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HomeMy WebLinkAboutMINUTES - 03132007 - C.103 C— ) FHS #92 �- TO: BOARD OF SUPERVISORS SE _� _ Contra CostaFROM: Family and Human Services Committee x -,,,� DATE: March 13, 2006 °STA COU- County SUBJECT: CCFUTURE FUND — REPORT ON PROGRESS OF GRANTEES SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION RECOMMENDATION: 1. ACCEPT reports from the CCFuture Fund grantees on the development of their Theory of Change/Logic Models as recommended by the Family and Human Services Committee, and 2. DIRECT staff to return to the FHS Committee in June 2007 to report on each grantee's progress in developing an Evaluation Plan as recommended by the Family and Human Services Committee, and 3. DIRECT staff to provide regular progress reports to the FHS on the progress/success of each grantee's program during the Implementation phase (FY 2007/08 and FY 2008/09) as recommended. FISCAL IMPACT: CCFuture Funds are generated from the transient occupancy tax from the Renaissance/Club Sport Hotel in the unincorporated Contra Costa Centre area. CONTINUED ON ATTACHMENT: x YES SIGNA URE: RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE APPROVE OTHER ti SIGNATURE(S): Federal Glover,Chair Susan Bonilla, Member ACTION OF BOARD ON APPROVED AS RECOMMENDED OTHER VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A TRUE AND CORRECT COPY OF AN ACTION TAKEN AND ENTERED ON MINUTES OF ItTHE BOARD OF SUPERVISORS ON THE DATE SHOWN. UNANIMOUS(ABSENT ) AYES: NOES: ABSENT: ABSTAIN: Contact: Dorothy Sansoe(5-1009) cc: Community Services Department ATTESTED �v County AdministrationJOHN CULLEN,CLERK O THE BOAR OFSUPERVISORS BY: O t 1 DEPUTY Page 2 of 3 BACKGROUND/REASONS FOR RECOMMENDATION The CCFuture Fund was created in 2003 when the Board of Supervisors (Board), on the recommendation of former Supervisor DeSaulnier, earmarked a portion of 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. The County Community Development Department's (CDD) Community Development Block Grant(CDBG) program staff was designated grant administrator. Request for Proposals: On August 15, 2005, CDD issued a Request for Proposals (RFP)for the CCFuture Fund. This RFP was mailed to the CDBG interested party list,which,for this purpose, also included agencies on the City of Concord's CDBG mailing list(this first cycle of funding was targeted to programs that support children in families living in the Monument Corridor area of Concord). A press release announcing the availability of funds was also provided to the various news agencies covering Contra Costa County. Applications from 18 agencies were received by the November 10 deadline and applicant interviews were conducted on November 17, 2005. Criteria for Selecting Programs for CCFuture Fund Grants: The Board adopted criteria for selecting agencies includes the following: CCFuture Fund will support service delivery systems characterized by: ➢ 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 families. ➢ 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. Selection of Grantees: On December 5, 2005 the Board approved the recommendation of the Family and Human Services Committee to provide CCFuture Funds to seven agencies (one agency later withdrew from the project)that proposed to provide a set of core services that meet the needs and challenges facing many residents in the Monument Corridor(see Exhibit A). Grantees were awarded funding in two phases—Development Phase and Implementation Phase. Page 3 of 3 Development Phase: During the Development Phase (FY 2006/07)each grantee received $50,000 to complete a program Theory of Change/Logic Model as well as an Evaluation Plan. During the first six months of FY 2006/07, CDD and its consultant have been providing technical assistance to help the grantees submit an acceptable Theory of Change/Logic Model that addresses the following questions: 1. Target population: Whom will the program serve? How many people will be served? 2. 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? 3. Inputs: What program resources, services, and activities will be allocated to serving this population? What is the cost of a service unit? 4. 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? 5. 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? 6. 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? 7. Social Return on Investment: What is the reduction in County and other social service costs as a result of the project? What is the difference between dollars spent on the program and the society's avoided cost for bad outcomes? Appropriate staff from each agency participated in two one-on-one meetings with CDD and the consultant, and two all-day CCFuture Fund group meetings. All six agencies submitted an acceptable Theory of Change/Logic Model by the December 30, 2006 deadline, and presented their to the FHS Committee at their meeting on March 5, 2007. The grantees are currently developing an Evaluation Plan in order for their program to be ready to implement beginning July 1, 2007. Each grantee's Evaluation Plan is due to CDD for approval by May 30, 2007. The Evaluation Plan must describe the following: • Document how well the proposed Theory of Change/Logic Model 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. Implementation Phase: During FY 2007/08 and FY 2008/09 (Implementation Phase), each grantee that has submitted an approved Theory of Change/Logic Model and Evaluation Plan will receive up to $100,000 in CCFuture funds to implement their program. The grantees will report to the FHS on a quarterly basis on their achievements throughout the year. At the end of each year, staff and the grantees will report to the FHS Committee and Board of Supervisors on performance. � 6g CONTRA COSTA COUNTY COMMUNITY DEVELOPMENT. �. DEPARTMENT yam. 2530 Arnold Drive, Suite 190 Martinez, CA 94553 Telephone: (925) 335-7200 FAX: (925) 335-7201 MEMORANDUM DATE: March 5, 2007 TO: Family and Human Services Committee Supervisor Federal Glover, Chair Supervisor Susan A. Bonilla, Member FROM:- Bob Calkins, CDBG Program Manager . Kathy Armstrong, CCFuture Fund Consultant SUBJECT: CCFuture Fund—Progress Reports from Grantees Regarding Development of Theory of Change/Logic Models RECOMMENDATION 1. ACCEPT reports from the CCFuture Fund grantees on the development of their Theory of Change/Logic Models. 2. DIRECT staff to return to the FHS Committee in June 2007 to report on each grantee's progress in developing an Evaluation Plan. 3. DIRECT staff to provide regular progress reports to the FHS on the progress/success of each grantee's program-during the Implementation phase (FY 2007/08 and FY 2008/09). Background: The CCFuture Fund was created in 2003 when the Board of Supervisors (Board), on the recommendation of former Supervisor DeSaulnier, earmarked a portion of 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: 1 ...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./unctioning 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. The County Community Development Department's (CDD) Community Development Block Grant (CDBG) program staff was designated grant administrator. Request for Proposals: On August 15, 2005, CDD issued a Request for Proposals (RFP) for the CCFuture Fund. This RFP was mailed to the CDBG interested party list, which, for this purpose, also included agencies on the City of Concord's CDBG mailing list (this first cycle of fundini was targeted to programs that support children in families living in the Monument Corridor area of Concord). A press release announcing the availability of funds was also provided to the various news agencies covering Contra Costa County. Applications from 18 agencies were received by the November 10 deadline and applicant interviews were conducted on November 17, 2005. Criteria for Selecting Programs for CCFuture Fund Grants: The Board adopted criteria for selecting agencies includes the following: CCFuture Fund will support service delivery systems characterized by: ➢ 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 families. ➢ 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 2 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. Selection of Grantees: On December 5, 2005 the Board approved the recommendation of the Family and Human Services Committee to provide CCFuture Funds to seven agencies (one agency later withdrew from the project) that proposed to provide a set of core services that meet the needs and challenges facing many residents in the Monument Corridor (see Exhibit A). Grantees were awarded funding in two phases — Development Phase and Implementation Phase. Development Phase: During the Development Phase (FY 2006/07) each grantee received $50,000 to complete a program Theory of Change/Logic Model as well as an Evaluation Plan. During the first six months of FY 2006/07, CDD and its consultant have been providing technical assistance to help the grantees submit an acceptable Theory of Change/Logic Model that addresses 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? • Social Return.on Investment: What is the reduction in County and other social service costs as a result of the project? What is the difference between dollars spent on the program and the society's avoided cost for bad outcomes? Appropriate staff from each agency participated in two one-on-one meetings with CDD and the consultant, and two all-day CCFuture Fund group meetings. All six agencies submitted an acceptable Theory of Change/Logic Model by the December 30, 2006 deadline, -and will present their programs during the March 5, 2007 FHS. Committee meeting. 3 The grantees are currently developing an Evaluation Plan in order for their program to be ready to implement beginning July L 2007. Each grantee's Evaluation Plan is due to CDD for approval by May 30, 2007. The Evaluation Plan must describe the following: • Document how well the proposed Theory of Change/Logic Model 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. Implementation Phase: During FY 2007/08 and FY 2008/09 (Implementation Phase), each grantee that has submitted an approved Theory of Change/Logic Model .and Evaluation Plan will receive up to $100,00.0 in CCFuture funds to implement their program. The grantees will report to the FHS'on a quarterly basis on their achievements throughout the year. At the end.of each year, staff and the grantees will report to the FHS Committee and Board of Supervisors on performance. 4 Q w :n L x w u Zk 0 0 0 0 0 0 0 0 0 0 0 0 �s 0 0 0 0 0 0 " W o 0 0 0 0 0 0 C 0 0 0 0 ro 0 N 0 0 0 0 0 N N N V N 6 Z W qj > co DEW ro 69 EA U ro 'o a) u "ror N d y O co ro ro m W ° tz+r ' ± co E 2 p c o N a c o m d c nno 2) .2 c o c �. z * v ° Esc � aoi a) o � aoi � tX c o .o r n a m °N' E ca L) 2 o � aa) E � o'INA Awa Awa o � Lro a) G c n m ro ro > > Z a o . o ro v o v > c v ro CD0a OC? .ZL c - Zca v E — d ca ti 'D a) a) 70 p $. v o ' O o crn oro LL o " ` E E m o) t o c c > aoi m m r U � s aro ac) io > L� -0 0c ti p ca o E o C a) vi Y n m a) o a) a) c YY E o =3 E o c c c ro o o 0 o a) � m ro J sxn tr o cnc c = o E m E 4 n o cn a) o a� caro t_ c a=i E c c) o o c 'c ' n- m o E m o c t wu Rno. c Amy 3EY � E v � o a) a) a) 3 y m o n ks ¢ Z L � m � � ro � �' � CD � r a) Eoc o ro U . at c ro v _ p ro o a '? X- a) g ro jA ws v o o .oN YE ro a°i m E :"y �mc NcE c0 a c '4 Z � c a) , E o CD a o C/) -E o a o a) o O OroU O oo ro n O cn c O C = . U) CD ➢j N_ m 00 o 0 ro N R s W'Q�ep m CD N co 4zZ p;o 'S U N :: - O q' o o Q m co a) ._ � co co 6).�3 o a ai as-o � o oro E l4 vi c0ic o a a) D �� �: O ¢ CONCo N N ro N a) U N O a) O N !% Z' o cn N CC ¢ v con a in a o -d 'IT cn `�`� E V 0 � ca CU rom CFD) > m p � U cU) a m ¢ a) Z = — iU ¢ v o - cA U Q rn U U a L U a) o U c m ¢ in p c m `ro Y o p pro o CD COm U an d oCd _ _ _ <, -0 � � c U0 U � c ¢ o cone c � C a N ro m a) ro r �? i.. ... ro o r � � o � ro - r o c a 9 N co) (n c gr�` P a, V7 N r O NO Od E 0 0 0 0 0 0 ti tL U- C)U- U- ^ + U U U U U U 0 Mt. Diablo CARES Theory of Change and Logic Model Introduction The Mt. Diablo Collaborative for Academics,Recreation and Enrichment for Students (CARES) after-school program was created in 1999 as part of the Mount Diablo Unified School District response to a variety of pressing community needs. CARES serves fourteen schools within the district through a program model that takes into consideration the many facets of children's social and academic development. All CARES programs include academic support and intervention, arts and enrichment, health and nutrition education, sports and fitness activities,leadership and youth development, and family literacy events. Beginning in fall 2006 we will strengthen and expand CARES programs at the following five schools in the Monument Corridor where most children lack access to critical support services and extra- curricular enrichment opportunities: Cambridge, Fair Oaks,Meadow Homes and Ygnacio Valley Elementary Schools and Oak Grove Middle School. Programs at these five schools will enhance their individualized academic support, opportunities for positive social relationships and youth development, and activities that encourage physical health and nutrition. Through these enhanced services, we expect to achieve the following student outcomes for an estimated 1,100 youth in grades K-8: Academic: Improved study and homework habits,improved classroom academic performance, increased achievement on standardized tests • Youth Development: Increased supervision and safety for youth,increased leadership skills and confidence in learning,improved relationships with adults and peers,increased school engagement and attendance rates • Health and Nutrition: Increased physical activity,increased muscle tone and fitness,healthier eating and lifestyle choices We anticipate that these outcomes will bring a social return on investment that totals $510,044 in increased funding for the five schools and$4,561,361 in cost savings for the schools, students, parents, and their surrounding communities. This specific CARES initiative for the Monument Corridor is financed by a grant from the Contra Costa (CC) Futures Fund. The CC Futures Fund was created in 2003 under the leadership of Supervisor DeSaulnier when the Board of Supervisors earmarked the transient occupancy tax from the Renaissance Suites in the unincorporated area of Pleasant Hill for early intervention and prevention programs that reduce high cost crisis/safety net services. The activities that will take place in fall 2006 (Phase II: Implementation), as well as the expected outcomes and social return on investment, are guided by a comprehensive Theory of Change and Logic Model. Both were developed during Phase I of the initiative to align with, and carry out, the complementary missions of CC Futures and Mt. Diablo CARES as listed below. The mission of the CC Future Fund is to: Invest in programs and services that are results- based, family-oriented, collaborative, and available at criticalpoints in the lives of children and families, thereby improving family functioning and reducing the high costs of dependency. The mission of Mt. Diablo CARES is to: strive to develop well rounded self motivated dynamic students and youth with strong connection to their schools, communities, and families. Mt. Diablo CARES Theory of Change and Logic Model Narrative Overview The Theory of Change and Logic Model that guide our enhanced work through CC Futures funding are the products of thoughtful programming and ongoing assessment of needs over the past several years.As part of our initial applications for federal and state funding, CARES and the Mt. Diablo Unified School District conducted a comprehensive needs assessment that reviewed: standardized academic assessments;information from participating agencies and partners; surveys,interviews and focus groups from parents, community members and school staff; and data from school site plans. The assessment indicated a critical need for after-school programs that are engaging, aligned to school day academic programs, and responsive to the specific needs and strengths of our students and families. Findings contributed to our selection of school sites, our basic program design, and-our outreach to community partners. Annual program evaluations have helped us to further identify where we are making an impact and where additional services are needed. Based on these recent assessments,we have selected the following target population and identified four primary needs that will be addressed in our enhanced program design. Specifically, these are students who: are 1-2 grade levels below in academic performance; from low- income neighborhoods; often have limited English proficiency; and otherwise would be socially isolated,inactive, and without supervision. Due to these factors, they have a need for: a safe and nurturing place to go after-school;individualized academic support and intervention; socialization and leadership opportunities;health education and physical activity. The activities and expected outcomes outlined on the preceding page directly correspond to these four primary need areas. We are cognizant of the considerable issues surrounding our work, such as language and income barriers, district and school budget constraints,No Child Left Behind mandated academic achievement standards,low family involvement, and the myriad of learning challenges that our students bring. However, the target population also brings a rich diversity as well as a willingness to accept help,learn, and change. Moreover, our work is supported by numerous resources at the local, state and federal level. Finally, the potential for the success of our intervention has been validated by our own evaluation work and by an extensive body of research showing that youth who spend structured time in after-school programs are more engaged with school and more likely to succeed academically and socially. The following pages show a graphic representation of our Theory of Change and Logic Model. They provide an in-depth look at required resources, activities, outputs, outcomes, and social return on investment for the initiative as a whole and for each of our three program areas, including Academics, Youth Development, and Health and Nutrition. "Critical Hours,"Miller,Beth,2003;"How After-School Programs Can Most Effectively Promote Positive Youth Development as a Support to Academic Achievement",Hall,Yohalem,Tolman,and Wilson,National Institute on Out- of-School Time,2003;Contra Costa County Children's Report Card;"Lora-income children's after-school care:Are there beneficial effects of after-school.programs%,"Posner&Vandell, 1994. 10 a^ � bA . r♦•♦♦•♦•♦•r as lose �• o O U at N to � ''4 UG •� °° � O `�°` v �i `r'� G o �' � 'd � "d to •� � ,'6,i� �"d o. a • e V O qj°o Y s+ 'y py. �Q tD Ci y �bA c • G Q s °o .3d O �U ° � � � c� O p a e a cd Q ca O r+ •� U +' r+ �' U `� • G ♦ ° 9 ° N do U bA bA U c � 'W Q" � � �' G � •�° G o Gca '"' "O O O ''� '''� P w' • G by • ° °� m N> N u y•e 0,C) bZ O • p i N a ° t� P °� r '' bA d} �^ by Y ,� r • u U G • • °? 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C.� �," � � � � O • d w � d � u � h A n a� 11 ¢a'� S i D v �y uv in o cua bk i^ v O AcE t b �a :S d cc) P:, cQa 4.4v ° d u Ao o0 � v Q • v •zi �a t� O , O N • t� Budget for Proposed CC Futures Enhancements Category Specifics Amount Staffing. 14 additional teaching staff 2 hrs per week for 32 weeks; 5 $28,000 additional rec staff 4 hrs per week for 32 weeks Staff Development Academic training stipends for 2 hours for 14 teachers, 10 Site $7,600 Leads/Academic Coaches,and 44 rec staff; Youth Development and Health/Nutrition training stipends for 4 hours for 10 Site Leads/Academic Coaches and 39 rec staff: 6 months of academic consultation by certificated teacher for one hour for 22 rec staff and 10 Site Leads/Academic Coaches; trainers and materials. Materials Curricula; program supplies, and enrichment contracts $24,000 Evaluation Evaluation and instrument design; data collection and processing; $38,400 analysis; reporting Consultation 4 hours per site of consultation from Health,Nutrition,Youth $2,000 Development specialists Total for 5 Sites: $100,000 Attachment A. Budget Overview BASIC BUDGET EXPENDITURES: Cambridge and Meadow Homes Budget/Object 2006 Budget Codes& Categories Specifics Amount 1000 Certificated Personnel Program Administration 6,750 (includes admin,coord) Teacher Leaders(.5 FTE)base prog. 32,000 CCFutures Staff support Summer Teacher Leader/Site Director YDLC Mentors Fiscal Manager Staff Development Pilot Project Conferences SUBTOTAL: 38,750 2000 Clasified Personnel Custodial Custodial OT 4,000 Cooking Teachers 1 Teacher 7hrs/day x 40wks x$13 Garden Program Garden R5 SUBTOTAL: 4,000 3000 Benefits Benefits SUBTOTAL: 4000 Supplies & Materials Loma Vista Supplies Cooking Food YDLC Materials Keller Bay Point Enrichment Site Supplies(Custodial/Site Office) 1,000 Site Staff & Outside ASP Site Discretionary Service Budget#of Students x Providers .20 x 210 days 9,660 Additional site discretionary budget money(Wells Fargo) 10,000,crab feed, 7,000 Garden Program Garden Materials(GB/start-up) SUBTOTAL: 10,660 5000 Contracts/Operating Expenses Evaluator Evaluation 5,000 Recreation Contract ALL Staff(Site Coordinator) 50,000 ALL Staff(Rec Specialist 5) 86,940 Middle School Sports Transportation/referees Garden Teen Corp 20 students x$500 stipend Operating Supplies ASP Sites Telephones/Nextel ASP Sites/LVAC 300 Walkie Talkies ASP Sites 1,200 Computer ASP staff 2,000 Travel ASP staff SUBTOTAL: 145,440 6000 Equipment SUBTOTAL: 7000 Indirect Cost Rate: 5% 5,600 SUBTOTAL: 5,600 TOTAL PER SITE 204,450 TOTAL FOR TWO SITES 408,900 BASIC BUDGET EXPENDITURES: Fair Oaks, Ygnacio Valley, and Oak Grove Budget/Object 2006 Budget Codes &'Categories Specifics Amount 1000 Certificated Personnel Program Administration 6,750 (includes admin,coord) Teacher Leaders(.5 FTE)base prog. 32,000 CCFutures Staff support Summer Teacher Lender/Site Director YDLC Mentors Fiscal Manager Staff Development Pilot Project Conferences SUBTOTAL: 38,750 2000 Clasified Personnel Custodial Custodial OT 4,000 Cooking Teachers 1 Teacher 7hrs/day x 40wks x$13 Garden Program Garden RS SUBTOTAL: 4,000 3000 Benefits Benefits SUBTOTAL: 4000 Supplies & Materials Loma Vista Supplies Cooking Food YDLC Materials Keller Bay Point Enrichment Site Supplies(Custodial/Site Office) 1,000 Site Staff & Outside ASP Site Discretionary Service Budget#of Students x Providers .20 x 210 days 5,040 Additional site discretionary budget money(Wells Fargo) 10,000,crab feed, 7,000 Garden Program Garden Materials(GB/start-up) SUBTOTAL: 6,040 5000 Contracts/Operating Expenses Evaluator Evaluation 5,000 Recreation Contract ALL Staff(Site Coordinator) 25,000 ALL Staff(Rec Specialist 5) 43,470 Middle School Sports Transportation/referees Garden Teen Corp 20 students x$500 stipend Operating Supplies ASP Sites Telephones/Nextel ASP Sites/LVAC 300 Walkie Talkies ASP Sites 1,200 Computer ASP staff 2,000 Travel ASP staff SUBTOTAL: 76,970 6000 Equipment SUBTOTAL: 7000 Indirect Cost Rate: 5% 5,600 SUBTOTAL: 5,600 TOTAL PER SITE 131,360 TOTAL FOR THREE SITES 394,080 Attachment B. Research Citations and Abstracts for Youth Development Social Return on Investment Document Title The Comparative Costs and Benefits of Programs to Reduce Crime Author(s) Aos, Steve; Phipps, Polly;Barnoski, Robert; and Lieb, Roxanne Abstract This report describes the "bottom-line" economics of programs that try to reduce crime. For a wide range of approaches—from prevention programs designed for young children to correctional interventions for juvenile and adult offenders—we systematically analyze evaluations produced in North America over the last 25 years. We then independently determine whether program benefits, as measured by the value to taxpayers and crime victims from a program's expected effect on crime, are likely to outweigh costs. This procedure allows direct"apples-to-apples" comparisons of the economics of different types of programs designed for widely varying age groups. Our overall conclusion is one of good news: In the last two decades,research on what works and what doesn't has developed and, after considering the comparative economics of these options, this information can now be used to improve public resource allocation. These estimates can assist decision-makers in directing scarce public resources toward economically successful programs and away from unsuccessful programs, thereby producing net overall gains to taxpayers, even in the absence of new funding sources. This report provides a snapshot of the Institute's cost-benefit findings as of May 2001. Source Washington State Institute for Public Policy,May 2001 Document Title America's After-School Choice: The Prime Time for Juvenile Crime, or Youth Enrichment and Achievement Author(s) Sanford A. Newman, Sanford;Fox, James; Flynn, Edward; Christeson,William Abstract/Overview In the hour after the school bell rings, turning millions of children and teens out on the streets Nvith neither constructive activities nor adult supervision,violent juvenile crime suddenly triples and the prime time for juvenilee crime begins. On school days, the prime time for violent.juvenile crime.is from 3 PM to 6 PM. The crines that occur then are serious and violent,including murders, rapes, robberies, and aggravated assaults. These are also the hours when kids are most likely to: become ,%ricnrns of violent crime..be ui or cause a car crash (for 16- or 1 year-olds), the leading cause of death for teens; be killed by household or other accidents;get hooked oncigarettes; and/or experiment with other dangerous drugs. The good news is that after-school programs are now proven to gn.eatly reduce the terrible prospect that children and teens will be caught up in behaviors that can ruin their lives and devastate thousands of innocent families. Good after-school programs really work, keeping kids safe and out of trouble, and helping them learn to get along with others and succeed in school and in life. Rigorous studies now shote after-school programs can: reduce juvenile crime and violence;reduce drug use and addiction; cut other risky. behavior like smoking and alcohol Abuse; reduce teen sex and teen pregnancies; boost school success and high school graduation. Source Fight Crime Invest in Kids, 2000 Attachment C. Research Citations and Abstracts for Health and Nutrition Social Return on Investment Document Title Childhood Obesity: A Lifelong Threat to Health Author(s) Georgetown University's Center on an Aging Society Abstract/Overview Almost 14 million children—24 percent of the U.S. population ages 2 to 17—are obese. An additional 8.6 million children are at risk for obesity. Differences in health between obese and non-obese children are not great. However, obese children often remain obese in adulthood. While obesity itself is not a chronic condition,it is a risk factor for four of the 10 leading causes of death in the U.S. -coronary heart disease, type II diabetes, stroke, and cancer. Obesity and physical inactivity account for more than 300,000 premature deaths each year in the U.S. Body Mass Index (BMI) expresses the relationship of weight-to-height and is used to screen and monitor the risk of obesity. The Centers for Disease Control and Prevention has developed BMI charts adjusted for age and gender for children ages 2 to 20. Children with BMI values at or above the 95th percentile are categorized as "obese" or"overweight." Children between the 85th and 95th percentiles are considered "at risk for obesity or overweight." This Profile examines the group of children ages 2 to 17 with BMI values at or above the 95th percentile and those with BMI values between the 85th and 95th percentiles, and refers to them as "obese" and "at risk for obesity." Journal Title Challenges for the 215` Century: Chronic and Disabling Conditions Source March 2002,Number 2 Document Title Higher Direct Medical Costs Associated with Physical Inactivity Author(s) Pratt,Michael;Macera, Caroline A.;Wang, Guijing Abstract BACKGROUND: The benefits of physical activity in reducing morbidity and mortality are well- established,but the effect of physical inactivity on direct medical costs is less clear. OBJECTIVE: To describe the direct medical expenditures associated with physical inactivity. DESIGN: Cross- sectional stratified analysis of the 1987 National Medical Expenditures Survey that included US civilian men and non-pregnant women aged 15 and older who were not in institutions in 1987. Main outcome measure was direct medical costs. RESULTS: For those 15 and older without physical limitations, the average annual direct medical costs were $1,019 for those who were regularly physically active and$1,349 for those who reported being inactive. The costs were lower for active persons among smokers ($1,079 vs $1,448) and nonsmokers ($953 vs $1,234) and were consistent across age-groups and by sex. Medical care use (hospitalizations,physician visits, and medications) was also lower for physically active people than for inactive people. CONCLUSION: The mean net annual benefit of physical activity was $330 per person in 1987 dollars. Our results suggest that increasing participation in regular moderate physical activity among the more than 88 million inactive Americans over the age of 15 might reduce annual national medical costs by as much as $29.2 billion in 1987 dollars$76.6 billion in 2000 dollars. Journal Title The Physician and Sportsmedicine Source 2000,vol. 28, n'10,pp. 63-70 DESCRIPTION OF LA CLINICA DE LA RAZA AND THE CHILDREN'S ASTHMA MANAGEMENT PROJECT Pediatric asthma takes its toll on both individual Contra Costa residents and the county's public sector as a whole through costly (and preventable) hospitalizations and ER visits, school absenteeism, reduced productivity of parents, and reduced quality of life for asthmatic children. Unfortunately, some of Contra Costa County's most vulnerable residents—specifically low- income, minority, and uninsured children—bear the brunt of the asthma disease burden. The Children's Asthma Management Project at La Clinica de La Raza, Inc. (La Clinica) will provide high-quality, evidence-based clinical care to approximately 35-45 low-income, mostly uninsured, Latino asthmatic children. By doing so, La Clinica will reduce the negative consequences of uncontrolled asthma, specifically asthma-related hospitalizations (estimated at $10,000 per visit) and ER visits (estimated at$332 per visit) as well as asthma-related school absenteeism (which costs the school district$42.50 per absence). In addition to one-on-one patient care, La Clinica's community health education department will educate 1,500 Contra Costa residents about asthma prevention and management while building grassroots support for policies that reduce environmental asthma triggers in schools. The Children's Asthma Management Project will be implemented at La Clinica Monument, the agency's site in central Contra Costa County. The comprehensive project's objectives include (1) improving the.clinical practices of La Clinica providers in regards to diagnosing and managing pediatric asthma cases and (2) increasing the ability of patients and their families to better manage and control asthma through comprehensive clinical health education. The clinical activities undertaken as part of the Children's Asthma Management Project are informed by La Clinica's extensive experience utilizing the Chronic Care Model, a population-based model of care that stresses proper diagnosis, clinical information sharing, evidence-based care, and self management to empower asthmatic patients to take responsibility for adhering to treatment regimes. Central to La Clinica's philosophy is the belief that community participation and social engagement are key to overall community health. La Clinica's community health department aims to empower the community to actively participate in, and take responsibility for, their own health while promoting positive social change. La Clinica's promotores will educate residents through one-on-one outreach and group presentations about the warning signs of asthma, how to get medical care for an asthmatic child, and how to remove environmental asthma triggers in the home. In partnership with the Contra Costa Asthma Coalition, La Clinica will educate school about proper asthma management and advocate for policies that remove environmental asthma triggers in schools. La Clinica is a federally qualified health center that has been providing primary health care services to underserved communities in the San Francisco Bay Area for 35 years. Currently, La Clinica serves over 40,000 patients in Alameda, Contra Costa, and Solano counties. 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CO cz � N LC y cc: ct (Z o V) Mons L "O L�, '53 ami { ami cc "¢C o LV _ a a a vs O ca p V L) ami \ _ �_ w C C) ca cts =CA O 3 V c ctS Lc cnci y cdcc m a O cz Lti cz dj !n L cC V cO U U \ G) U CC U �„ U x v U D cnQes tu� V) u! o0 � 5 o � C/) � v°, o a mac° r � �i � •� U U ce5 �' N oU a 0 a W w Ln c 3 'c -a p - fi Gp CNV a a ° s 3 ;; � o p •�o-. i � moi, �.� � �'•� CL .� ✓ i (yj1 i p LO ca ca 'ate w r-- .6 -- i We Care Services for Children Monument Corridor Program Through the Monument Corridor Program, CCFuture Funds will support We Care Services for Children in providing crucial mental health services to young children and their families living in the Monument Corridor area of Concord. This program will address the needs of children who have significant difficulties in behavior and/or attachment and who can be helped by the type of dyadic and family treatment We Care offers. While a variety of modalities will be offered to the families served, treatment will begin with a comprehensive assessment of-the child's—and the family's— needs. Dependant on the family's preferences, services will most likely be provided in the home, with a focus on strengthening the parent-child relationship. Treatment will also address behavioral and developmental difficulties and when needed, our therapists can provide office-based play therapy, consultation with other service providers and/or Wraparound services for our families. This program, intended for the most vulnerable children in our community, will be offered to 8-10 families at any given time with an expected treatment length of 1-2 years. Children and their parents receiving dyadic services alone will likely receive between 1-3 hours of service per week while those receiving other or additional services could expect to receive substantially more. Our typical Wraparound Client, for example, receives closer to 5-6 hours of service per week. Because intensive early intervention prevents future emotional, behavioral and developmental disability, We Care expects to see a Social Return on Investment in line with other well-documented early intervention programs of between $4. and $7. in future community expense saved for every $1. expended by CCFuture Funds now. Results will be observable over immediate, intermediate, and long-term time frames. Outcomes measurements will be focused on the mid-range of these using the Child Behavior Checklist (CBCL) as a pre- and post-treatment instrument to measure the effect of our services on the parent's perception of the child's behavior. Our goals for families include skill integration and symptom reduction and as gauged by current response to evaluation among our current clients, we would expect to see improvement in most or all of the CBCL domains by 75% of participants in the Monument Corridor Program in the course of one year. A combination of biological factors (prematurity), family factors (resources, capacity, stresses and supports), and parenting issues (responsiveness and sensitivity of caregivers, and mental health of caregivers) creates a significant population in the Monument Corridor of very young children and their parents at risk for serious mental health concerns. Due to stigma, misdiagnosis, and little contact with the systems in place to identify need in older children, these children and their parents often slip though the cracks during this, the time in their life when intervention can be most effective. 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Assumptions Research is building that documents the effectiveness of mental health treatment for very young children —specifically those treatments utilizing attachment-based theory. One study that followed participating children into young adulthood found that mental health treatment significantly reduced "internalizing pathology," defined as problems with anxiety and/or depression (Aronen, E.T. & Arajarvi, T., 2000). In addition, the Clinical Services Study Report of the California's Infant, Preschool & Family Mental Health Initiative (P. Knapp et al., 2003) concluded that the results of their research "provide evidence of the effectiveness of relationship -based mental health services for children ages birth to 5 and their families" including the finding that "the mental health services reduced symptoms of mental disorder." It appears that aggressive, submissive, and frustration behaviors may be genetically encoded (Kraemer, 1992). If relationships with the caregivers are positive, the child learns to regulate these emotions and behaviors. If the relationships are negative or weak, the more primitive parts of the brain become dominant and the cognitive regulating structures do not develop to their full capacity. Without a healthy attachment, a young child may not fully develop the cognitive ability to control his emotions, nor develop an awareness of others' emotions (Kraemer, 1992). Resources/Inputs Leveraged financial and human (05 FTE Exec.Dr, .25 FTE Program Director, 2.0 FTE Mental Health Therapist. .10 FTE both Administration and Bookkeeping totaling $91,688 Future Fund monies leveraged with $4,564 Fundraising and $49,533 MediCal dollars.) resources. Rent, Training, Office Supplies, Telephone, Utilities, Insurance, Travel, Equipment, Audit totaling $8312 Future Fund contribution combined with $7k in MediCal and $600. in Fundraising dollars Total MediCal and Fundraising monies leveraged: $61 k. Activities/Outputs See "Treatment Path" attachment Outcomes/ Impact Outcomes Results will be observable over immediate, intermediate, and long-term time frames. Outcomes measurements will be focused on the mid-range of these using the Child Behavior Checklist (CBCU1'/z-5/LDS) as a pre- and post-treatment instrument to measure the effect of our services on the parent's perception of the child's behavior (The CBCL obtains parents' ratings of 99 problem items plus descriptions of problems, disabilities, what concerns parents most about their child, and the best things about the child). Our goals for families include skill integration and symptom reduction and as gauged by current response to evaluation among our current clients, we would expect to see improvement in most or all of the CBCL domains by 75% of participants in the Monument Corridor Program in the course of one year. We would expect to see the changes we predict over the course of one year or less for most families. Social Return on Investment Data shows significant long-term cost savings from early intervention programs and the cost is less when intervention is earlier, preventing developmental problems that would have required special services later in life. In Washington, from October 2003 to September 2004, 19.4% of the children exiting early intervention programs were no longer eligible for special education for serious emotional disturbance by their third birthday. Wood, M.E. (1981) calculated the cumulative costs to age 18 of special education and other mental health services to a child beginning intervention at birth, age two, age six and at age six with no eventual movement to regular education and found the total costs were less if begun at birth. Total cost of special services begun at birth was $37,273 and total cost if begun at age six was between $46,816 and $53,340. Studies in Tennessee and Colorado showed that for every dollar spent on treatment, $4.00 to $7.00 in savings were realized within 36 months from deferral of special class placement and institutionalization of children with a severe behavior disorder. (Snider, Sullivan, and Manning, 1974 and McNulty, Smith, and Soper, 1983). A similar project in Florida in 2001 had the following results: Total pilot Project gross Economic benefits $1,548,258. Total pilot project net economic benefits, $1,338,258. Three year pilot project cost $210,000 Final Benefit-Cost Ratio 6.37 Lynch, Tim & J. Harrington, Benefit Cost Analysis of the Florida Infant& Young Child Mental Health Pilot Project, Center for Economic Forecasting and Analysis. We Care Services for Children Treatment Path Status We Care usually receives referrals for mental health services from other Children's Services providers. Our mental health services are often considered to be a last resort with the neediest families and when other interventions have not been effective. Young children who are in intense emotional distress and/or display serious behavioral problems are often identified by paraprofessional and professional providers such as peer counselors in home visiting programs, public health nurses, hospital social workers and pediatricians. These providers offer developmental guidance, parent education and emotional support to many parents with significant success and they request mental health services for their clients when the parents are unable to use their advice effectively—to the detriment of the children —or when the family's difficulties are so great that the provider perceives a risk of long-term disability, abuse or neglect. Young children are also referred for mental health services by staff of Children and Family Services in the course of their response to evidence of abuse and neglect. Assessment/ Evaluation In the Monument Corridor program, We Care will be using the one-page MHST instrument as a referral form to help other agencies to identify children who may be in need of mental health services. This tool will be used to work with the providers on understanding and planning for an appropriate response to each child's difficulties. Mental Health services begin with an assessment period. The Initial Clinical Assessment document was developed by the Children's Division of Contra Costa County Mental Health and is used for all MediCal-funded children's mental health services in the County. This assessment, completed by the therapist after work with the family, addresses the child's symptoms, history, social and family factors impacting the child's mental health, consumer &family strengths, mental status diagnosis, functional impairment, and targeted symptoms. The family is asked to complete a Family, Medical and Educational History assessment form which is reviewed by County psychologists at a Utilization Review and upon approval is used to access County mental health funding for treatment. The parents are also asked to work with the therapist on development of a Partnership Plan, describing the parents' goals for the child's treatment. Parents' are offered a choice between services offered in the family's home and treatment in the agency's play therapy offices. Clients are reassessed on a yearly basis to determine progress and continuing needs. We Care will also use the Child Behavior Checklist (CBCL) instrument to measure dimensions of each child's mental health symptoms at the beginning of treatment and on a regular basis. In addition, the family's resource needs will be assessed using We Care's Resource Checklist. The clinician will assist the family in getting access to requested resources. Treatment Treatment is intensive and flexible. Mental health therapists provide home visits for a minimum of an hour each week; most home visits last longer than one hour and two meetings per week are offered when more intensive treatment is required. Therapists collaborate with the other service providers who are helping these families—offering mental health consultation so that the other providers can help the family effectively. Wraparound services are offered for those families struggling with multiple providers or whose difficulties are best met by intensive case management. When additional services are needed, therapists make referrals to other service providers. The family is involved in service planning and must give their consent before collaboration occurs. Therapy focuses on the child's relationship with his or her primary caregiver, including development of parents' recognition of and responsiveness to the child's emotional and physical needs, development guidance and insight into how parents' experiences growing up affect their parenting — leading to more conscious choices about their own parenting. Therapists also assess and promote safety and facilitate access to needed resources. The relationship between the therapist and the parent or caregiver is supportive and caring; this caring relationship offers a model of care that can help the parent to meet the needs of their child. This relationship work is based on attachment theory. Therapists also help parents and children to"use words for feelings"-based on theory and methods of ego psychology and to "reward positive behavior'—based on behavioral psychology. The integration of clinical methods from these three primary psychology paradigms leads to flexible and comprehensive treatment with the goal of altering the course of psychological functioning while the child's brain is still developing. The insight and skills developed by the parents in the course of this treatment allows them to continue supporting the clients' development, and to meet the emotional needs of future family members. Treatment is available until the child's sixth birthday. Children who continue to need mental health services after the age of five are usually referred to individual play therapy and/or collateral therapy for the parent. i STAND! AGAINST DOMESTIC VIOLENCE MONUMENT CORRIDOR STAND! FOR SAFE FAMILIES PROJECT 100% of children who witness or experience domestic violence are affected by it. The STAND! FOR SAFE FAMILIES (SFSF) project will provide domestic violence prevention education and therapeutic services to families living in the Monument corridor. 940 4th, 5th, and 7" grade students, 150 school staff, and 75 parents will receive domestic violence education. 94 at-risk children and their families will receive a variety of therapeutic.interventions. By providing these services, school attendance rates will increase, school suspensions will decrease, and domestic violence related medical costs will drop. SFSF is a two-tiered approach to working with families in the Monument Corridor. The first tier consists of providing a comprehensive domestic violence curriculum to all 4th, 5th, and 7th grade students at four schools in the Monument Corridor, as well as educating their parents and teachers about the impact of domestic violence. Not only will this education increase awareness and knowledge about domestic violence, it will also instill students,parents, and teachers with the confidence and ability to seek help when domestic violence is identified as an issue in a family. This identifying leads into the second tier of the project, which will provide a variety of therapeutic interventions for families who are at risk for or experiencing domestic violence. Children will receive individual and/or group therapy, while their parents are provided with therapeutic support such as anger management groups, treatment groups, support groups, and parenting classes. Monument Corridor includes a large population of immigrant and Spanish- speaking families. Many of these families are facing obstacles such as immigration status, language barriers, poverty, and substance abuse, all of which can play a role in domestic violence. These external factors could influence the success of interventions. Some of the ways that the SFSF project will manage these challenges is in educating people about their rights as immigrants, providing Spanish-speaking therapists and educators, and providing referrals for substance abuse treatment and community resources when needed. Domestic violence can result in negative consequences to a child's emotional, physical, behavioral, social, and cognitive well-being. Not only is the impact of domestic violence felt by the child and family directly involved, but by their community as well. Domestic violence comes with a high emotional price to neighbors, friends, fellow students, co-workers, and extended families. It also comes with a high economic price to academic, medical, child welfare, criminal justice, and other community services. STAND! Against Domestic Violence believes that treating every member of the family who is affected by domestic violence is the best way to make permanent, systemic changes, both in the family, as well as in the larger community. The family and community benefit by living in a safe environment free of violence, while the county benefits by the reduction of domestic violence-related costs to county services. CD m o � N U U y mca CL cL � '-°a aci N y c Vo 40. w d cr 01 c m�o o Co a 'O N G C O.O 2 9 N CO c 7 O N `m _ ^ o m N L d) 0 N > m'm `p W e eR 0 > o-E 3 E%» U U O U N ._ 4) ° E U ° ° ° cd Vi b0 m jm 9 N'70 N'N V U m N.4 'xiam-f:, rain 4" N cc ,��Cr7 m NE 10_ C V C C 2 Ca,) C y U t fA G y p � wa? �OCEE0aioCsv°>�0a z s O s ono 0 ti O F, > O :O CL C N N a a mE ° �'� oc o v mo CD moo t s Eorccrnm oNc mca.Ncyc 20N ' }: a O O 7 0 N U d N c cOl°C N C O O a0. 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Against Domestic Violence Logic Model Endnotes 1 CC Futures contribution of$100,000 will pay for a portion of the total costs for providing services. 2 STAND! resources in addition to CC Futures contribution valued at$317,103, which will include staff, equipment, supplies, office space, communications,,MIS systems, database development and entry, and administrative support. . 3 Additional resources provided by schools are estimated at$14,489 for staff and $33,663 for space at a total estimate of$48,152. 4 The increase in school and district revenue was calculated using 2004/2005 reports from the School Accountability Report Cards, the California Department of Education ADA, and the MDUSD Student Suspension Report, as well as an estimated average number of days per suspension incident. For calculations, see the SROI worksheet, page 6. 5 The reduction in medical costs was calculated using the Center for Disease Control and Prevention (CDC) report: Cost of Intimate Partner Violence Against Women in the United States, March 2003, the Contra Costa County city and county 2005 census reports, the Koshland Connect (San Francisco Foundation) report on the Monument Corridor, and the 2004 Contra Costa County Zero Tolerance report on reported domestic violence offenses in the county. For calculations, see the SROI worksheet, page 6. 6 We predict that in the short-term, criminal justice costs will probably increase, as Monument Corridor residents become more confident in reporting domestic violence incidents after receiving STAND! services. However, we also predict that with cultural and systemic changes over a period of time, incidents of domestic violence will decrease, resulting in a decrease of criminal justice costs. CC Futures—STAND! Against Domestic Violence Logic Model Resources Felitti, MD, Vincent J., The Relationship of Adverse Childhood Experiences to Adult Health: Turning gold into lead*, psychsom Med Psychother 2002;48(4): 359-369. Schewe,Ph.D.,Paul A. and UIC's Domestic Violence and Sexual Assault Evaluation Team, Interventions for Children Exposed to Domestic Violence, Presentation to the Illinois Dept. of Human Services, August 4, 2006. Edleson, Jeffrey, et.al.,Assessing Child Exposure to Adult Domestic Violence, 2006. Koshland Connect(San Francisco Foundation), Monument Corridor, 2004: 5-9. Center for Disease Control and Prevention(CDC), Cost of Intimate Partner Violence Against Women in the United States, March 2003, p.29. School Accountability Report Card, 2004/2005, Oak Grove Middle School. School Accountability Report Card, 2004/2005, Glenbrook Middle School. School Accountability Report Card,2004/2005, Meadow Homes Elementary School. School Accountability Report Card, 2004/2005, Cambridge Elementary School. Lee, David, Zero Tolerance Domestic Violence Incident Report Sheet,Domestic Violence and Elder Abuse by City, 2004. Mt. Diablo Unified School District, Student Suspension Report End of Year 2004/2005. CCC CDBG, City and County Population and Housing Estimates, 2004. Zero Tolerance for Domestic Violence, Evaluation: Cost Savings, 2006 draft. Welcome Home Baby • A Program of Aspira Net and Contra Costa County i Children and Family Services • i� "IT TAKES A VILLAGE" Project Contra Costa Futures • i 'il i-♦ • •-� • i ♦ i ! liiii i-ii-ili i i • i ! i ! • � • ! ® Welcome Home Baby' s "It Takes a village" project will serve first-time parents in Concord' s vibrant Monument Community. Many of these families are a driving force for the robust East Bay economy, but they are living in crowded conditions, isolated from support systems and trying to parent under harsh economic conditions that can easily spin their parenting out of control . Many of these children could be at risk of being removed by C.C.C. Children and Family Services due to the difficult conditions that parents find themselves in; trying to manage two-three jobs, sleeping while babies need care and suffering from potential depression and anger. The project will provide education, support and advocacy for parents and their first newborn babies in the parents ' home. For up to three years, trained Family Support Specialists can walk the parents through a complex array of services provided by the state' s ninth largest county. With individualized family services, the children have a chance to meet developmental milestones in a healthy environment. The project can spotlight services, costs and outcomes and taxpayers/voters can benefit by reducing the trauma and intensive costs of removing children from their parents. Welcome Home Baby is a public-private partnership that is funded with local tobacco tax funding matched with Medi-Cal/Targeted Case Management funding that is monitored by Contra Costa County Children and Family Services and is administered through a non-profit organization, Aspira Net, formerly Moss Beach Homes Inc. Families voluntarily register for Welcome Home Baby after delivering their baby at select hospitals in the county. Working closely with public health nursing, the trained Family Support Specialists provide visits for approximately 200 new families per year in Concord' s Monument Community, 70% speak Spanish and the majority are extremely low income based on federal poverty guidelines. WHB provides guidance in infant safety and care, ensuring that the babies have a medical home, their parents are confident and bonded to the baby, the parents are connected to the community and feel supported and they are able to access local resources that contribute to building roots and self-sufficiency. By providing these early services in the home, WHB can assist families to overcome challenging obstacles and give their babies a strong beginning. (T ff�S���VlnSly�� O O Q d e d gee C me G o e o 0 0 e e e e e e a a 4 p Q First 5: $183,300 ¢°4 o a g L1��MCu`J(P`U QOC�7 g --a tr o 0 TCM: $266,400 0� EHSD In-Kind$108,600 All first time parents face challenges,but families with multiple risk factors �o �� are often unable to respond adequately to their babies'needs. Research `ja CC Futures $100,000 pi jp Foundations:$13,300 0` demonstrates that perinatal home visiting programs are able to strengthen 1 0 (See attached resource o`o parental capacity and attachment,improve medical access and provide -S l° o`o` referrals to resources that prevent child abuse and neglect. 0 0° Education: Infant care,baby safety,child development,health maintenance Outputs: 1,2,3,4,8,9,10(see descriptions in first column below) Standardized Assessment:Maternal depression,home safety,child development Outputs: 1,3,4,5,6,7,9,10 Case Management:Health,voc./edu./childcare,legal resources,domestic violence/substance abuse/basic needs referrals Outputs: 1,3,4,6,7,9 Community Based Activities:Monument Community support group,workshops,community-building events Outputs: 1,2,4,5,6,7,8,9,10 OOML RIEVURM 2G 0G q `t�eenvr Long it zm OC:I aC��L��(ftfd�l�7�i 1.Primary Care 1.Primary Care 1.Primary Care WHB provides services to a. 150 families will be provided a. 150 families will acquire a. Use of primary care avoids first-time parents that are with information and medical insurance and a costs associated with directed at developing the assistance to acquire health primary care facility/ undiagnosed and/or protective factors and coverage. physician.95%will be untreated illness and diminishing the risk factors b. 150 families will be educated up-to-date with preventable diseases. known to be associated regarding appropriate use of immunizations. b. Using a primary care with child abuse and emergency room services. b. 125 families will physician reduces neglect. The costs of Child maximize use-of unnecessary and costly Welfare services range primary care and utilize emergency room services. from several hundred ER care only when dollars to process a referral necessary. to over$5000 per month for out-of-home placement. 2.Family Planning 2.Family Planning 2.Family Planning Substantial cost avoidance a. 150 families will be given a. 130 families will space a. Women will avoid maternal can be realized through information regarding family their children more than nutrient depletion and reductions in child abuse planning services/clinics. 24 months apart. children will be better and neglect referrals, open b. 21 teen parents will be b. 21 teen parents will not supervised. cases, and removals from referred to appropriate and have a second birth while b. Teen parents will home. To document the relevant programs. they are under 19 yrs.old experience greater impact of WHB services on economic independence. Child Welfare costs, referrals among WHB 3.Developmental Delays 3.Developmental Delays 3.Developmental Delays families will be compared a. 150 infants will receive a a. Five families will utilize a. Early developmental delay to the risk rates for all standardized assessment for the d.d.referral(s). identification and children living in the area. developmental delays. b. Families will recognize intervention will improve (33.7 to 72.6 per 1000). b. An estimated five infants will the need to follow long-term prognosis and Also, the number of be given appropriate referrals through on treatment. reduce associated costs. substantiated child welfare for further assessments and c. Five families will cases for children ages 0-3 d.d.treatment. become advocates for years in the area will be c. Five families will be their children(rights, reviewed to calculate an supported in their case plan, responsibilities,etc.) annual base rate that will be i.e.translation,etc. compared to the number of WHB families with open 4.Post Partum Depression 4.Post Partum Depression 4.Post Partum Depression cases. A lower rate among a. Using a standardized a. 15 mothers will utilize a a. Infants will receive WHB families will indicate assessment, 150 mothers will resource outside of WHB. consistent and engaged cost avoidance that will be be tested for post partum home-based services. parenting that meets their estimated using cost data depression. b. 10 mothers will needs. from the Child Welfare b. Any mother who scores above demonstrate system with information the threshold will be referred improvement. from the WHB data system to appropriate svcs. that records risk level for families in the program. OM4PNJ4� OM5-f C@MIJ 20 ONVV�70.M darn@ 4aPm 5.Parent Education 5.Parent Education 5.Parent Education a. 150 families will be referred a. 25 parents will attend a. Parents will be less likely to to parent education classes classes and learn resort to anger and abuse ••'"""""""'"'""""'•• and will receive WHB effective parenting skills. and will have skills to anticipatory guidance reverse previous negative i�G3G�CJC t�Gil� instruction. parenting styles. WHB has 4 FTE 6.Substance Abuse 6.Substance Abuse 6.Substance Abuse bicultural Spanish a. Four parents that disclose that a. Three parents will follow a. Children will have reduced speaking staff with they or a family member is up on a substance abuse anxiety,neglect and fear over five years abusing substances will be referral. associated with caregiver experience on provided with appropriate substance abuse. average working in referral information. the Monument Corridor. 7.Domestic Violence 7.Domestic Violence 7.Domestic Violence a. 15 parents who disclose that a. Eight families will seek a. Reduced childhood trauma 75%of the staff they are dealing with domestic appropriate help to will create a healthier adult represent WHB at violence will be provided with reduce household who is less likely to repeat the Monument D.V.referral sources and be violence. negative patterns. Community offered support and assistance b. Eight families will Partnership. in developing a safety plan. develop a safety plan. Services are based 8.Literacy 8.Literacy 8.Literacy on relationship- a. All Spanish-speaking parents a. 130 families will read to a. The foundation for school building that is (estimated at 113)will be their babies at least 3-5 readiness and subsequent individualized and provided with referrals for times per week. vocational/educational culturally ESL classes. b. 50 families will receive a success will be competent. b. 150 families will be educated library card. strengthened, about the importance of reading to their babies. C. 140 families will be offered a library card application. d. Families with babies 12 .............................. months or older(estimated at 45)will receive a schoolJG��C�CC� C� readiness tool kit. Families are 9.Basic Needs 9.Basic Needs 9.Basic Needs extremely low a. Extremely high needs families a. 50 families will a. Families will more likely income. (estimated at 50)wilt he given demonstrate knowledge avoid poor physical and referrals to transit,housing, of how to access mental health outcomes Lack of referrals for food and clothing. resources to address their when basic needs are met. undocumented basic needs.(self report) residents. 10.Social Isolation 10.Social Isolation 10.Social Isolation Inadequate public a. 150 families will be given a. There will be 550 adult a. Social connectedness transportation. information to connect to the attendances at four WHB reduces stress,anxiety, community through classes, sponsored family depression and fosters Cost of living is workshops and events, events/workshops and family social skills. high in the area. b. 150 families will be invited to the weekly support the four WHB sponsored groups. family events/workshops. b. Each caregiver will be C. 113 families will be invited to able to name a person ................................ join the WHB sponsored who they can count on weekly Spanish speaking for support. support group. d °f' o ° o a :tDp� C) 000" 0 0 00 cM to 0 0 -o O d' OO O O 0 0 0 0 0 0 0 0 0 0 O O O b O p [- v'� O N •--- O lO. 't O O W) 110 M �O M �O M O [� � O (- � V� � O `p N M t M � M � M O O O � v �nr � o o �or. o0 N N N DD v'i 'IT M v'i l- 01, N �o •• M - �o [� O q 0o v o O i � p 7 00 O O O :O, O O O ^ N N U p M M M z,S \10 O O 00 Gz. � CG O Ct O V1 v U 0 OM O M'. 0 0 0 0 0 0 0 O Opt O Z O N O O 00 N 00 .O to M M �-o M W) ll: b to 1.0 O N ,eY,: r M O !f �7 M 00 M M AD: N f- �o N ti0 ^ An O, 1 7' N � U W N 0 0 'o' 0 0 0 N o o 00 N O .o. o o r 00 O 00 "T ;r Ori O N M 00 N Mme. N M 00 W oC� Nr 3 cn o � N �i O � o W O O O O O O O0O O O O V1 O !D. O O O O v') `n. O N O O G7 U 1 U (V V 000 •00 ri O ^M O O a .a v1 F- [i, rte, p o cn GzL6 cf) a LC x U c C w CL C40 C/1 Off. Lit, C w O U E •cG cni s > cq «S c> N C O r. cn rL n` Q cn ° o V r 0 s N c V 'E Q a 3 i E CO [i r-L ID E �' °� F' '- a`i ° °� ' �� ani UO V 0 oaCL UcEao > OEv2 > Z > ' a� � � oa ° OB E- c. Q L) cn E- W O W owOU E- 2wv� = c';5rnUUUa � Q Planned Parenthood® rp.) Shasta-Diablo 2185 PACHECO STREET CONCORD,CALIFORNIA 94520 Nor' FUSN111 TUR F Ml( efly UUM=,- DOWN We've all heard the headlines; teen birth rates in California have been falling for the past few years. ITS TRUE, our interventions are working. The investment is paying off. But that's not the whole story. Within the Latino population, unintended teen pregnancy remains high, which is why Planned Parenthood: Shasta-Diablo's (PPSD) family communication and adolescent health program 'La VidaActuai, E/HabiaActuai ('Rea/Life, Rea/Ta/k)adopts a new approach to working with Latino parents and their teens in the Monument Corridor. Our goal is to help build their communication skills about sex and sexuality while imparting medically accurate reproductive health information and linking high risk, sexually active teens to clinical services. As a direct result of our interventions we expect to prevent twenty five unintended teen pregnancies and fifty incidences of sexually transmitted infections in the population served. The Social Return on Investment of these prevention measures is calculated to be $211, 475 per year for pregnancies prevented and $15,200 for STI's prevented. 345 This targeted campaign directly addresses two indicators in Contra Costa County's Children's Report Card', by providing interventions and information that are intended to prevent unintended teen pregnancies and the incidences of sexually transmitted infections among teens 15-19 years of age residing in the Monument Corridor. Through a progressive series of interventions, PPSD staff and trained Promotores will reach the target population through outreach in the Monument community at health fairs, parent education events, community events; through workshops at PPSD's Billie Long Resource Center located within the Monument Corridor; and through ongoing intensive in-home education and support to parents and their teens. All interventions will include information and assistance to teens in accessing reproductive health services at a PPSD health center or EXPRESS site. PPSD staff and Promotores will present ten one-hour presentations to parents and teens about healthy sexuality and responsible decision-making. One hundred and fifty parents will participate in workshops on 'How to Talk to Kids About Sex and Sexuality' In addition, three trained Promotores will reach out to, and serve, thirty families of teens 15-19 years of age at high risk for unintended teen pregnancy and sexuality transmitted infections. Interventions will be in Spanish. Studies show that when young people discuss sexuality with their parents they are less likely to engage in risky sexual behavior and are more likely to delay sexual intercourse'. Ongoing communication between adolescents and their parents about relationships, puberty, sexuality and responsible behavior makes a significant difference in advancing responsible decision making. It 183 21 >01 ta 55- ti z toz G co w 0 � 'a �i 4) o rn 0 m 0 —04 To w Q, Q 0 u w .G ;,, = fSS a u N<0 �7 0 -t3 Z, C6 un cn ;D n -QZ EA"., � y° U cl u u .0 to of Q t rV Cl . 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