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An
Overview of Oregon Adult & Family Services
Beginning in
1998...
Adult & Family Services continues to
be recognized as the country's welfare reform leader. Its success comes
from seven years of continuous experimentation and change in the polices
under which it works, its philosophy and its culture.
AFS achievements are evident in Oregon’s
welfare statistics: a 55% reduction in Oregon welfare families since April
1994, accomplished not by forcing people. out of the program, but
by moving them to employment or other resources such as child support.
More than 1,800 clients find work each month and they earn an average
of $6.57 an hour. Nine-tenths of them are off welfare 18 months later.
Many initiatives contributed to the AFS success. All of them have
evolved over the past seven years. in response to new ideas
from AFS staff and information gathered through the AFS system of Performance
Measures.
The 1998 Status
of AFS Initiatives
The AES “Self-Sufficiency
Strategy;” Oregon's strategy of focusing on client self-sufficiency
(rather than the distribution at benefits) is firmly instilled in the division.
Workers have adopted the belief that all clients are capable of making
strides towards self-sufficiency, and primary job of AFS is to assist them
reaching their goals.
Local Partnerships:
Crucial to the success of the self-sufficiency strategy is the network
of community partnerships built up since 1990. Across the state, local
public and private organizations work together to plan how services
are delivered in their area. As part of their ongoing planning process.
these groups are now developing and expanding resources to address new
client needs.
Many partners. such as community colleges
and JTPA agencies. directly provide services to clients, ranging
from basic education to help with job search. Representatives of these
service providers often take an active role in working with AFS case managers
to monitor a clients progress.
The AFS Cultural
Change: Along with the change in strategy the culture
of the organization has undergone a major shift. Within the framework of
agreed-upon principles and goals, workers are empowered to shape
branch operations: most decision making has been transferred to the
branch level, where teams of workers decide how best to do their jobs and
help clients.
Risk-taking is encouraged and supported.
Creative ways to solve problems are solicited from all workers. and
lines or communication to Executive Staff are open, so staff can convey
their ideas and concerns.
AFS considers itself a learning organization;
new methods (usually devised by workers) are frequently put into action
after minimal planning and bureaucratic processing. Results are tracked
and analyzed, and modifications made where necessary. As new results come
inand are evaluated, the process of change continues.
Oregon's Welfare
Reform Program: The "Oregon Option' welfare reform waivers were
implemented in July 1996. These waivers. the most far-reaching at the time
allow AFS to require all clients to participate in self-suffieiency activities.,
including alcohol, drug or mental health treatment. Penalties For noncompliance
are strengthened. Also teen parents are required to complere their high-school
education and live in a safe supervised environment. And the state’s. public-private,
on-the-job training program, JOBS Plus has now been expanded to the entire
state.
When federal welfare reform was enacted
in August l996, Oregon was allowed to continue operating under the Oregon
Option, for the most -part. The state did have to adopt provisions
limiting benefits Far non-citizens,. and Food Stamp work requirements for
clients with out children.
In the past year APS has Oregon Option.
Among them is an up-front process CO provide services and assistance Co
applicants so they can avoid welfare.
New Initiatives
Change continues at AFS; we are always
identifying areas in need of creative solutions among the newest efforts:
“Harder
to Serve Clients” As the caseload shrinks, many of those left
on welfare have more serious barriers to employment. AFS and its partners
are looking at new ways of helping these clients make whatever progress
is possible toward self-sufficiency.
Employment Retention
and Advancements: Because so many clients are entering the workforce.
AFS and its partners are developing services to help them remain on the
job and advance to better positions.
Domestic Violence:
More than half of the families on welfare have domestic violence issues.
AFS has established partnerships locally and statewide with domestic-violence
advocacy and service organizations. and has taken a number of steps to
provide specialized services and support of abused woman and their families.
Prevention:
Among the contributors to welfare dependence and other social problems
are teen pregnancy and juvenile crime.. AFS is becoming active in
ongoing prevention efforts on both fronts and encouraging local planning
groups to devise specialized initiatives in their areas.
Family Case Management:
AFS case managers strive to look at the needs of all Family members and
connect the to appropriate services, rather than considering only the needs
of the head of the household. This Improves the stability of the family
and helps them reach their goals. |
