part-time employment that fluctuates in terms of hours worked and duration,

traditional measures of job retention will become more difficult to accurately measure and interpret. Because of

this type of work, these individuals might need safety net services on occasion and also may not be seeking full-time,

year-round employment opportunities. Employment in temporary or seasonal positions can also impact retention

rates, with many jobs structured as short-term in nature that may not be designed to last for 90 days or more.

A key factor which impacts job retention is the ability of an individual to exhibit “soft skills” while at the workplace.

These behavioral skills, including such areas as punctuality, responsiveness, and conflict resolution, are often cited as

a main reason for either success or failure in the workplace. Employers are often willing to train individuals in spe-

cific skills needed for a job, but interpersonal skills are critical for success that individuals must exhibit upon entry

into the workforce.

Although the indicator fluctuated from FY 2013 to FY 2017, overall job retention was fairly high given the employ-

ment barriers often faced by individuals served by programs included in this measure. Close collaboration and inte-

grated services with partnering agencies provided maximum availability of resources to participants including tutor-

ing and job coaches. Another important resource to the community which promotes job retention is the availability

of day support and employment programs for individuals with disabilities. These programs promote community in-

tegration and engagement for an individual with a disability, while also providing an option for family caregivers to

consistently work outside of the home.

Stable Employment



employment

How are we doing?

https://www.fairfaxcounty.gov/health-humanservices/sites/health-humanservices/files/assets/documents/pdf/report%20cards/positive_living_web.pdf

March, 2018 13


Economic self-sufficiency and housing are inextricably linked. Obtaining and maintaining housing is a basic need which promotes family stability, a sense of community, and al-

lows individuals to focus on important issues such as employment. The reverse is true as well – without employment and other support services, housing often becomes instable particularly due to the high cost of living in Fairfax County. To move off of publicly supported housing programs, families most likely need additional services such as employment-related assistance as well as subsidies for child care, food, and medical care. Often, this continuum of safety net sup-port services is a critical component in order for families and individuals to stabilize their financial situations and be able to increase their income to a level where public assistance is no longer needed.

How are we doing?

Economic Independence

Goal: Increase successful transitions

from government safety net services to

economic independence

This indicator is a composite measure of five health and human services programs: Fairfax County Rental Program; Family Self-Sufficiency; First-Time Homebuyers; Housing Choice Voucher; and Public Housing and illustrates the im-portance of helping individuals move off of publicly-supported housing programs as a critical step in achieving greater levels of economic self-sufficiency and independence. This composite measure is based on defining a “work-eligible household” as one that includes a working age adult with no disabilities that would prevent employment. These pro-grams are examples of the types of services provided by the health and human services system and data is not repre-sentative of the county as a whole, but rather of individuals participating in public sector programs. The measure is a starting point of program data collection and is not inclusive of all programs operated through Fairfax County govern-ment.

From FY 2013 to FY 2017, the proportion of individuals served through the programs included in this composite indicator who were able to move off of a publicly-funded housing program decreased slightly to 30%. Importantly, in FY 2016 one contributing program began reviewing how to best capture accurate data for this indicator. The modification made in FY 2016 began ac-counting for those families served in third-party managed properties. As the health and human services system continues to im-prove the overall capture of consistent outcome data across all contributing programs, the number of individuals reflected in this indicator is expected to increase over time.


% of work eligible households who transition from publicly-funded housing programs* 39% (FY 2013)

9 / 23 30% (FY 2017)

155 / 524

Source: *Fairfax County Health and Human Services System Data— Programs contributing include Fairfax County Rental Program, Family Self-Sufficiency, First-Time

Homebuyers, Housing Choice Voucher, and Public Housing (DHCD).



March, 2018 14


As a health and human services system, concerted efforts are being made to connect individuals and families in housing programs with critical supportive services to strength-

en their ability to transition to self-supported housing or home ownership and decrease their reliance on public sup-port over time. Collaborative partnerships with nonprofit organizations providing supportive services are critical to strengthen the ability of individuals to gain economic self-sufficiency and retain housing once found. In general, it is a long-term and incremental process for individuals to fully exit publicly-supported housing programs.

One source of additional support focused on individuals and families transitioning from publicly-funded housing pro-grams is the Consolidated Community Funding Pool (CCFP), which contracts with local organizations to provide sup-port services to assist individuals and families decrease their reliance on public support for housing. In the FY 2017-18 funding cycle, the CCFP awarded funding to one nonprofit within the local community providing health and human services that assist in the transition to self-supported housing. In FY 2017, an additional 108 individuals were served through a CCFP-funded program. Of those persons served, 9% reported achieving the desired outcome. It is worth noting that CCFP contracted providers may vary with each two-year funding cycle.

Even when renting, challenges still exist for individuals and families in need of financial assistance, especially when they cannot meet standards concerning criminal background, credit rating, or rental history. Efforts are under way to reduce the variance across landlords in these standards so efforts to find a stable place to live are a little less difficult. Housing locators are an essential element in assisting eligible individuals to find appropriate housing that meets their income levels in an environment where affordable housing options are currently scarce.

How are we doing?

Economic Independence

Goal: Increase successful transitions

from government safety net services to

economic independence


March, 2018 15


This indicator is a composite measure of health and human services programs. Currently, only one program, Housing and Economic Support Services, contributes. This indicator illustrates the importance of helping individuals increase their knowledge of financial concepts. This program is an example of the types of services provided by the health and human services system and data is not representative of the county as a whole, but rather of individuals participating in public sector programs. The measure is a starting point of program data collection and is not inclusive of all pro-grams operated through Fairfax County government.

Financial wellness plays a significant role in the ability of a person to successfully manage their income on a daily basis. The goal of moving to self-sufficiency and becoming financially resilient is not an easy goal to achieve for many per-sons served by health and human services. Juggling the demands of day-to-day expenses with limited income is a struggle for many low-income residents; especially when limited educational backgrounds and limited English lan-guage skills can create even greater challenges to increasing their levels of understanding financial concepts.

In particular, it is common among domestic violence survivors to have had little or no ability to earn a paycheck, access family assets, and/or manage household and personal finances. Individuals leaving abusive situations have often faced isolation from family and friends, essentially being cut off from community resources and unaware of legal, so-cial and financial services available to them. Financial education, a major component of economic services, is de-signed to empower clients to be self-sufficient with their finances. This program utilizes the Allstate’s Moving Ahead Through Financial Management curriculum. This is an example of the types of financial wellness programs offered within the health and human services system. Ongoing outreach, education, and relationships with community part-ners across Fairfax County have increased referrals and improved the visibility and awareness of available services fo-cused on financial wellness.

From FY 2013 to FY 2016, this composite indicator demonstrated an increase in the number of persons served within financial wellness programs with an increased understanding of critical financial concepts. However, in FY 2017 the total number of individuals seeking housing related services from this program decreased significantly by 57%. In turn, the program’s overall success in achieving this particular outcome was significantly impacted by program service deliv-ery changes.

The Fairfax County Health and Human Services System seeks to help clients achieve their optimal level of economic self-sufficiency, acknowledging that some individuals will al-

ways require assistance due to a variety of physical, environmental, and behavioral reasons. Economic self-sufficiency and ultimately financial resiliency includes achieving financial stability; educational attainment; literacy; a stable family structure; positive health; and strong community connections. Efforts must focus on enabling more individuals and families to gain economic ground and strengthen their capacity to manage their finances.

How are we doing?

Financial Resilience

Goal: Increase individuals’ ability to be

financially resilient


% of persons with improved financial management skills* 52% (FY 2013)

87 / 167 4% (FY 2017)

3 / 78

Source: *Fairfax County Health and Human Services System Data—Programs contributing include Housing and Economic Support Services (DFS– OFWDSVS).


https://allstatefoundation.org/domestic_violence_impact.html

https://allstatefoundation.org/domestic_violence_impact.html



March, 2018 16

This program no longer provides direct services on site at Artemis House, one of two do-mestic violence shelters in the county. Individuals who once sought services for their

housing and financial needs, while residing in shelter, are being served in new ways. This change has created a shift in program priorities resulting in community based clients being the focus.

Community based clients present with various needs that are often different than those needing emergency housing services. Some may need education about budgets and credit, and others may not. Because these clients seek services over a shorter period of time, it is difficult to track just how much of education and intervention efforts truly impacts their ability to understand these financial management concepts. Future data is expected to reflect these changes and will be addressed in FY 2018 through the development of new measures that better capture the needs and outcomes of community based clients.

Regardless of the changes, the health and human services system’s strong partnerships with nonprofit organizations in the community are continuing to be built. The shared desire is to provide more educational opportunities, using real life experiences and examples, for residents to attain the skills and tools needed to become more self-sufficient and gain confidence in managing one’s finances. The benefits of such learning opportunities for acquiring financial well-ness skills are the greatest when coupled with job readiness training.

One source of additional support focused on persons improving financial management skills is the Consolidated Com-munity Funding Pool (CCFP), which contracts with local organizations to provide support services that help individuals increase their knowledge of financial concepts. In the FY 2017-18 funding cycle, the Consolidated Community Funding Pool (CCFP) awarded funding to nonprofits providing health and human services within the local community that in-crease understanding of critical financial concepts. In FY 2017, an additional 1,050 individuals were served through nine Consolidated Community Funding Pool (CCFP) funded programs. Of those persons served, 87% reported achiev-ing the desired outcomes. It is worth noting that CCFP contracted providers may vary with each two-year funding cy-cle.





How are we doing?




March, 2018 17






% of persons served with improved capacity to manage finances* 72% (FY 2013)

80/ 111 41% (FY 2017)

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Source: *Fairfax County Health and Human Services System Data—Programs contributing include Housing and Economic Support Services (DFS– OFWDSVS).


This indicator is a composite measure of health and human services programs. Currently, only one program, Housing and Economic Support Services, contributes. This indicator represents the ability of individuals to demonstrate im-proved financial management practices in their lives after completing a financial wellness course (s). This example is from the Fairfax County Office for Women and Domestic and Sexual Violence Services who help empower individuals through financial education and training. This program is an example of the types of services provided by the health and human services system and data is not representative of the county as a whole, but rather of individuals partici-pating in public sector programs. The measure is a starting point of program data collection and is not inclusive of all programs operated through Fairfax County government.

As this indicator demonstrates, survivors of domestic and sexual violence are empowered to reach their economic and housing goals through opportunities to learn and demonstrate the ability to manage their finances. Desired out-comes for participants upon course completion are to have the ability to stay on a budget, build savings, improve credit scores, and build assets. Achieving stable footing in each of these areas demonstrates the ability to understand the important relationship each area has to each other and the value of managing one’s finances.

From FY 2013 through FY 2016, participants demonstrated successful strides in putting into practice their learned fi-nancial knowledge, skills and abilities by demonstrating improved financial outcomes. However, in FY 2017 the total number of individuals seeking housing related services from this program decreased significantly by 57%. In turn, the program’s overall success in achieving this particular outcome was significantly impacted by program service delivery changes.

This program no longer provides direct services on site at Artemis House, one of two domestic violence shelters in the county. Individuals who once sought services for their housing and financial needs, while residing in shelter, are being served in new ways. This change has created a shift in program priorities resulting in community based clients being the focus.

The Fairfax County Health and Human Services System seeks to help clients achieve their optimal level of economic self-sufficiency, acknowledging that some individuals

will always require assistance due to a variety of physical, environmental, and behavioral reasons. Economic self-sufficiency and ultimately financial resiliency includes achieving financial stability; educational attainment; literacy; a stable family structure; positive health; and strong community connections. Efforts must focus on enabling more indi-viduals and families to gain economic ground and strengthen their capacity to manage their finances. It is critical that individuals and families are empowered to reach their economic and housing goals through opportunities to not only learn, but to also demonstrate the ability to manage their finances.

How are we doing?



March, 2018 18





Because community based clients present with various needs that are often different than those needing emergency housing services., overall fewer clients are specifically

seen for financial services. Most of the clients achieved at least one short-term goal, with less than half reporting im-provement in their respective financial situations. A typical scenario of success shows that the client adhered to the budget they developed; applied the concepts of needs versus wants when making purchases, resulting in a decrease in their spending or that they were able to pay down some of their debt. Clients’ level of understanding is assessed and they share their level of understanding, however; actually applying the knowledge and realizing an improvement in their financial situation is a major accomplishment, which sets them on the path towards self-sufficiency.

Regardless of the changes, the health and human services system’s strong partnerships with nonprofit organizations in the community are continuing to be built and opportunities are increasingly provided because of these strong relation-ships with community partners. The shared desire is to provide more opportunities for residents to practice the skills and tools needed to become more self-sufficient, build confidence in managing one’s finances, gain economic ground and strengthen their capacity to sustain financial wellness. Current financial education related initiatives with built in partnerships with community nonprofit organizations successfully work to empower participants enrolled within tran-sitional housing programs to reach financial goals.

One source of additional support focused on persons improving their capacity to manage finances is the Consolidated Community Funding Pool (CCFP), which contracts with local organizations to provide support services that help individ-uals practice proven financial concepts in managing their finances. In the FY 2017-18 funding cycle, the Consolidated Community Funding Pool (CCFP) awarded funding to nonprofits providing health and human services within the local community that enable an individual to better manage their finances. In FY 2017, an additional 363 individuals were served through four CCFP-funded programs. Of those persons served, 47% reported achieving the desired outcome. It is worth noting that CCFP contracted providers may vary with each two-year funding cycle.

How are we doing?



March, 2018 19


“Learning English helped me find a job that paid enough to

support my family.”

- VIEW participant

“Low– and extremely low-income families often face barriers such as poor credit and lack of

affordable child care that limits the opportunities for suitable and affordable housing .”

- Department of Management and Budget

“Low income families who have the opportunity to work and have children, need them to be cared for in an affordable, safe place. As families start to make money, then they don’t qualify for some of the benefits. [We] don’t want to keep people on public assistance forever, but want them to get up over the wall rather than just hanging on.”

- Supervisor Penny Gross

“Almost every successful person begins with two beliefs: the future can be better than the present

and I have the power to make it so.”

- Author unknown

Programs and Services Supporting Educational Attainment Goal

English Literacy Indicator: Five nonprofits providing CCFP funded programs

Programs and Services Contributing To Stable Employment Goal

Job Skills Indicator: Supplemental Nutrition Assistance Program Employment Training · Virginia Initiative for Employ-

ment not Welfare · Workforce Innovation and Opportunity Act [Adult Workers] · Workforce Innovation and Opportuni-

ty Act [Dislocated Workers]

Remain Employed Indicator: Supplemental Nutrition Assistance Program Employment Training · Virginia Initiative for

Employment not Welfare · Workforce Innovation and Opportunity Act [Unemployed / Low-Income Workers] · Work-

force Innovation and Opportunity Act [Dislocated Workers]

Programs and Services Contributing To Economic Independence Goal

Transition from Publicly-Funded Housing Programs Indicator: Fairfax County Rental Program · Family Self-Sufficiency

· First-Time Homebuyers · Housing Choice Voucher · Public Housing

Programs, Services, and Activities Contributing To Financial Resiliency Goal

Financial Management Skills Indicator: Housing and Economic Support Services

Capacity to Manage Finances Indicator: Housing and Economic Support Services

Programs and Services Supporting Stable Employment Goal

Job Skills Indicator: Fifteen nonprofits providing CCFP funded programs

Remain Employed Indicator: Eleven nonprofits providing CCFP funded programs

Programs and Services Supporting Economic Independence Goal

Transition from Publicly-Funded Housing Programs Indicator: One nonprofit providing a CCFP funded program

Programs and Services Supporting Financial Resiliency Goal

Financial Management Skills Indicator: Nine nonprofits providing CCFP funded programs

Capacity to Manage Finances Indicator: Four nonprofits providing CCFP funded programs

March, 2018 20

Our Strategies:

Three strategies cut across and support efforts within all four goals:

Develop data collection and information sharing capabilities that serve our clients, the health and human services

system, and optimize tax payer investment

Design an efficient delivery system of training and education that includes standardized vocabulary, curricula, and

proficiency benchmarks

Provide tailored transition supports to ensure client success

In the development and implementation of all three strategies, critical components include:

Common intake/assessment tools

Understanding of resources;

Shared agreements

Outcome evaluation for each of these strategies is required and will include continual review of internal and external

drivers and an assessment of impact on clients who are involved in multiple services.

Currently, the Economic Self-Sufficiency Strategic Workgroup is setting a strong foundation by working on action steps

to Provide tailored transition supports to ensure client success.

“Learning English helped me find a job that paid enough to

support my family.”

- VIEW participant

“Low– and extremely low-income families often face barriers such as poor credit and lack of

affordable child care that limits the opportunities for suitable and affordable housing .”

- Department of Management and Budget

“Low income families who have the opportunity to work and have children, need them to be cared for in an affordable, safe place. As families start to make money, then they don’t qualify for some of the benefits. [We] don’t want to keep people on public assistance forever, but want them to get up over the wall rather than just hanging on.”

- Supervisor Penny Gross

“Almost every successful person begins with two beliefs: the future can be better than the present

and I have the power to make it so.”

- Author unknown


March, 2018 21


LEGEND:

An opportunity to celebrate the significant progress made in moving toward achievement of the desired result.

An opportunity to continue to improve upon the progress made toward achievement; this reflects less progress than the opportunity to celebrate; howev-

er, positive movement has been made.

An opportunity to improve, reflecting the need for the community and Health and Human Services System to address the desired result more effectively.

The system indicators reflect a representative sampling of those persons served by health and human services within county adminis-

tered programs. Based on existing system indicator outcomes, health and human services appraises the overall system performance

in attaining the desired goal utilizing the classifications below:

Baseline: Term refers to data for “year zero” and will be used as a comparison point for future performance.

Composite: Term refers to a single data point which represents various programs and services contributing to outcomes.

Percentages on report card are composites and these are calculated by a) summing all individuals who are better off as a

result of participating in contributing programs or receiving services – this sum is the numerator; b) summing the total

number of individuals who participate in all contributing programs or receive services – this sum is the denominator; and

c) dividing numerator by denominator; i.e., composite (%) = numerator ÷ denominator.

Rounding: Figures presented as percentages are in most cases rounded to the nearest whole number percentage. Due to

rounding, percentages may not add up to 100%.

Terms and Methodology

economic self sufficiency - fairfax county 2018 2 economic self—sufficiency the county’s...

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