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HomeMy WebLinkAboutMINUTES - 06172003 - C.101 TO: BOARD OF SUPERVISORS Contra FROM: JOHN SWEETEN, County Administrator Costa DATE: JUNE 17, 2003 County SUBJECT: APPLICATIONS TO CALIFORNIA STATE ASSOCIATION OF COUNTIES (CSAC) 2002 CHALLENGE AWARDS PROGRAM SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION RECOMMENDATION: APPROVE and AUTHORIZE the Chair, Board of Supervisors, to submit seven applications to the California State Association of Counties for the 2003 Challenge Awards Program. FISCAL IMPACT: A $35.00 application fee is required for each entry, for a total cast of$245 for the seven proposed entries. This cost is budgeted in the Board of Supervisors' budget. BACKGROUND: The California State Association of Counties (CSAC) is sponsoring the CSAC Challenge Awards Program for 2003 and Contra Costa County wishes to participate in the program. The County will nominate the following seven innovative programs/projects for award consideration: Program Title Sponsoring Department 1. Challenge Team School-Based Program Probation Department 2. Homeless Outreach to Encampments Health Services Department 3. Spirit of Caring: A Children's System of Care Health Services Department 4. Meals on Wheels of Contra Costa, Inc. Health Services Department 5. Online Fleet Preventative Maintenance Scheduling General Services Department 0. Photovoltaic (Solar Panel) Cells Program General Services Department 7. Online Reverse Auction for Competitive Bidding General Services Department In submitting these applications, the County agrees to the Program requirements and responsibilities as set forth by CSAC for entering into the awards program. i CONTINUED ON ATTACHMENT: E YES SIGNATUR E RECOMMENDATION OF COUNTY ADMINISTRATOR ❑ RECO*NDATION OF BOARD COMMITTEE E APPROVE F_�OTHER SIGNATURE(S): ACTION OF BOARl3 ON .M 2003-- f APPROVED AS RECOMMENDED El OTHER El VOTE OF SUPERVISORS: I HEREBY CERTIFY THAT THIS IS A TRUE AND CORRECT COPY OF AN ACTION TAKEN AND X UNANIMOUS(ABSENT NC-4E ) ENTERED ON THE MINUTES OF THE BOARD OF AYES: NOES: SUPERVISORS ON THE DATE SHOWN. I�#A!WIN: ATTESTED: JUNE 17,2003 Contact: JULIE ENEA(925)335-1077 JOHN SWEETEN,CLERK OF THE BOARD OF SUPERVISORS AND COUNTY ADMINISTRATOR cc: County Administrator General Services Director , ,r Health Services Director By f �_- Deputy County Probation Officer 2003 C AC CHALLENGE AWARD ENTRY FORM Contra Costa County Probation Department COUNTY NAME I DEPARTMENT NAME Lionel D% ' Chatman, Juvenile Division Manager CONTACT/TITLE 50 Douglas Dr. , Suite 201 MAILING ADDRESS Martinez CA 94553 CITY STATE ZIP (925) 427-8384 PHONE EXT. (925) 427-8490 lionelchatman@prob.co.contra-costa.ca.us FAX E-MAIL TITLE OF THIS ENTRY (TO BE USED ON AWARD) Challenge Team School.-Based Program REMEMBER TO: Include the fallowing for your entry: ✓ Completed entry form ✓ Executive summary ✓ Optional submissions Send three copies plus any optional attachments/videos by Thursday, June 5, 2003 to: Julie Enea County Administrator's Office 551 Pine Street, 11'hFloor Martinez Executive Summary In anticipation of receiving the Juvenile Justice Accountability Challenge Grant I funds administrated by the California Board of Corrections, Contra Costa County funded three Deputy Probation Officer positions in 1997 to demonstrate the effectiveness of a school- based program approach. In March 1998, Contra Costa County was awarded funds by the Board of Corrections to implement a three years and four months demonstration project under Challenge Grant I known as the Challenge team school-based deputy probation officer program. Under this project, originally nine high schools were identified sampling all geographic regions of the county. In each of the selected schools, at least 100 treatment and 100 comparison youth were studied for a sample size of 400 youth in both group for the four years demonstration project. Program goals included reducing delinquent offenses; provide for higher rates of successful completion of probation and restitution requirements; improve participating students' school attendance and performance and enhance overall school safety. The collaboration among school personnel, resource officer and deputy probation officer created the school safety teams that employed a variety of preventive strategies designed to keep youth from entering or re-entering the formal juvenile justice system.. These strategies included the utilization of police diversion programs, school attendance review boards,and conflict resolution groups. Deputy Probation Officers also participated in programs such as"every fifteen minutes"and school life skills programs. The outcomes for participants included increased attendance, reductions in delinquent behavior and the seriousness of offenses for youth who re-offended. As noted the project was funded through the Board of Corrections for three years and four months at a total cost of 2,730,608, of which 2,097,822 was State of California funds. We matched that with 632,786 of federal funds. There was no net cost to the county. Of the total cost, 2,353,988 (or 86%)were for salaries and benefits. The establishment of the Challenge Grant I program created cost effective service benefits for the Juvenile Justice System and our communities as a whole, by placing deputy probation officers in the schools, this allowed much closer supervision to occur with probation wards and non-wards. In effect, requirements established by the court were adhered to better by the probationer,thus causing court terms and conditions to be completed at a higher rate. This meant greater completion of•. fine and fee payments, victim restitution payments, and less extended periods of probation. In reality, this also meant less expenditures being distributed for service programs on multiple occasions for the same probationer. This allows the departments cache of service program dollars to be expanded across a wider need of at-risk and probationary youth. Local law enforcement (diversion programs), school districts (attendance/truancy), and community service programs(improved service cost ratios) all receive the service cost benefits that come with placement of deputy probation officers on school sites. This model has proven to be successful and at the conclusion of the four years funding under Challenge Grant 1, the program continues to exist and has been expanded to select middle schools throughout the county. Presently there are eighteen(18) deputy probation officers out-stationed at various high schools and middle schools in eight(8) school districts. The program is now fielded under the California Juvenile Justice Crime Prevention Act(JJCPA)total budget is 1,957,335 dollars at no net cost to the county. The Challenge team school-based program has allowed Contra Costa County Probation to return to the basics of delinquency prevention by placing deputy probation officers more visibly in local community settings, specifically in schools. The overall goal is to continue to provide more consistent and effective probation intervention and supervision with youth and to promote safety at school sites. More specifically, the intent of deputy probation officer presence at these schools is to reduce truancy and delinquency by enforcing probation orders, school attendance, and conduct rules on campus sites. Lionel D. Chatman Juvenile Division Manager Community Programs Division 50 Douglas, Suite 201 Martinez, Ca 94553 Tele: (925)427-8384 Fax: (925) 427-8490 E-Mail: Ichatman@contra-costa.co.ca.gov 2003 C AC CHALLENGE AWARDS ENTRY FORM COUNTY NAME / DEPARTMENT NA ,E) CONTACT/TITLE 7 � u,1 MAILING ADDRESS CITY STATE ` ZIP i �\ PHONE EXT. V� FAX E-MAIL 3,C)- \'N VAZ,, r-) TITLE OF THIS ENTRY (TO BE USED ON AWARD) REMEMBER TCS: Include the fallowing for your entry: ✓ Completed entry form ✓ Executive summary ' Optional submissions Send three copies plus any optional attachments/videos by Thursday, June 5, 2003 to: Julie Enea County Administrator's Office 651 Pine Street, 11 t' Floor Martinez Contra Costa County Purchasing conductedseven on-line reverse auctions for computer equipment, realizing a direct savings of $818,000 over conventional bid processes, increasing outreach to businesses and savings weeks of staff time. The Purchasing Division of the General Services Department processes approximately 8,000 purchase orders on an annual basis for various County departments, agencies and commissions. The approximate value of this activity is over$100,000,000 per fiscal year, however more than 50% of these transactions are small, ranging from $5000 to $10,000. Traditional bid processes are time consuming for staff and frequently less effective when applied to smaller transactions. Historically there is a tremendous disparity of discounts received on smaller acquisitions compared to larger, more structured acquisitions. As a result, the County can potentially leave a great deal of money on the table in the form of discounts on small dollar value transactions. The solution was to aggregate 142 small purchases of computer equipment into seven larger procurements which were then bid on-line using a reverse auction. Online reverse auctions are emerging as a powerful e-commerce tool for sourcing professionals, with tremendous potential to quickly drive dawn prices and affording the opportunity to reach a large and extremely diverse supplier base. Participants in a reverse auction submit successively lower bids in an attempt to offer the lowest price for a particular commodity or service. More suppliers participate in online auctions than in traditional bids. The real-time feedback of the on-line auction also allows vendors to easily revise their bid as the auction proceeds. Over the seven reverse auctions, the Purchasing Division bid $2,600,000 in computer equipment and realizeddirect savings of$816,000 or approximately 31% over prices obtained using traditional bid processes. Aggregating these purchases also saved about two months of a buyer's time, or approximately $16,000 in County costs, including benefits. The County absorbed minor implementation costs, mainly for the development of specifications. All other auction costs are paid by the winning bidder in the form of a small percentage that is factored in to the cost of the vendor's overhead. In addition to the significant dollar savings, the reverse auction generated indirect benefits to the County, including: • Each on-line auction reached over 300 different firms throughout the State of California, far more than would have been reached through traditional bid notification methods. • Through the reverse auction, the Purchasing Division furthered the Board of Supervisor's goals of increased outreach to vendors seeking to do business with the County. Contact: Kevin Serenson, General Services Department, Purchasing Division, 1220 Morello ave., Suite 210, Martinez, Ca. 94553. 925-313-7326;Fax:925-313-7319;email: kbere@gsd.co.contra-costa.ca.us 2003 CSAC CHALLENGE AWARDS ENTRY FORM COUNTY NAME I DEPARTMENT NAME CONTACT/TITLE Q) MAILING ADDRESS CITY STATE ZIP PHONE EXT. 011�) "S — rA 0 S (��5�\N FAX E-MAIL C�\ Q14A S—As TITLE OF THIS ENTRY (TO BE USED ON AWARD) 3 REMEMBER TO: Include the following for your entry: ✓ Completed entry form ✓ Executive summery ✓ Optional submissions Send three copies plus any optional attachments/videos by Thursday, June 5, 2003 to: Julie Enea County Administrator's Office 659 Pine Street, 11" Floor Martinez Contra Costa County General Services Department, Building Maintenance Division, managed the installation of a photovoltaic system on a 91,000 sq. ft. County office building, and reduced energy costs, demand for energy on the statewide grid, and local air pollution. In the summer of 2001, Contra Costa County, along with the rest of California, endured rolling blackouts and skyrocketing energy prices. The Department of General Services had scored considerable success in 2000 and 2001 in reducing energy costs by replacing outdated HVAC components and installing digital controls at selected buildings. These energy retrofits had reduced energy costs by as much as 30% at some facilities. The Board of Supervisors, in their Energy Reduction Action Plan, challenged staff to go even further by investigating opportunities for alternative energy generation. In response, General Services staff evaluated the feasibility of a variety of solar energy systems and explored financial rebates that were available from PG&E and the State. Several sites were evaluated for the installation of solar systems. Eventually, two sites were selected, the Martinez Detention Facility (MDF) and a general office building at 50 Douglas Drive in Martinez. This building was selected because it uses a lot of energy, it is located in a sunny area of the county, and it has a large roof area to accommodate solar panels. The County also entered into an energy services contract with Powerlight, Inc. of Berkeley California, to provide a rooftop photovoltaic system to safely deliver electricity to both MDF and 50 Douglas. The total cost of the solar system at 50 Douglas Drive was $805,580. However, the County received $402,790 in financial incentives from PG&E, reducing project costs by half. This solar project is generating 130,076 kWh per year of electricity. The photovoltaic cells also add another layer of rooftop insulation to the building, f irther reducing energy usage by an additional 6000 kWh per year. Currently, it is estimated that the annual savings are over$20,000. The solar installation has tremendous indirect benefits as well. By using self generation, the County has reduced its draw on the Statewide energy grid. The reduction in demand occurs during the hottest summer months when demand for electricity is at its highest. Additionally,the system's output is greatest during the peak hours of each day. The solar installation also improves air duality in the County because the demand for electricity at local generating plants is reduced. Improved air quality benefits everyone, however it is a particular benefit to people with compromising health conditions,the elderly, and the children of Contra Costa.County. By implementing cutting-edge technology, Contra Costa County is buffering the effects of fluctuating energy prices, reducing dependency on utility generation sources and providing a source of power that is environmentally sound. Additional opportunities for photovoltaic, cogeneration and alternative sources of energy generation are being assessed through a comprehensive energy management study currently underway in the County. Program Contact: Steve Silveira., Administrative Services Assistant. General Services Department, 1220 Morello Avenue, Suite 200, Martinez, CA 94553. Telephone (925) 313- 7114; Fax(925)313-7108;E-Mail: ssilv@gsdco.contra-corta.ca.us 2003 C AC CHALLENGE AWARD ENTRE' FOR COUNTY NAME / DEPARTMENT NAME CONTACT/TITLE MAILING ADDRESS L-Xar CITY STATE ZIP PHONE EXT. FAX E-MAIL TITLE OF THIS ENTRY (TO BE USED ON AWARD) REMEMBER TO: Include the following for your entry: ✓ Completed entry form ✓ Executive summery ✓ Optional submissions Send three copies plus any optional attachments/videos by Thursday, June 5, 2003 to: Julie Enea County Administrators Office 651 Pine Street, 11�' Floor Martinez Contra Costa County General Services Department, Fleet Management Division, enhanced productivity and reduced customer wait time by implementing an on-line scheduling system for vehicle preventative maintenance. Approximately 320 vehicles require preventative maintenance services every month. Previously, the Fleet Management Division notified customer departments that vehicles were due for a service on the first of each month. Customers were free to bring in their vehicles at any time during the month. On some days, Fleet staff were inundated with vehicles due for service, causing delays of up to two days. At the other extreme, there were days when Fleet staff were available but had only a few vehicles to service. In addition to being inefficient for Fleet Management, the system was inefficient for customers as well. Because they could not predict how long their service would take, customers needed to arrange for a co-worker to drop them off and pick them up when the cars were serviced, a waste of staff time and vehicle miles. Centra Costa County covers over 730 square miles with County operations throughout. It can easily take up to one hour to travel from the eastern and western perimeters to the Fleet Center in Martinez. The Fleet Management .Division enlisted the help of General Services Information Technology staff to improve this process. An on-line, interactive scheduling system for preventative maintenance, which is accessed via the County intranet was developed. Customers can view available appointments on a calendar, make a reservation and have the reservation confirmed. This system preserves the convenience of the old system but offers much more predictability Page 1 of 2 5 regarding the duration of the service. It also allows Fleet management to control the quantity and frequency of appointments, improving the ability to plan and schedule work. The total cost of the project was $2,000, including staff time and a simple script that was downloaded from the internet. By far, the greatest savings to the County is that customers now have the option of traveling alone to appointments for vehicle maintenance, knowing the wait will be approximately one hour. The new appointment system has produced direct savings in customer wast time and vehicle mileage, estimated at$2,600 a month. Customer departments realize other benefits under the new system. Greater predictability in the scheduling and duration of appointments allows departments to better plan for the use of vehicles. Now maintenance services can be scheduled for times when demand for a particular piece of equipment is low, and customers know when the equipment will be back in use. This is a real benefit to departments such as Public 'Works that assign work crews to certain types of equipment. The on-line scheduling system has also improved efficiency at the Fleet division. Managers can allocate staff to services and other jobs in advance. Costs associated with downtime and with backlog,primarily overtime, are significantly reduced. Based on all of the positive feedback that the Fleet Division has received from its customers, on-line scheduling is an unqualified success. Program Contact. Steve Silveira, Administrative Services Assistant. General Services Department, 1220 Morello Avenue, Suite 200, Martinez, CA 94553. Telephone (925) 313- 7114; Fax(925) 313-7108; E-Mail. ssilv@gsd.co.contra-costa.ca.us Page 2 of 2 2003 + SAC CHALLENGE AWARDS ENTRY FORM Contra Costa County COUNTY NAME / DEPARTMENT NAME Cynthia Helon L.C.S.W. Director of Homeless Program CONTACT/TITLE 597 Center Ave. #355 MAILING ADDRESS Martinez CA 94553 CITY STATE ZIP 925-313--6736 PHONE EXT, 925 -313-6761 FAX E-MAIL Homeless Outreach. Project to Encampments TITLE OF THIS ENTRY (TO BE USED ON AWARD) REMEMBER TO: Include the following for your entry: ✓ Completed entry form ✓ Executive summary ✓ Optional submissions Send three copies plus any optional attachments/videos by Thursday, June 5, 2003 to: Julie Enea County Administrator's Office 651 Pine Street, 11th Floor Martinez Phoenix Programs, Inc. Homeless Encampment Outreach Project Qverview The Homeless Encampment Outreach Project,an innovative,consumer-based program;designed to minimize suffering,and reduce the number of chronically homeless in Contra Costa County. Problem or Challenee Chronically homeless individuals in Contra Costa County face a variety of barriers to effective care, some systemic and some personal. Lack of effective programming and communication across service systems and across agencies has led to poor outcomes and continued homelessness for many people who have co-occurring disorders of mental illness, substance abuse and/or medical diagnoses. Needing services from multiple mainstream treatment programs as well as housing and support services from the homeless service system,the chronic homeless population too often fails to get the comprehensive and integrated care they need in order to exit homelessness. Programs are often inaccessible to the chronically homeless. Complicated application procedures and entry requirements are another systemic barrier to care for the target population. Service programs often have 6 month waiting lists and require weekly phone calls to maintain one's position on the list; and require identification and other paperwork that many homeless people do not have.In addition, keeping the appointments and interviews necessary to obtain services and housing is difficult for people living in isolated encampments,without resources,and far from transportation routes. Homeless men and women exhibit a diminished capacity to care for themselves: Those who have become so alienated from society as to create hovels in the hills live on the deepest edge of survival. Their capacity to recognize the chronic or serious nature of the illnesses with which they live has been diminished by the brutal nature of daily survival demands,and by long-term addictions to harmful substances. Solution One of the primary goals of Project HOPE was to create trusting and meaningful relationships with homeless men and women,particularly those suffering from mental illness. The outreach teams provided intensive,ongoing support to homeless individuals living in areas not meant for human habitation and encampments,while helping them access a wide range of services,including transition into emergency shelters or long-term housing situations. An important step in creating strong trusting relationships was consistent visits to homeless men and women in their encampments.This resulted in providing mental health services in their environment which was familiar and comfortable to these men and women. This approach has helped create a successful and effective approach for dealing with a population known to be extremely resistant and skeptical of outside help and participation in traditional services. A secondary goal of the project was to provide services on demand whenever possible. Because of the difficulty in transportation and in accessing conventional cominunicat on systems,such as telephones, it was necessary for the outreach team to bring,needed supplies such as food,hygiene products,and bedding into the field. It was also necessary to have a seamless line of communication when working to get someone into a shelter bed or detox facility. In addition,the outreach team often became a means of transportation to medical facilities,Department of Motor Vehicles for ID cards and Social Security offices. The outreach team has to consistently work to creating linkages between agencies and departments that often disagree on policy and procedure. The outreach team learned to work effectively with local law enforcement agencies and local business,quickly responding to areas in which homeless men and women create problems for residents and business owners,teaming with law enforcement becoming an alternative to citation/incarceration. A third goal developed during the project was the need to educate and present the existence and needs of this population.This is being accomplished through educational presentations to Community Groups,Law Enforcement Agencies,and Local Governments, as well as State,National,and International professional presentations. Bjdget/Costs/Savi The project was funded by a grant from the Substance Abuse and Mental Health Services Administration. The grant funding for 2002-2003 was for$297,000 The project remained within budget.Donations of food,hygiene products and clothing were developed through educational presentations to community schools and inter-faith organizations.This has resulted in the formation of several annual collections,to be distributed to homeless,creating a positive relationship between homeless individuals and community members. Results Since the project began,February 1,2002,more than 2400 homeless men and women were contacted. Many of whom were referred to Phoenix Multi-Service Centers where they can access showers,do laundry,attend mental health/substance abuse groups,pursue job development, gaining access and advocacy to benefit services. Since the project began,there have been more than 1500 visits to the multi-service centers as a direct result of Project HOPE involvement. In addition,Project HOPE placed 133 individuals in shelter or detox beds. Contact Cynthia Belon,LCSW Don Brown Office of Homeless Services Virginia Lucbetti,Ed.D. Contra Costa County Phoenix Programs,Inc. 1875 Willlow Pass Road,Suite 300 Concord,CA 94520 OIQ!L0_A2J SUhMissiOft Audio-visual documentary on CD. Homeless Encampment Outreach Project Contra Costa County Data collected between February 1,2002 and May 27,2003 Male 11830 1770/0 plumber of Homeless People Contacted: 2387 :E Female 1557 2301° �thn�et�y , Caucasian 1246 53% US Citizen 1985 96% African-American 758 33% Not a US citizen 80 4% Hispanic 2911___ 12% Green card 2 0.10% Native American 18 1% Visa 2 0.10% Pacific Islander 6 0.26% total 12069 Middle Eastern 4 0.17% No response 318 Asian-American 6 0.26% [ ': r• total 2329 .. ....... .......... No Response 53 <25years 89 610 26-35years 234 17% 36-45years 515 38% Veteran 165 14% 46-55years 424 3101° Vietnam Era 68 6% 56-65years 96 Talo Combat 44 4% 66-75years 12 1% Receiving Veteran Benefits 37 3010 total 1370 Not a veteran 905 74% Ino response 1062 total 1219 No response 1 1141 ? izir HS Diploma 571 44% No HS Diploma 479 37% No Insurance 718 67% Some College 102 8% Basic Adult Care 1081 10°10 AA I 1 1% Medi-Cal 184 17% Tech/Voc 9 1010 Medi-Care 21 gala Batchelor's Deg. 18 1010 VA Medical Insurance 40 4% Master Deg. 3 0.23% total 1071 Ph.D./MD 1 0.08% No R.es nse 1265 Refused to answer 1 1091 10.06% total 1303 iisaia a No Response 1084 Alcohol 792 Marijuana .336 �iiFzie1€ # i Crack 213 Parole 83 Methamphetamine 198 Probation 172 Cocaine 112 Pending Justice Action 63 Heroin 1101 Required to Register 45 Crank 120 Previous Action 179 Hallucinogens 13 Refused to answer 242 total** 1174 total*** 435 no res onse L 1135 Nomsponse 1646 Homeless Encampment Outreach Project Contra Costa County Data collected between February 1,2002 and May 27,2003 Referred to MSC 2282 0-6 months 303 2810 Active Listening 5851 7 mos-11mos 49 5% Hygiene frit 619 l yr-5yrs 543 51% Food 483 6yrs-10yrs 138 13% Clothing 292 11-15 s 15 1010 Transportation 73 16-20yrs 10 1% Shelter Bed21-40yrs 9 1% H59 Sleeping Bag total 1067 No Response 1.320 Antioch 258t__ Oakley 11 Bay oint 79 Orinda I Brentwood 14 Pacheco 52 Cla on 23 Pinole 8 Concord 666 Pittsburg 335 Danville 2 Pleasant Hill 18 El Cerrito 51 Richmond 504 El Sobrante 6 Rodeo 14 Lafayette 4 San Pablo l 30 Martinez 1721 Walnut Creek 4 Moraga 1 AIDS Carpal Tunnel Joint Injuries Anemia Deaf Ln us Arthritis Dental Problems Paralysis Asthma Diabetes Pneumonia Back in'ury Epilepsy Pre ncy Bone fractures Graves Disease Prosthetic leg Broken bones Head Injury Seizures Bronchitis Hepatitis A,B,C Stab wounds Bullet wounds Hi blood pressure Thyroid Condition Cancer HIV Tuberculosis Heart Condition Hypertension Ulcers **Total equals number of individuals who report substance abuse--many individuals use one or more substances. ***Total equals number of individuals who report criminal justice activity--many individuals report more than one activity. f ' 2003 CSACCHALLENGE AWARDS ENTRY FORM Contra Costa County/Health Services- Public Health COUNTY NAME / DEPARTMENT NAME A. Paul Kraintz/Public Health Division Administrator CONTACT/TITLE 597 Center Avenue, Suite 200 MAKING ADDRESS Martinez CA 04553 CITY STATE ZIP 9253136717 PHONE EXT. 9253136721 pkraintzf hsd.co.contra-costa.c ,. ,V S FAX E-MAIL Meals on Wheels of Contra Costa Inc. TITLE OF THIS ENTRY (TO BE USED ON AWAIT) REMEMBER TO: Include the following for your entry: ✓ Completed entry form ✓ Executive summary ✓ Optional submissions Send three copies plus any optional attachments/videos by Thursday, June 5, 2003 to: Julie Enea County Administrator's Office 651 Pine Street, 11 th Floor Martinez f Meals on Wheels of Contra Costa, Inc. 2003 CSAC Challenge Awards Executive Summary A. Overview: Two County managers founded a private non-profit agency that now subsidizes 100,000 additional Meals on Wheels delivered to the residences of homebound elders in Contra Costa County annually. B. Problem or Challenge: Waiting lists for Meals on Wheels services in Contra Costa County in the late 1980's typically ranged from 50 to 150 homebound elders per day. This equates to 2,500 meals a month, or 30,000 meals annually, that could not be provided for lack of adequate funding. To qualify to received Meals on Wheels or be placed on a waiting list for these services,potential clients must be 50+ years of age,homebound, and have no other viable means of receiving a nutritious daily meal. Denying timely service to such individuals can pose a serious health risk,place an enormous burden on their families, and/or result in more costly government interventions. Since the early 1980's, Meals on Wheels services have been delivered in Contra Costa County through a countywide network of private non-profit organizations working under contracts with the County Heath Services Department—Public Health Division. These regional contractors coordinate client intake and meal delivery services. County Health Services, having managed the federal/state Title III Older American's Act Senior Nutrition Program since its inception in 1974, provides overall program administration., procures program meals and monitors program services delivery. Federal and state funding flow through the local Area Agency on Aging, administered by the County Employment &Human Services Department, which has an interdepartmental agreement with County Health Services. Congress added Home Delivered (Meals on Wheels) services to the Older American's Act Senior Nutrition Program as part of its 1980 amendments to the act. No substantial fundraising efforts were being undertaken or contemplated in 1989 to respond to the ever widening gap between available public funding and a growing demand for Meals on Wheels services. Prospects in 1989 for increased government funding for Meals on Wheels in the foreseeable fixture appeared bleak. The County's non-profit partners felt unable to undertake significant fundraising dedicated to alleviating program waiting lists for fear of diminishing returns realized from fundraising efforts necessary to support their own agencies. A public bias against government-sponsored fundraising on behalf of program services prevented any substantial direct fundraising by the County Health Services Department, C. Solution: Chronically frustrated by their inability to meet the needs of all homebound elders seeking Meals on Wheels services in Contra Costa County, Senior Nutrition Program Director A. Paul Kraintz, and Office on Aging Director Robert M. Sessler joined together in 1990 as the "incorporators" founding a new charitable non-profit 1 Meals on Wheels of Contra Costa, Inc. 2003 CSAC Challenge Awards Executive Summary corporation that would become Meals on Wheels of Contra Costa, Inc. Its purpose would be to subsidize the purchase of additional meals delivered to homebound elders through the County Home Delivered(Meals on Wheels) Program. Meals on Wheels of Contra Costa staffing would be entirely donated or volunteer, insuring the maximum possible share of fundraising revenues be directed towards purchasing meals. Preparation and processing of the initial corporate and tax exempt status paperwork was partially accomplished through donated County staff time. The incorporators loaned personal funds to cover the costs associated with legal filings, and legal consultation was obtained pro-bona from local private attorneys. To alleviate concerns over competition for precious fundraising dollars, the incorporators invited each non- profit Meals on Wheels service delivery contractor to be represented on the Board of Directors of the new organization. The senior citizen based County Advisory Council on Aging and Senior Nutrition Program Advisory Council were also represented. Private industry representatives would be added later. D. Budzet/SavingslCosts: For most of the 13 year existence of Meals on Wheels of Contra Costa, the incremental cost that needed to be raised from private sector contributors to provide an additional meal has been $1.50 or less. This is true thanks to the generous voluntary contributions from program clients towards the cost of their meals, and to a small per meal subsidy from the United States Department of Agriculture, as well as to the 350 +volunteers who deliver our 250,000+ annual meals. Fundraising and administrative overhead costs have been 7%or less since 1990. E. Results: In its first year of operation, Meals on Wheels of Contra Costa raised and contributed $2,000 to subsidize an estimated 1,300+meals. From 1990 through the present, the organization has raised and contributed$802,000 to subsidize an estimated 518,000 additional meals delivered to the residences of homebound elders countywide. In calendar year 2003, the organization will contribute $200,000 to subsidize 100,000 meals, which equates to an average 400 additional meals per day. We project that, during calendar year 2004, total contributions to the program by Meals on Wheels of Contra Costa will exceed $1 million providing, which will have provided 650,000 additional meals for homebound elders in Contra Costa County since 1990. F. Contact: A. Paul Kraintz, Senior Nutrition Program Director, 597 Center Avenue, Suite 200, Martinez, CA. 94553 mailto:plcraintza hsd.co.contra-costa.ca.us Ph: 925-313-6717, Fax: 925-313-5721 2 SPIRIT OF CARING A CHILDREN 'S SYSTEM OF CARE ��GrCt �� Cardtiy 2003 CSAC CHALLENGE AWARDS CONTRA COSTA COUNTY CHILDREN'S MENTAL HEALTH Contra Costa County's System of Care Spirit of Caring 2003 CSAC Challenge Awards Table of Contents I. Executive Summary II. Eery Form III. Attachments a. ECCO Recognition b. Recognition letter from CMHS c. Federal CMHS Grant Community Visit Report d. Excerpt from Contra Costa County's Directors' Report e. Preliminary Analysis of the Children's System of Care f. Mobile Response Team brochure �. �' �' Y WILLIAM B. WALKER, M.D. HEALTH COSTA EALTN SERyicES DtR€cTOR DONNA M. WIGAND, LCSW MENTAL HEALTH MENTAL HEALTH DiR€CTOR y� � SPIRIT OF CARING CONTRA COSTA Program Administration 2425 9isso Lane, Suite 280 HEALTH SERVICES Concord, California 94520 Ph (925) 646-5118 EX—e tLy- SumA!I Fax (925) 646-5115 A. Overview The Spirit of Caring provides integrated,cost-effective Wraparound mental health services to seriously emotionally disturbed (SED)children, strengthening families and helping to prevent out-of-home placement. B. Problem SED children requiring intensive mental health treatment have traditionally been removed from their homes and placed in hospitals and residential facilities, disrupting families and placing a heavy financial burden on California's health care system. Contra Costa County identified those children most at risk and designed The Spirit of Caring to address children and families' unique treatment needs through a System of Care approach. C. Solutions Established in 1999, the Spirit of Caring provides a comprehensive spectrum of mental health services designed to reduce the number of SED children removed from their homes and placed in restrictive and costly residential settings. The key service components of the Spirit of Caring are the Wraparound Program and the Mobile Response Team (MRT). These services are provided within the framework of a larger countywide System of Care that involves all of the public child-serving agencies in Contra Costa County as well as family members. The Wraparound Program emphasizes family involvement, mobilization of community and family support systems, and individualized, culturally competent services that focus on the clients'and families' strengths. Wraparound is designed to provide flexible, family-centered, non-traditional services to SED children in their homes and communities, preventing acute crisis and subsequent placement in a restrictive inpatient or residential setting.Through SMART Teams—regional interagency teams that help families identify their service needs and support them throughout their treatment—we are able to integrate services across agencies, reduce duplication of services,and effectively meet the needs of our clients. + Contra Costa Community Substance Abuse Services + Contra Costa Emergency Medical Services + Contra Costa Environmental Health • Contra Costa Health Plan • Contra Costa Hazardous Materials Programs +Contra Costa Mental Health • Contra Costa Public Health + Contra Costa Regional Medical Center + Contra Costa Health Centers + The Mobile Response Team (MRT)provides emergency response to children and families with the goal of preventing acute psychiatric hospitalization. The MRT's innovative service delivery model employs clinically trained staff along with Family Partners, trained family members who provide support and advocacy to the family throughout the mental health crisis and on an ongoing basis. D. Budget/Costs/Savi cis The Spirit of Caring is funded through grants from the Substance Abuse and Mental Health Services Administration (SAMHSA)and the State Department of Mental Health (DMH). The program operates within budget and regularly explores opportunities for sustainable funding. Faced with a 50% cut in this year's State System of Care Grant from DMH, the Spirit of Caring has made sustainability a high priority. The comprehensive, community-based nature of the Spirit of Caring has resulted in significant cost savings. For example, in a study of 130 Spirit of Caring clients, a shift from costly inpatient and residential services to outpatient services resulted in an overall cost avoidance of approximately$480,000 for over a six-month period (including both Medi-Cal and non-Medi-Cal costs). Similarly, a decrease in higher-level group home costs resulted in an overall cost avoidance of approximately$185,000 for the six month period examined. The estimated mental health cost avoidance per client was shown to be 24%of total costs, or 43%of System of Care costs. E. Results An analysis of these same 130 ethnically diverse children enrolled in the Spirit of Caring project compared pre-enrollment data with follow-up data gathered between July and December 2002. The analysis showed a decrease in the average number of days spent in high level (RCL 12 and 14)group homes from 14.6 days to 6.4 days and in psychiatric hospitals from 4.9 days to 0.1 days. There was also a decrease in the average number of days spent in Day Treatment programs from 39.7 days to 23.9 days. Finally,clients studied showed a decrease in felony and misdemeanor arrests and an increase in school attendance. F. Proiect Contact Ruth Ormsby, Principal Investigator Phone: 925-957-5125 1340 Arnold Drive, Suite 400 Email: rormsby@ahsd.co.contra-costa.ca.us Martinez, CA 94553 2 x T R Y P 0 R 003 CSAC CHALLENGE AWARDS ENTRY FORS Spirit of Caring, Children's System of Care/Department of Health Services COUNTY NAME / DEPARTMENT NAME Muth Ormsby, LC W, Program Chief, Children's Mental Health Program CONTACT/TITLE 1340 Arnold Drive, Suite 200 MAILING ADDRESS Walnut Creek CA 94553 CITY STATE ZIP (925) 957-5124 PHONE EXT. (925) 957-5156 Lbooker@hsd.co.contra-costa.ca.us FAX E-MAIL - "Spirit of Caring", A Children's System of Care TITLE OF THIS ENTRY (TO BE USED ON AWARD) - REMEMBER TO: Include the following for your entry: ✓ Completed entry form ✓ Executive summary ✓ Optional submissions Sere three copies plus any optional attachments/videos by Thursday, June 5, 2403 to: Julie Enea County Administrator's Office 651 Pine Street, 11th Floor Martinez A T T A C N M 6 N T S Contra Codi County's Systema of Care Shit Of Caring 2003 CAC Challenge Awards Attachments Attachment is The 2002 Excellence in Community Communications and Outreach Recognitions: this award was given at the National SAMHSA/'CMHS Grant Community Conference for the development of our integrated Juvenile Justice/Mental Health sub-system and for our video (enclosed) "The System of Care Makes Sense in California„ Attachment 2: Recognition letter from Harvey Stone, Director of Communications for the National Center for Mental Health Services Attachment 3: Federal Grant Community Visit Report: this is a report from the Federal Site Review team that evaluated Contra Costa County's Spirit of wring in February 2003 Attachment 4: Article from the Contra Costa County Director's Report that describes the successful Federal Community Visit Attachment 5: Presentation: Preliminary Analysis of the Children's System of Care, prepared by the CCC Children's Mental Health Research and Evaluation unit Attachment 6: Brochure for the Spirit of wring Mobile Response Team A E C C 0 R 6 C 0 G N 1 R 1 0 N t 2002 Excellence in Community Communications and outreach (ECCO) Recognition program Recipients EXCELLENCE IN MEDIA OUTREACH Bronze Recognition COMPASS Celebration, COMPASS Project, Jackson, MS Silver Recognition Outdoor Advertising-Billboards, PACT 4 Families Collaborative, Willmar, MN Gold Recognition Putting Kids Firsts Newspaper Insert, Partnership with Families, St Charles, MO COMMUNITY OUTREACH: PARENTS & OTHER CAREGIVERS Bronze Recognition (Tie) ONE System of Care, Smoky Mountain Center for MH/DD/SAS, Sylva,.NC May is Mental Health Awareness Month-Family&Community Planning Toolkit, Colorado Cornerstone Initiative, Denver, CO Silver Recognition NC FACES Handbook for Parents, NC FACES, Raleigh, NC Gold Recognition 2-1-1 Parent Help line Public Service Billboards, The Children's Board of Hillsborough County, Tampa, FL COMMUNITY OUTREACH: CHILDREN AND YOUTH Bronze Recognition WCC Youth Initiative Public Service Announcement Project,Worcester Community of Care, Worcester, MA Silver Recognition (Tie) Animal Friends-Fun Wheel, Sault Ste. Marie Tribe of Chippewa Indians, Sault Ste. Marie, MI _ 3how Me U-Care poster,Tennessee Voices for C-if1drem-Nashville, TN Gold Recognition Its All About"U"- Student Materials, Community Connections for Families, Pittsburgh, PA 1 EXCELLENCE IN VIDEO PRODUCTION Bronze Recognition The System of Care Makes Sense in California, Contra Costa County Children's Mental Health, Concord, CA Silver Recognition "Erasing the Stigma" TVC Youth Outreach Video, Tennessee Voices for Children, Nashville, TN Gold Recognition 2-1-1 Parent Helpline TV PSAs, The Children's Board of Hillsborough County, Tampa, FL EXCELLENCE IN OTHER COMMUNICATIONS INITIATIVES Bronze Recognition CARE NH Communications Toolbox, CARE NH, Concord, NH Silver Recognition Happy Baby Children's Book, PACT 4 Families Collaborative, Willmar, MN Gold Recognition "Same Things Do Change" campaign slogan t-shirts, Families First& Foremost, Lincoln, NE 2002 'EXCELLENCE IN COMMUNITY COMMUNICATIONS AND OUTREACH BEST OF SHOW It's All About"U" - Student Materials, Community Connections for Families, Pittsburgh, PA 3 B R E C 0 C N 1 T 1 0 N L E T T E R May 28, 2003 Rich Weisgal Project Director Contra Costa County-Spirit of Caring 2425 Bisso Lane, Suite 280 Concord, CA 94520 .Dear Mr. Weisgal, Congratulations! Excerpts from The System of Care Makes Sense for California, your organization's video submission to the Caring for Every Child's Mental Health Campaign 2002 Excellence in Community Communications and Outreach(ECMO)Awards, are now featured in a collection of video clips that highlight youth and their families in System of Care communities. This 10-minute presentation of video highlights will preview at the June 3-6, 2003 System of Care Community Meeting: "Bridging the Divide for Youth with Co-Occurring Substance Abuse/Serious Emotional Disorders and Their Families Within Systems of Care". For more information and the agenda for this System of Care Community Meeting please visit www.systemsofcare.net, click on "What's New" and then click on the first entry, "Technical Assistance Partnership for Child and Family Mental Health System of Care Community Meeting, June 3-6, 2003, Tulsa, OK. We look forward to your participation at the meeting and the opportunity to share stories of your successes with your fellow System of Care communities. Please contact, Scott LaLonde at the Caring for Every Child's Mental Health Campaign; 202/331-9816 if you have any questions about the video presentation. Thank you again for sharing your excellent materials with the Campaign! Hardy Stone Director of Communications Center for Mental Health Services C P C 6 0 D M R 0 A N L 1 C T M Y H V S 1 C S R � A T N R T 6 P 0 R T COMPREHENSIVE COMMUNITY MENTAL HEALTH SERVICES FOR CHILDREN ANIS THEIR:FAMILIES PROGRAM Child, Adolescent and Family Branch Center for Mental Health Services Substance Abuse and Mental health Services Administration U.S. Department of Health and Human Services GRANT COMMUNITY'VISIT REPORT Project Dame: Spirit of Caring Project Principle Investigator: Ruth C rnisby Project Location: Contra Costa County, California Date of Visit: February 3 --5, 2003 Grant Community Visit Team: Project Officer: .fill Erickson Peer Mentor: Alfredo Aguirre Family Specialist: Emmett Dennis Project Officer (SF): Lisa Rubenstein Visit Coordinator: Scott Bryant-Comstock Back,ground and Purpose for the Federal Community Visit Federal visits to communities that are funded through. the Comprehensive, Community Mental Health Services for Children and Their Families Program routinely occur in the second and fourth year,to help deternnnine the status.ofproject ii nplefnentation. The visits provide opportunities for the grant community to highlight policies and practices that are most effected by their implementation activities, and to demonstrate the.full breadth and scope of their work in developing a community-based system of care for children and adolesceuts,with serious emotional disturbance and their families.,This was a fourth year visit,and was designed to assess.project growth.aud development from the second year visit. Project Overview The Spirit of Caring project is designed to implement system enlnancennents,to forge a cornprehensive, integrated system of care for children with serious emotional disorders. In order to do this the project is focusing its effort in the areas of'policy policy and governance; information infrastructure; deepening wraparound orientation of the system of care; creating a flexible crisis response capacity; and expanding cornniunity/consumer empowerment and cultural competence of the system of care. The project builds upon a pre-exi:stiniz systems of care initiative funded by the State ofCaliforrua. I. GOALS OF THE PROTECT • 11-;nprove client functioning and well--being. Challen,Qes + The Site visit team was unclear how probation wards are being referred for service (e.g., consistent with state of California wraparound initiative 163). + Apparently, there was an error in the data transmission of December 2002, which showed 0% enrollment of Hispanic children. Recommendations + The Spirit of Caring project is encouraged to focus attention ori its work with probation to increase use of wraparound services for probation wards as an alternative to more restrictive placements. + Intake through substance abuse, courts, schools, and primary health court be increased. III. CHILD AND FAIMILY SERVICES/SUPPORTS The Contra Costa Spirit of Caring has available to the families it serves a comprehensive array of services through a variety of child+aand family -serving agencies. Services observed during the site visit included regionalized community naental health clinics, mobile response teanns, family partners, local service partners and SMART teams. Strengths + The Mobile Response component of the service array has developed significantly since the last site visit. Mobile response has redefined itself to include;a pre-crisis function in the hope of diverting the need for more intensive care. Family partners are an integral,part of the mobile response functiozn. The mobile response component Inas achieved an 88% success rate in averting more restrictive placements. The site is exploring ways to regionalize mobile response to improve response tiara ; + The Youth Services Bureau has a strong connection with the schools. One of the facilitators for the project is a school psychologist which is a strength for:the project. This is.Indicative of the effort to integrate systems of care thinking into the community of providers serving families enrolled in the project. ♦ There is evidence of a strong effort irn West Comity to bring together traditional clinical staff and staff vvho provide wraparound services. Challenges + The SMART teams in the three regions of the county are reflecting more collaboration. The site team witnessed positive growth in this regard from the last site visit." + Public Health is a prominent partner in promoting the success of the Spirit of Caring Project. + Spirit of Caring agency partners engage in strategic thinking about extending systems of care implementation efforts beyond Contra Costa County. Challenjzes + The site recognizes the challenge of educating and training staff throughout the system on wraparound. This is and will continue to be a lengthy effort that will require persistence and dedication on the part of those who have embraced wraparound philosophy as a cornerstone of developing a comprehensive system of care. Recommendations + The Policy Council is encouraged to look at strategies for capitalizing on areas of influence to help promote the Spirit of Caring Initiative. The project is encouraged to conduct a cross-system presentation of system c " off'care development efforts to the policy forum as part of a continuing education effort: + The Policy Council is encouraged to play a prominent role in developing strategies to respond to the AB 3632 (mental health) cash flaw crisis. The project is encouraged to begin writing about their experience with developing systems of care in Contra Cgsta County. {ether conimiln�ties across the nation could benefit from "lessons learned"from this grant community. V. FISCAL MANAGEMENT The Spirit of Caring Pro.]ect enjoys the support of the highest level of county governinent. There is ample evidence that key deoisionniakers want to see this effort continue beyond the life of the grant. That level of support will be critical as the project faces the challenge of developing sustainability plans in the face of sevre local and state budget problems. with African-Ainerican families. ♦ The project is very sensitive to the translation needs of families. t Family involvement of Spanish speaking leadership in the community is strong. ♦ The mission staternent for the project is well integrated, family centered and strength-based. r Cultural competence is an integral part of the best practice training offered to service providers. Challenges ♦ The site recognizes the challenge of making wraparound relevant to Southeast Asian populations. An example of the challenge before then. will be the traaaslation of documents and materials into Lao, and finding translators for clinical interventions with the many Asian languages represented in the county. Recommendations a' The Spirit of Caring project is`to be commended for their seamless integration of cultural competence into the fabric of the grant project effort. ♦ The Spirit of Caring project is encouraged to capitalize on the wrap initiative for the Southeast Asian project as a "Best.Practice" development opportunity'that can be shared with other corm-nunities across the nation. VII. FAMILY INVOLVEMENT It was-evident to reviewers during the visit that the integration of the Family partners as partners in the grant project (which was excellent at the second year site visit) has only gotten better. Staff from across the project conligpe to state that the family partners are indeed the "heart and soul" of the project. Strengths + The Spirit of Caring project is encouraged to explore the development of an independent family organization. VIII. PUBLIC EDUCATION/SOCIAL MARKETING CAMPAIGN The social marketing effort has grown significantly since the last site visit. The project benefits froze a blend of marketing expertise from consultants in the Bay Area with a high level of involvement from both clinical and fancily involvement staff. Strengths + The project has developed a strong direction with tie social marketing effort over the past two years. They have identified excellent talent to help there develop a focus on sustainability. + The project does an excellent job of developing strong relationships among system partners and naenrbers of the community. + Family involvement in project social marketing efforts is clearly evident and is an integral component. Recommendations + The project is encouraged to conduct cross-plarunng with the San Francisco site for social marketing efforts and across the state with the California caucus, + The project is encouraged to increase the linkages between the outcome data that is emerging with their social marketing efforts. +► The project is encouraged to increase the amount of"message testing" with the clients being served by the project. ZX. EVALUATION There are numerous strengths of the evaluation component of the Spirit of Caring project. The project takes evaluation seriously and showed ample eVidehce of thouglitftfl, comprehensive thinking about how evaluation could be an integral tool to helping improve services offered to fannilies in Contra Costa County. 1 t Recommendations The site review team found the chants reviewed somewhat difficult to follow. The project is encouraged to review chart organization protocols from other grant sites for possible organization ideas. + The project is encouraged to consider requiring the addition of safety plans to all charts. XI. SUMMARY STATEMENT AND RECOMMENDATIONS The Spirit of Caring project is achieving excellence in all areas of project development. The site visit team witnessed numerous examples of dramatic growth_from the previous visit in 2001,. Many of the efforts that were beginning to be initiated two years ago have flourished. The marketing plan shows significant promise at many different levels. There is promise in developing a convincing message for sustainability; a convincing message to help shape future policy among systenn partners; and a convincing message to help boost staff morale. Project staff and system partners alike are very articulate of how they see the work they are doing will ultimately lead to an improved system of care for children and fannilies. One of the enjoyable aspects of the visit for the site review team was observing an excellent group of young staff and middle managers who hold great promise of being the next generation of leaders in human services in Contra Costa County. The project is encouraged to continue developing these rising stars. With so much positive work taking place in the Spirit of Caring project, the site visit team strongly encourages any and all opportunities for sharing project experiences with other grant communities in California and throughout the nation. D gT p Y T g F p 0 � 11l � C � 0 T N R R $ A A R C p 0 � T R pR April is Earthquake Preparedness Month April is Earthquake Preparedness Month,aimed at encquraging Californians ' ern to get"Ready to Ride it Out"before the next earthquake hits.By preparing for earthquake,we are also preparing for all hazards we may face in Contra Costa County.They include events such as extreme weather,flooding,dam failure, landslides,wiidland fire,hazardous materials incidents including accidental industrial releases,transportation and pipeline accidents,other technological incidents, terrorism and more.After a disaster,we can expect injuries,delays in getting help from first responders, roadclosures,utility outages, building damages,evacuations or shelter-in-place orders,shortages of food,gas and emergency supplies and psychological effects.To prepare for these situa- tions,the State Office of Emergency Services recommends developing and practicing a plan for how your family will meet;arranging out-of-area phone contact numbers;conducting a hazard survey and stocking water,food,radio,flash light and first aid supplies. Remember,we are all disaster service workerg, so we musf be prepared to stay at work or to return to work during an emergency. For more information about hazards and how to prepare for disasters, visit http://ccpuOlichealth.org orcall ourEmergency Preparedness/vManagerDan Guerra(925)646-4492 orcal!(925) 370-5187. New Employee Emergency Hotline: (925) 646-9011 How will you know whereto report if there's an emergency requiring all Health workers,who are considered first responders,to report to work? We now have a new hotline–(925)646-90111—that will be activated when there's an emergency. It will provide instructions on which employees should report to work and where they should go. Review Cares Children's Mental health Program High Marks The Spirit of Caring, our Children's Mental Health program fu_hded by a six-year federal grant, recently had an outstand- ing review from the federal Substance Abuse and Mental Health Services Administration. The program has made significant progress toward its goals,which include developing acountywide System of Care to more effectively meet he mental health needs of children and families.Through partnerships with Children and Family Services, Probation, Public Health, Education,Alcohol and Other Drugs,Community Services.and Regional Center,the Spirit of Caring has developed a"wraparound"approach that provides flexible,family-centered,strengths-based and culturally competent services.This approach means services are now more available to troubled children in their schools and homes and through other programs.,Families are now full participants in the treatment planning process.The Spirit of Caring's strong family involvement at all levels of the system of care,the integration of community-based organizations and the success of Seneca Center's Mobile Response Team,which provides 24 hour,seven-day a week crisis intervention and an alternate to acute psychiatric hospitalization for children;were noted as exemplary among the 63 grant sites across the US.Congratulations to Ruth Ormsby, Principal lnvestigator and Chief of Children's Mental Health,Rich Weisgal, Prgject Director, Kathy Davison and Susan Waters,Family Involvement Co-Coordinators, Lisa Booker,Training and Technical Assistance Coordinator and 2elma Gander Don-Sing,Evaluator. - For more information, contact Rich Weisgal at(925)646-5120. April is Alcohol Awareness Month: give Children a Chance -- End Underage Drinking! The National Council on Alcoholism and Drug Dependence(NCADD)annual campaign to raise public.awareness about alcoholism and other alcohol-related problem focuses this year on encouraging local communities to reduce underage drinking. Research has shown that underage drinking is a factor in nearly half of all teen automobile crashes and is the leading cause of death among teenagers.Alcoholism also affects a wide circle of people,including family,relatives,, friends,employers and others and is.linked to many of America's most difficult social problems. Our Alcohol and Cather Drugs Services Division invites Contra Costans to observe an alcohol-free weekend April 4-6 and join activities in our communities,including free,confidential alcohol screenings at Pinole Alberstons,San Pablo Supermarket,Richmond Health Center,Bay point Family Health Center,Los Medanos College, North Richmond Mufticultural/Sr,Citizens'Center and,Discovery Counseling Center in San Ramon:The Alcohol and Other Drugs Advisory Board will be receiving an Alcohol Awareness Month Proclamation from the Bdard of Supervisors on April 8. For more information, visit www.cchealth.org or contactAmy Chao at(925)313-6636 for local Activities information. Page 6-Director's Report April 2003 6 P C R b E 1 L 6 1 0 M R 1 6 N N A $ R Y g A Y N $ p T L 6 y M $ 0 � F S C F p B \� © ^\�\ ` :d E *%,-� >% 0 E r E La 2 somwmm u &— rO CL CL 2 CD OVANAMM C: 0 0 Q) ro .w. 4ftj 0 2 ..b. now 2 C: E 0 —.;C_j E E rq 0 \�\ . . . . . . . . . . . . . . . . . . . . . . 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