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HomeMy WebLinkAboutMINUTES - 10142008 - D.1 t Contra Ct Costa 'TO: BOARD OF SUPERVISORS >`° County FROM: Family and Human Services Committee DATE: October 14, 2008 .i SUBJECT: CCFUTURE FUND — REPORT ON 1ST YEAR RESULTS SPECIFIC REQUEST(S) OR RECOMMENDATIONS(S) & BACKGROUND AND JUSTIFICATION RECOMMENDATION ACCEPT Fiscal Year (FY) 2007/08 Year-End Reports from the following CCFuture Fund Grantees: Employment & Human Services Department (Welcome Home Baby), We Care Services for Children, La Clinica de la Raza, and Mt. Diablo Unified School District, as recommended by the Family and Human Services Committee. CONTINUED ON ATTACHMENT: X YES SIGNATURE: . RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE _X—APPROVE OTHER SIGNATURE(S): Supervisor Susan A. Bonilla isor Mary N. Piepho ACTION OF BOARD ONAPPROVED AS RECOMMENDED Y OTHER.o ACCEPTED the Reports and DIRECTED the Chair, Board of Supervisors forward a copy to Assemblyman Mark DeSaulnier. VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A I UNANIMOUS (ABSENT -z ) TRUE AND CORRECT COPY OF AN AYES: NOES: ACTION TAKEN AND ENTERED ON THE ABSENT: ABSTAIN: MINUTES OF THE BOARD OF SUPERVISORS ON THE DATE SHOWN. Source: Robert Calkins,CDBG Program Manager (925) 335-7220 ATTESTED Prig. Dept. Community Development - CDBG DAVID TWA, CLERK OF cc: County Administrator- Sansoe THE BOA OF SUPERVISORS AND C N §TRATOR B EPUTY FISCALJMPACT No General Fund impact. CCFuture Funds are generated from the transient occupancy tax (TOT)from the Renaissance/Club Sport Hotel in the unincorporated Contra Costa Centre area. BACKGROUND/REASONS FOR RECOMMENDATION The CCFuture Fund was created in 2003 when the Board of Supervisors earmarked the transient occupancy tax (TOT)from the Renaissance/Club Sport Hotel in the unincorporated Contra Costa Centre area for early intervention and prevention programs that reduce high cost crisis/safety net services. The mission of the CCFuture Fund is to: invest in programs and services that are results-based, family-oriented, collaborative, and available at critical points in the lives of children and families, thereby improving family functioning and reducing the high costs of dependency. In January 2004, the Board,approved criteria for selecting programs for CCFuture Fund grants and program evaluation requirements, and designated the County's Community Development Block Grant (CDBG) program, operated out of the Department of Conservation and Development (DCD), as the grant administrator. On August 15, 2005, DCD issued a Request for Proposals (RFP) for the CCFuture Fund. Seven agencies were ultimately selected to receive CCFuture Fund grants, although one agency withdrew during the Planning Phase, and two other agencies were unable to successfully complete the requirements for continued funding. Criteria for Selecting Programs for CCFuture Fund Grants: The Board adopted criteria for selecting agencies includes the following: ➢ Community and Family-Focused Services — demonstrates knowledge of potential barriers to services (such as transportation, lack.of information or cultural differences) experienced by families and has ability to provide accessible services tailored to the individual needs of famiiies. ➢ Results Accountability-demonstrates achievement of program goals and measurable improvements in the lives of children and families served by the program and a method for documenting the logical connection between provided services and avoided costly crisis interventions services and negative outcomes. Data collected should reflect improved outcomes consistent with Contra Costa Children's Report Card. ➢ Integrated and Collaborative Services — demonstrates a "systematic" approach to achieving improved outcomes for children including evidence of effective partnerships with other agencies serving the same families, providing similar services, or providing related and essential services, thereby avoiding costly inefficiencies,fragmentation and duplications. ➢ Maximize, Leverage and Align Funding = demonstrates an understanding of the importance of creating diversified funding sources for prevention and early interventions services and knowledge of how to leverage or braid eligible categorical dollars and private funds to maximize dollars available for prevention and early intervention programs;is pursuing necessary relationships and implementing appropriate program documentation to expand eligibility for categorical state and federal dollars. ➢ .Data-Driven Service:Delivery Planning—.demonstrates knowledge of best practices and well-researched data analysis that is used to guide development of new services and improvement of existing services. Each grantee developed a Logic Model/Theory of Change as well as an.Evaluation Plan. The required deliverables included: 1. Develop, for DCD approval, a program Logic Model /Theory of Change that addressed the following questions: • Target population: Whom will the program serve? How many people will be served? • Treatment/Program Assumptions: What is the target population needs and wants?What are the assumptions about how best to meet the population's needs and wants? What sources of information will you rely on to arrive at these treatment assumptions? • Inputs: What program resources, services, and activities will be allocated to serving this population? What is the cost of a service unit? • Outputs: What program activities,-services, events, and types of services will the population receive to achieve improved outcomes? How many different services will be provided each client served? How often will clients receive these expected services? What is the average cost per serving a client? • Outcomes/results: What changes are expected to seen in the target population over what timeframe of receiving these program services and supports? What is the cost of serving a client who successfully achieved the expected outcome? • External Factors: What environmental or other factors could influence the success or reduce the possibilities for achieving the expected results with the target population served? 2. Develop, for DCD approval, an Evaluation Plan that showed how a grantee will: • Document how well the proposed Theory of Change is implemented. • Track how many people received services, the mix of services each received, and the average number of services each client received by client type/profile. • Identify how many/what percent of the total number of people served achieved improved outcomes. • Calculate the Program's Social Return on Investment. First Year Results: Staff has received.and evaluated the FY 2007/08 Year-End Performance Reports from the four grantees that successfully completed the first year of implementation. In summary, over 1,200 families and children were provided services during the year;the grantees were successful in leveraging over$760,000 for their programs; and the grantees were able to substantiate a Social Return on Investment(SROI) of between $5 - $7 million (see Exhibit A— Summary Performance Table). The grantees' accomplishments are more fully described in Exhibit B (an Executive Summary is included with each report). Family and Human Service Committee Recommendation: At the September 22, 2008, Family and Human Services (FHS) Committee meeting, the grantees presented a powerpoint presentation summarizing the results of the first year of operations. In addition, the FHS Committee reviewed the written performance reports submitted by each grantee. Attachments: Exhibit A - Summary Performance Table Exhibit B - 1"Year Performance Reports (Executive Summary Only) Exhibit C - Powerpoint Presentation EXxi$1� A a� O O y a U O i d N .� O Zvi U v' CA p N aD a- r y a Q G I G U N sv+ 0 O N N v > U c�.a `n N O D U 'n C Kf {� •p oVa O ve U ?� ed a� °� °� ami � � .s� � � ° °,,_' o ... _� © �, °� %O y •� U'` � ,.' � ca Cl C3 o N W . c� 0 0 0 c? opo on o N eq Ll A a a ao`no (;O:j C� W tn Cd tA Q', M D, y M D\ N ^ � i ow •° 3 � ° "U W rig tn LA O U q ^cid +cn '� O to q�j N ::I ctS O,• ° o U O O a� ca 0 o v a 3 En N U. �. to ,p U O cC O „U, ct3 i, a 8 O N N U N O O ca � � •� �. U m a� RS -fl l '� CCFuture Fund 2007-2008 4r Quarter Report J", Y 218" 2 It Takes A Village j i Jj a project of Aspira et / Welcome Haeme Baby- Contra Costa County A. Executive Summary Welcome,Home Baby(WHB)is a comprehensive home visiting program that provides individualized support, education, assessments, and referrals to first time parents in Contra Costa County. The WHB project, "It Takes A Village", is funded in part by CC Futures, and is designed to serve families in the Monument Community. This is a target population that is primarily young, immigrant, Spanish-speaking and poor. Paraprofessionals, known as Family Support Specialists, meet with parents in their homes for up to three years to provide services that focus on 10 vital areas known to be related to healthy child development and optimal family functioning. Breakdowns in any of these . critical areas can be extremely costly to the child, family, and society at large. The Family Support Specialists-work . with the families to achieve short-term goals that can have long-lasting impact. The focus areas are:, *Primary Health Care *Substance Abuse *Family Planning *Domestic Violence *Developmental Delays *Basic Needs. *Post Partum Depression *Social Isolation *Parent Education *Literacy While providing vital services to these new parents is the basis of the project, considerable effort also is being directed at examining who the program serves, how the program works,if the program objectives are achieved, and if providing the services results in a Social Return on Investment(SRO1). During the first year of the project, 161 families received some level of service and 766 home visits were completed. A variety of factors indicate that these young families,without intervention,should be considered"high-risk"for potential,negative outcomes. Mother less than 21 years old 35% Family income of less than$15,000/year 54%_ • Less than high school education(Mother) 65% • English not the primary language 82% Results from the first year of the project suggest that WHB services are having a positive impact in each of the focus areas. Families have established primary medical homes and have been educated regarding emergency room use and available alternatives. Parents are demonstrating an understanding of the importance of spacing pregnancies. Families are increasing their self-sufficiency by becoming acquainted with and utilizing community resources. As needed, parents and babies are being referred for specialized help related to developmental delays, maternal depression, substance abuse and domestic violence. The families are following through with opportunities to learn parenting skills and enroll in ESL classes. Notable achievements during the first year include: • Infants with medical coverage 100% • Infants with primary medical home 100% • Immunizations up-to-date 100%- • Read regularly to baby 94% • Birth Control 89% • Library Card 80% In addition,this project was designed to assess the potential cost savings and/or cost avoidance in two areas with notoriously high public costs; emergency room usage and child welfare services. The results suggest that providing these services to first-time parents has a positive impact in both areas with a substantial Social Return on Investment.(SRO1)..-:The families in the project had significantly fewer emergency room visits for their infants than expected with a potential cost avoidance of approximately$50,000. There also was a reduced incidence of referrals to child welfare as compared to established base rates. This reduction results in a projected cost avoidance that ranges from $75,000 to over half a million dollars. Overall, it appears that this home visitation program for first-time parents generates beneficial outcomes for babies and families along with significant cost savings. Executive Summary For the past year, the CCFuture Fund has enabled We Care Services for Children to provide crucial mental health services to Monument Corridor area young children and their families. Through an intensive array of therapeutic services, we tackle the significant needs of children under 6 from the community's most at-risk families. From the depressed mother whose son *wasn't eating and wasn't playing with her, to the toddler whose severe abuse at the hands of her biological mother left her father desperate and confused, we focused on strengthening,the parent-child relationship. By including numerous treatment options, we address the kind of behavioral and developmental problems associated with high community cost over the first 18 years Of a child's life. The research supporting both our model and our results show that if left untreated, future costs in the areas of Special Education, CFS involvement, Foster'Care, and Juvenile Justice are staggering. The children who have completed this program already represent a savings of nearly $100,000 for our community. These, and other families nearing completion, have shown changes in generations-long patterns of problems. We're having significant success this year. We had anticipated serving 8-10 of the highest-need children, and we ended the year with 17 completed or ongoing cases. We promised 400 hours of service and delivered twice that much. All of this was achieved in a c'ommunity where mental health treatment often carries considerable stigma. With many more children showing significant gains and yet to complete our program, the Contra Costa Future-Fund investment will continue to.produce profound results. WILaChnica.... 4 ,5 y p: d I +S La Clinica Monument Childhood Asthma Management Program . 2007 -2008 Project Results Presented to the Contra Costa Futures Fund July 15, 2008 2007 -2008 REPORT La Clinica de La Raza, Inc. Childhood Asthma Management Program Executive Stimmary The overall goal of the Children's Asthma Management Project at La Clinica de La Raza, Inc. (La Clinica) is to reduce the negative consequences of uncontrol]ed asthma, specifically asthma- related hospitalizations and emergency room (ER) visits as well as asthma-related school absenteeism amongst low-income Latino children in the Monument Corridor community of central Contra Costa. The program has three main components: (I) Improving La Clinica providers' knowledge and skills to properly diagnose and manage pediatric asthma; (2) Increasing knowledge and skills of patients, families and schools in managing asthma and preventing acute incidents; and (3) Increasing community awareness and education around asthma and asthma prevention. In Year 1 we served 31 pediatric asthmatic patients, of which almost all were Spanish-speaking and low-income. Half were uninsured. Patients were provided with a full spectrum of high quality preventive services including Asthma Action Plans,-flu vaccinations, controller medications, clinical health education, asthma management classes and in-home assessments. We were able to reduce acute incidents amongst our first cohort of patients, resulting in $20,000 in immediate public cost savings. However, we estimate the long-term Social Return on Investment for this.program could be approximately $1,000,000 as patients and families, as a result of the education and training they receive;continue to effectively self-manage their asthma for years beyond the time period of program implementation, thereby avoiding future acute incidents and keeping their condition from reaching the severity levels typical of low-income Latino asthmatic children who do not receive proper preventive care. CC Future Fund Year End Report 2007-08 Mt. Diablo Collaborative for Academics, Recreation and Enrichment for Students (CARES) Children Learning to Change the World!. . ,� • plAg� � O t Gr\�afen Learning To Chan a The Wo�d� 9 � 5 • Prepared by: Jamie Harris, Senior Associate Hatchuel Tabernik & Associates CCFuture Fund Year End Report 2007-08: Mt. Diablo CARES Mt. Diablo CARES - Teaching our children to change the world! Executive-Summary The Mt. Diablo.Collaborative for Academics, Recreation and Enrichment for Students (CARES) after- school program had 2 very successful first year of Implementation of our CC Future Fund grant. We reached our overall service targets and achieved all but two of our objectives. We are still waiting for students' standardized test scores and school day attendance data,which we anticipate demonstrating over $4,000,000 in social return on investment. At present, we can show a social return of$2,170,082 in child care cost savings and averted health care costs. Most Importantly, CARES is making a real difference in the lives of the children, their families and our community. Background. The Mt. Diablo CARES after-school program was created in 1999 as part of the School District response to a Nrarieq of pressing community needs. In close partnership with Ambrose Recreation and Parks District and Concord Communiq & Recreation.Services, CARES serves 16 schools within the district through a program model that addresses the many facets of children's social and academic development. All CARES programs InI ii clude academic III c support, arts and enrichment, health and nutrition education, sports and fitness, youth development and service learning,and family literacy events. The. CARES Collaborative and program is widely recognized as a best model in the Bay Area. We have used the CC Future Fund to design an expanded CARES programs at five schools in the Monument Corridor,where most children lack access-to critical ritical support services and extra-curricular enrichment opportunities: Cambridge, Fair Oaks,Meadow Homes and Ygnacio Talley Elementary Schools and Oak Grove Middle School. Programs at these five schools have enhanced their individualized academic support, opportunities for youth leadership, and activities that encourage physical health and nutrition. In addition, the CC Future Fund provided support for an in-depth evaluation that not only documents,program,success and related social value,but contributes to continuous program improvement: CARES Children and Youth. In the 2007-08 school year, CC Future Fund CARES sites served a total of 993 children and youth, of which 793 met our-threshold.of 50 days or more of attendance. We served slightly more males than females, 54% 46%. The English Learner population was 64% Participant Demographics, by overall. The percentage of students designated as Ethnicity having Special Needs was under 10% at most sites,. P Other, The majority (72%) of CARES students are Asian/ 2% Latino; the full ethnic breakdown of our students white, 7% is shown to the right. African Evaluation Highlights. By providing a safe, American, structured, enriching after school learning 10% Latino, environment, CARES is making a difference. By 72% the,end of the 2007-08 school year, the majority of CARES students had improved their academics, social and leadership skills, and physical fitness. Please note that standardized test data and school- day attendance is not available until September, at which point we will provide a report addendum. CCFuture Fund Year End Report 2007-08: Mt. Diablo CARES Students improved their homework — Teachers reported that 65% of children improved in turning in homework, and in completing it to the teacher's satisfaction. Similarly, 84% of students reported that the after-school program helped them do better with their homework. • Students irnproved their glades —The maj,orin, of students who'had a C or lower the Fall increased at least one grade by Spring. This was true for 65% of students in English/ Language Arts and 57% in Math. • Students improved their academic behavior—Teachers reported that 76% of students showed unproved confidence nl learning, and over 60% improved in leadership and attentiveness in class. • Students improved their social skills —90% of students felt that CARES helped them make choices to stay,out of trouble, and about 75% reported that it helped them get along with others and make friends with students who were different from them. • Students improved their physical fitness—When students first took the Fitnessgram to test their physical fitness, only 5% scored as "fit" in all sir areas:tested. When we re-tested them in June, 68% had improved to reach their target fitness zone in at least one area. As of July 2008,we are happy to report over $2,352,600 in averted costs of childcare and health- related complications. Once the district data is available,we will be able to calculate the additional revenue and averted costs of academic improvement and increased attendance, estimated,to be over $2,000,000. A detailed breakdown of the research and calculations used for CARES social return on investment are included in the full evaluation report. In summary, the returncomes from: After-School Care— CARES recorded 111,725 after-school attendances in 2007-08. This represents a savings of$754,137 to CARES families who would have otherwise paid out of pocket for childcare. It also represents$1,155,105 in government savings for parents who could not afford fter:rchoo/prro,ram.r provide children and youth care and would potentially have used state-subsidized not only witb academic.uoport, but a sgfe, childcare. Together, the averted costs of after-school nurfurin,en»ironment that can heo holster care equal$1,909,242. social and emotional development, critical to academic.rucress. Furfiher, afterrdvol offers • Improved Health and Fitness —The Fitnessgram ,students vital enrichment activities that they showed.that 95%of CARES clients were outside the might not othernvire have access to, such a.r ar7, fitness zone in at least one area, and that 68°iu showed mucic, world cultures and.por7.r that can improved physical fitness in one or more categories.As motivate and engage them during the regular CARES sen7ed 793 high dosage children,we would school day, leading to improved academic expect 753 (95/o) to be outside the fitness zone, and perfomaiur and success. 512 of those (68%) to have'unproved their health and -- Afterschool Alliance Issue Brief No. fitness during the course of the year.At $866 per child, 31,Februal)7 2008 this represents a total averted cost of$443,392. To calculate social return on investment (SROI),we also needed to identify the costs of providing services. This includes the cost to run core programming at these five sites ($659,506) plus the $100,000 from the CC Future Fund for the enhanced academic, youth leadership, health and nutrition, and evaluation activities. At this point,CARES can report an SROI of$1,593,128. That is almost$16.00 for every dollar invested. Once we have the district academic and attendance data, we expect that SROI to at least double! EXKIBI� C CCFuture'Fund CCFuture`Fund Year End Report Mission Statement OUCy 1,2007-,June 3q,2008) (Presenters. Bo6 Calkins,Cancra costa County "Invest in programs and services that are Zerma Gani6,sDonSing,WercomeNome Baby results-based,family-oriented, coffaborative, (Pete Cardwell We Care Senices for C6irdren Vigra Lujon,La Crinua de fa Paza and availa6le at critical points to the Watt(Fragoso,910VS(D/City of Concord lives of children andfamities, Paurdyand.9rumansetvicesCommittee thereby improving family functioning and Septem6er22,2008 reducing the High costs of dependency." Chair. SupervisorSusanq.Bonilra 91tem6er. Supennior9lfary9V.Tip6o CCFuture(Fund CCFuture(Fund Tfistory (Funding * Originally created in 2003 to 100%of Transient Occupancy Tax Agencies received CCFuture Fund Funding: * RFP issued in 2005 =450,000 for Planning Phase(FY 2006/07) 20 applications received to develop Theory of Change, Logic Model and Evaluation Plan t Board of Supervisors approved allocating funds to seven nonprofit agencies +$100,000 for Implementation Phase e Three agencies were unable to complete CCFuture (FY 2007/08) Fund requirements Lo Four agencies successfully completed 16'Year CCFuture(Furter 7ndividtlaCPresentations It Takes a Village CCFuture Fund 2007—2008 Year End Update A project of AspiraNet t Welcome Home Baby 1 O k!y Ug s ,fir $ F : sN , RAM r�. Blissful iii Ste.- rag •.�k, hal -� .'� �� '��{ � `k StressfulCOEA '� �m s 2 y. � Y R *S7 Welcome Home Baby ! What is Welcome Home Baby,, SuPPo ^8f yM i 4 r '•Educations '� •Assessment k' � ��`��� ,M�, •Referrals � � 1Y N. Focus Arens' '� ' i t Takes a V�Ilag , Pr�mnryHealth Care f y Fnmily Planning 1Stiyear Developmental Delays v 'Ott.�Partun 'Depression ', Pnrent Education ;, 61 f al Substnnce Abuse Domestic Violence ° = ' mit eeds': •SacmF ualat,on = 766 HOME VISITS ' 'Lite`rncy F - 3 Prole of the 161 FtrsY Time Motheis Served by ``It Takes-a Village } � Y 0 a t{ i T July 1 2007 June 30 2008 �. : Average Age 23 years k-Young Teen Mothers(<17yo) 21 �T - �'� � Born m the US 22% lJsling=birth control 4 Hispanium c B3% _ :for pregnancy;}{ English as Primary Language 18% F , Less than High School Education 65% i ; t r f } � 1 0.0." t ?t Read to #heir baby r more �r�mary Medlca4l Home 3 5ti'mes o� {, 4 v Immunizations �' t J i - ';• � '4 S4 400 040 .000 ° lower than expected j { z - $50`000-&N Costsflof chid neg�lect & � J � �� _{ _ Child Welfare Services jx{' abuse 62'.5% fewerrefeerals than 1 $103 754 017 492'' expected ` r�$75,000, $500,000 Savings,, 4 t t + 1 Net Benefit+ = _ - 1 1 1 � - 1 � 3 f J y � x to� f 4 4 t $.2,1.9.3,000 We Care Services For R r �- wa ChildrenM „�mSS f Monument , y Corridor Program0. a, t �w 2 We Care Services For = We Care Services For Children a:< Children ;5 N " ti 'Aggression -Anxiety Intensive Mental Health - • Y Treatment Services -Depression VMV � � n W f 3 5 Wx We Care Services For We Care Services For -m Children, `= Children tt ; •Intense Assessment + N" Hope t •Individual Parent/Child, Family Therapy �� F We Care Services For Children r., 3ti55Success x s x ; We Care Services For We Care Services For Children A"' Children *Research-Based , 9$5 saved for every . $98,840 dollar spent in early intervention ' a 6 We Care Services For We Care Services For Children Children Monument $500,000 au Corridor ` � Program Lr S M1 1 A• 'Y } K. H La Clinics de La ,Raza, Inc. La Clinics de La Raza . Provides primary healthcare to over 45,000 underserved,culturally diverse residents Children's Asthma Management across the Bay Area Program at La Clinical Monument: . La Clinica Monument serves 3,000 patients Program Results from 07-08 annually primarily from Monument Corridor Presentation to the Contra costa County Family and Human services area of central Contra Costa Committee - La Chnica.1 WLa Clinica. Why did we start the Children's Asthma Management Program? How does Ourprogram work? . 9 ` The public cost burden of uncontrolled pediatric asthma • Three main components • Repeat hospitalizations • Improve physician practice • Repeat Emergency Room visits • Improve patient self management •School absences •Increase community awareness and advocacy around asthma prevention t a Clinical. ` La Clinica. 7 :_Year 1 participants `' Case Study: Giovanni . 4 year old asthmatic • We served 31 asthmatic children and . Mother is a recent immigrant, Spanish their families speaking • > 90% Latino . In the year prior to enrolling in program, • > 90% Spanish-speaking Giovanni went to CCRMC and John Muir • > 90% under 150% of poverty level Emergency Room 5 times for his asthma. • 50% uninsured - ' 'W a Clinica. =- La Clinica. How did the program help? The results As a result of enrolling in the program Giovanni and his ■ Since receiving the full dosage of services, family received: Giovanni has not been back to the Asthma Action Plan Emergency Room . Controller medications NUa . Flu vaccination . Clinical health education ° . Asthma management class . In-home assessment to identify and remove indoor asthma trigger WLa Chnica.1 ILa Clinics Social Return on Investment— Social Return on Investment— Short Term Long Term . As a result of serving Giovanni and the . We estimated the cost of adverse events other 30 program participants: that would have occurred if our patients' ■Total adverse events were reduced in Y1 asthma had remained uncontrolled - and allowed to grow more severe—throughout ■Immediate public savings of > $20,000 their childhoods. . We estimate that these costs could have exceeded $1,000,000. �. La Clinica. La Cliniea. 8 Mt. Diablo CARES Children Learning to Change the (collaborative for Academics;Recreation&Enrichment for World Students) After School Programs What do we do? Teaching Our Children to Change the World —Academic support and 1t o Ao o intervention 3 —Arts and enrichment R ,,,,,,�14mF. —Health and nutrition education, sports and fitness activities _ °•,.R e.5 —Youth development, F.." Leadership and Service Clubs Where CC Futures Fund is Helping Who is Changing the World? To Change the world? Elementary Schools �993 students � I�"� • Cambridge �` i 54%males and 46% • Fair Oaks N female. • Meadow Homes • Ygnacio Valley • X64%English Learner r w, . � 4,10%Special Education. Middle School • Oak Grove ,72%Hispanic How CC Futures Fund Academics Changes the World? Changing the world These programs have enhanced; z,> • individualized academic support • increased opportunities for positive social relationships 2" youth leadership opportunities tom, • Expand physical health and nutrition. • 651%of students in Language Arts and 57%in Math who had e C or lower • support for an in-depth evaluation. increased at least one grade by Spring. • 65%improved turning in homework and completing homework to the teacher's ' - satisfaction. • 84% of teachers reported that the after-school program helped students do better with their homework 9 Health and Nutrition Youth Leadership Changing the world Changing the world —75%improved —5%of students in the confidence in learning fitness zone —50%improved in leadership and attentiveness in class. 68%of students o e t —90/o make choices to i_ s improved stay out of trouble 80%improved kx students social I��• interaction with others. Success Story Data to Evaluate SROI f School day attendance. School Social Behavior Scales �,.i. Fall and spring grades collected from classroom teachers. FITNESSGRAM results a' Day in the Life/Food Preference Nutrition Jose Surveys. First grade to fourth grade reading level. Social Return On Investment (SROI) Mt. Diablo CARES Savings $4,352,634 After School Program Children: Cost of Five sites 759,506 Have a Voice Have Choice TOTAL SROI $3,593,128 "Children Learn to Change the World" 10 CC`Future'Fund CCIFuture`Fund Summary of 1`T Year Results Total#of families/children served: 1,202 Total Cost Questions and Comments County CCFuture Fund: $375,000 Leverage Funds: $770,000 Social Return on Investment:$5-$7 million 11