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HomeMy WebLinkAboutMINUTES - 03112008 - C.106 ,} ontr Costa TO: BOARD OF SUPERVISORSC 4 y Y� .Y ourot FROM: Family and Human Services Committee DATE: March 11, 2008 SUBJECT: CCFUTURE FUND UPDATE — 2ND QUARTER PERFORMANCE REPORTS SPECIFIC REQUEST(S) OR RECOMMENDATIONS(S) & BACKGROUND AND JUSTIFICATION RECOMMENDATION ACCEPT report on the performance of the CCFuture Fund grantees during the first six months of program implementation and DIRECT staff return to the Board of Supervisors in August 2008 to report on first year results as recommended by the Family and Human Services Committee. FISCAL IMPACT No General Fund 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 SIGNATURE: RECOMMENDATION OF COUNTY ADMINISTRATOR RECOM ATION O BOARD COMMITTEE X APPROVE OTHER SIGNATURE(S): ©lJ1wtV_ Supervisor Susan A. Bonilla SunerWseb"r Mary N. Piepho ACTION OF BOARD ON `/V( O,c,�.c.�� / , �D© APPROVED AS RECOMMENDED THER Vote of Supervisors I HEREBY CERTIFY THAT THIS IS A X Unanimous TRUE AND CORRECT COPY OF AN Absent II ACTION TAKEN AND ENTERED ON THE __ _ _ _ _ !• MINUTES OF THE BOARD OF SUPERVISORS ON THE DATE SHOWN. Source: Robert Calkins, CDBG Program Manager (925) 335-7220 ATTESTED Orig. Dept. Community Development - CDBG JOHN CULLEN, CLERK OF cc: County Administrator- Sansoe THE BOARD OF SUPERVISORS Auditor AND qQUNTY ADMINI TRAT R County Counsel BY r���DEPUTY v BACKGROUND/REASONS FOR RECOMMENDATION Background: The CCFuture Fund was created in 2003 when the Board of Supervisors (Board) earmarked a portion of the transient occupancy tax from the Renaissance/Club Sport Hotel in the unincorporated Contra Costa Centre area for early intervention and prevention programs that reduce high cost crisis/safety net services. The mission of the CCFuture Fund is to: ...invest in programs and services that are results-based, family-oriented, collaborative, and available at critical points in the lives of children and families, thereby improving family functioning and reducing the high costs of dependency. In January 2004, the Board approved criteria for selecting programs for CCFuture Fund grants and program evaluation requirements, and designated the County's Community Development Block Grant(CDBG)program, operated out of the Community Development Department (CDD), as the grant administrator. 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. `r 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 CCFutre Fund Grantees: In May 2006, the Board selected six nonprofit agencies to receive CCFuture Funds (see Exhibit A). Each grantee received $50,000 in . funding during the Development Phase (FY 2006/07) and was required to complete a program Logic Model/Theory of Change as well as an Evaluation Plan. In June 2007, the Board allocated each grantee $100,000 for each of the next two years to implement the proposed programs and report on achievements throughout the year. Exhibit B provides a summary of the progress and accomplishments that each grantee has made during the first six months of this fiscal year. Staff believes each grantee has made acceptable progress and will be able to document improved outcomes and cost avoidance of the clients served. 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U f) (jr) a ✓ N cU w ✓ �N' O Q �., •O N c0 (13 ✓ 0�l d 0 N 0. N 07 d 0--o �O CO,N c G yLSt y N 64 Y ca U) -Soot aha@ $ N "' O 07 p.0@ V N 7 L 0 G N H T ,opo yCGCII(Il < O N <r O p o> 0• Q. ov S4 �° LV H...O o (�v. ap c6 W063m 'p N {� Q CD 0 7 tN4 o cc", t3- 0 tyCOr Z. v Exhibit B SUMMARY OF ACCOMPLISHMENTS (JULY—DECEMBER 2007) Mt. Diablo Unified School District- CARES After-School Program ❑ CARES project is fully operational and the data from the first six months indicate that CARES has applied resources and conducted activities consistent with its logic model. ❑ There are currently 741 children and youth enrolled in the CARES programs at the five CCFuture sites, evenly divided between males and females. There is ethnicity data on 709 youth of which 73% are Latino. ❑ The table provides. a summary of the achieved outputs in CARES three focus areas for the first 6 months of the project. Academics Homework Support 770 students 741 students • 4 hours per week 4 hours per week • 125 students 41 students Direct Instruction 0 2 hours a.week 2 hours a week • 8-week cycles 8-week cycles • 300 students Academic Intervention & 2 hours a week Will be implemented in quarter 3. • 24-hour cycle Youth:Leadershi • 770 students 741 students Graffiti Wall 0 1 hour per week 0 1 hour per week • 770 students 741 students Teambuilding I . 1 hour per week 1 hour per week • 100 students 0 85 students Service Clubs. . • Elementary: 1 hr/wk • Elementaryjust beginning • Middle school:3 hrs/wk 0 Middle school:3 hrs/wk • 50 students Will be-in in Quarter 3 Youth Advisory Teams 0 16 meetings :•:,. ::....: .: °..::. > Health and Nutrition:•::::: Physical Fitness 770 students 741 students Activities 9 2 hour per week 2 hour per week Cooking 770 students 741 students 0 2 hour per week 2 hour per week Exhibit B .. :.: � ;r:: r+... �ry - w 10 Nutrition Lessons 770 students 741 students • 2 hour per week 0 2 hour per week :.:. : ...::::....: .... ;. . .::.:.::::.:.:..... :.:•:. . ... ... .:.-.. .....,. St.Develo ment • 68 site coordinators,academic . 50 staff trained coaches,teachers,and rec 0 2 hours on academics Academics staff • 1 hr/month of training on academic • 2 hours on academics instruction for four months • 1 hr/month of training for six months Training survey results next report 49 site coordinators, academic coaches,and rec 0 50 staff trained Youth Leadership staff 2 hours of training at orientation • 2 hours of training 0 4.5 hours/every Tuesday in Quarter 3 • 2 hours of follow-up Training survey results next report consultation per site starting in February • 49 site coordinators, 6 50 staff trained academic coaches,and rec 0 2 hours of training at orientation Health and Nutrition staff 0 2 hrs training from NEW Kids(Cambridge • 2 hours of training Only) • 2 hours of follow-up consultation per site 0Training survey results next report • 10 site coordinators(SC)and 0 3 hours CC Future implementation plus 2 Program Evaluation academic coaches(AC) hours of CC Future evaluation training for 21 SC and AC led by evaluator • 2 hours of training 0 1 hr follow-up training for ACs ❑ Data needed to analyze achievement of proposed outcomes will not be available until May. ❑ • CARES. has successfully implemented their evaluation and is tracking children and youth demographics, program outputs, and program outcomes. ❑ CARES has a valid methodology for documenting costs of services provided, cost of achieving positive outcomes, and a methodology for documenting social return on investment. ❑ CARES greatest challenge has been coping with staff turnover and identifying academic coaches and a new site coordinator for Cambridge. CARES is facing a number of challenges in acquiring and using the FITNESSGRAM. Recently they identified two physical education teachers trained in the FITNESSGRAM and are hoping to use their 'services. Exhibit B Moss Beach Homes, Inc./Welcome Home Babv—It Takes A Villaze ❑ The project was fully operational and the data from the first six months indicate that WHB has applied resources and conducted activities consistent with its logic model. ❑ 79 families have been enrolled in the program. 5.5 home visitors completed 339 home visits. 77% of families served are Hispanic. 73% of the families identified their primary language as Spanish. Average age of mother enrolled in the program is 22.64 years. The range of mothers' ages is 14-41 years old. Majority of the families in the project report very low annual household income, a large percentage of families are living below the federal poverty level. Almost half of the mothers.have less than a high school degree. 38% of the families were designated high risk and 47% were designated as having moderate level of needs. ❑ The table provides a summary of the achieved outputs in the ten focus areas for the first 6 months of the project. . ... Expected Actual ° Outputs "`::.' ''. :' Yearly Total' as of]2/31/07 Achieved (1)Primary Care` (A)Health Coverage' f . 150 79.:. 53% (Bn: )ER"Educate° a.:' ': : ...::'''' . 150 63. 426%. .: (21Family Planning:; . (A)Education: '...'... 1 135 51..,.. 37'% (Q)Teen:Parents ...::.:: :.. 21 11 52% (3)Developmental Delays ' ; (A)Assessment. .. 150 28. 19% (B Referral 5 l.. 20% 5 l 20% : :(4)Post-Partum.Depression..:_' (A)Assessment .. :.: 150 48 32% ; 13200%,)Referral .... 15 3. : • (5)Parent Education. ... : (A)Educationor Referral.:.. I 150 79 53%:. i (6)Substance Abuse t (A)Referral:` ;...:.':.:::....... t:: 25% (7)Domestic Violence ::: ::.:. 15: ° 13/° , Exhibit B : (8)Social Isolation A Community Events. :.:.` i ( ) = 150 33 22% B WHB Events : """ 150 47 31%. . i (C)Spanish Support Group": .; i:.' . l 13 ; 15: 13%1;Mgasie Needs ;.. J. 1 i (A)Referral .: j.. 3. 50 1 62°° 0 0)Literacv..::::. :-(A)ESL Referral.:.:::::;. 113 113 7.. 6% (B)Education - '.:.:: : .... .. . 150 :.64 43% (C)Library Card [ 140 . 25 18% '.(D)Books ,;. '. .... .:: :... . I 1.50 52 37% i ❑ We understand that many of the proposed outcomes are not likely to be realized until later in the project. Preliminary data does show accomplishments of many of the following outcomes: Medical Coverage, Immunizations, Referral for post-partum- depression, creation of a safety plan for 30% of high risk families for domestic-violence. ❑ WHB has successfully implemented their evaluation and is tracking family demographics,.service dosage & program outputs, and program outcomes. ❑ WHB has a valid methodology for documenting costs of services provided, cost of achieving positive outcomes, and for documenting social return on investment. ❑ WHB's greatest challenge has been coping with staff turnover, departure of the executive director and administrative assistant. The home visitors have embraced the evaluator and are cooperating fully with the requirements to collect data and document their efforts. We Care, Services for Children-Monument Corridor Program ❑ The project was fully operational and the data from the first six months indicate that We Care has applied resources and conducted activities consistent with its logic model. We Care provided the expected direct clinical services.detailed in their logic model (1-3 hours weekly of dyadic and family therapeutic services focused on attachment, individual play therapy, development guidance, and/or advocacy to 8 — 10 clients.) ❑ We Care has been asked to redesign their tables on client demographics, client outputs and client outcomes. The current tables provided in the six months progress report are highly technical and difficult for a layperson to understand. However, we have documented that We Care is serving their target.population with the dose and intensity stated in their logic model. Outcome data will be available at the end of the first year. ❑ We Care has.successfully implemented their evaluation and is tracking family demographics; baseline data, program outputs, and program outcomes. We advised them Exhibit B to seek out an evaluator that could assist them in analyzing their very complicated data sets. ❑ We Care has a valid methodology for documenting costs of services provided, cost of achieving positive outcome, and for documenting social return on investment. ❑ We Care's greatest challenge has been analyzing and interpreting the meaning of the extensive.profile of data on each family. Another challenge has been providing staff extra training on issues of diversity. La Clinica: Childhood Asthma Management Program ❑ The project was fully operational and the data from the first six months indicate that La Clinica has applied resources and conducted activities consistent with its logic model. ❑ 22 pediatric asthma patients are enrolled in the program. Of the 22 children, 73% are under the age of 10; 81% are Hispanic and 95% speak Spanish. Of the 22 children, 77% have parents that earn incomes that are 100% of the federal poverty level and 45% are ^uninsured. Outcome data will not be available until the end of the first year. ❑ All 22 pediatric asthma patients have an Asthma Action Plan. 70% of the program, enrollees have received a flu shot. Over 80% of the enrollees have seen the clinical health educator. Recently, La Clinica graduated a new group of promotores educated in asthma who will soon begin making in-home assessments. We have asked for clarification on how the school is using the asthma plans faxed to them by La Clinica. ❑ La Clinica has successfully implemented their evaluation and is tracking family demographics, baseline data, program outputs, and program outcomes. ❑ La Clinica has a valid methodology for documenting costs of services provided, cost of achieving positive outcomes, and documenting social return on investment. ❑ La Clinica learned that many more of their clients are using John Muir"s emergency room rather than CCRMC. They have had difficulty obtaining data from John Muir. Also, La Clinica has had trouble persuading their families to come to the clinic for scheduled appointments. Families do not always understand the need to visit the doctor when in fact their child is not sick. Exhibit B Planned Parenthood—La Vida Actual, El Habla Actual (Real Life, Real Talk) ❑ In the first six months of the project, Planned Parenthood assessed and reassessed the reliability of their program design and logic model. They have made significant adjustments to each of the three major services listed in their Logic Model and are now ready to implement their new logic model and program design. ❑ 227 people were served through program outreach. 44 attended parent workshops. Ten promotores were recruited and trained to serve families. Of all the families served 265 were Latino. 123 were under the age of 19. ❑ The table below shows progress towards target outputs. Outreach.,and Education . • 1000 residents total at 8 community events 227 residents at three events Community Events 300 teens total who receive 0 12 Safer Sex Coupons Safer Sex Coupons • 150 teens for 6 hours of sex • Beginning in quarter three—have education workshops Educational already begun scheduling workshops Workshops for Teens (Revised,fi•ont 200 teems total attend at least one 10 one- and connecting with teachers and hour workshop) coordinators at MDUSD high schools. • 125 parents total • 44 parents Educational Five to ten 1.5-3 hour • Two 2-hour workshops Workshops for Parents workshops • Additional workshops scheduled Promotores Home.Visiting • One Health Educator One Health Educator Promotores Training • 20 hours of training 0 20 hours of training • 3 Promotores 0 10 Promotores Promotores Training 20 hours of training and field 24 hours of training and supervision supervision • 30 families Beginning in quarter three Home Visits 024 home visits Will complete approximately 8 home 0 1 group workshop each visits per family by,lune 08 Exhibit B Clinic Services(formerly Express Site) • 150 teens,referred through CC Futures, served at the Data not available.Will be reported in 3'd Clinical Services Concord Clinic by June 2008 quarter report.Tracking of CC Futures (revised,from 200 served at referrals to begin in late January. the Express Site) Other(Community Conn ection ) • MOU in place Monument Community • MOU with MCP 0 MCP guides bi-monthly meeting Partnership 0 Quarterly meetings 0 MCP Monthly Drug and Alcohol Free Communities Monthly meeting ❑ Data is not yet available on achievement of program outcomes. ❑ Planned Parenthood just recently made significant changes in the program evaluation design and is now implementing their revised evaluation design and their new method for tracking family demographics, program outputs, and program outcomes. ❑ Planned Parenthood has recently developed their methodology for documenting costs of services and'cost of achieving positive outcomes. They now have a plan in place for documenting social return on investment. ❑ Planned Parenthood has spent the first six months of the project re-evaluating their logic model and program assumptions. As a result a number of major changes have been made in their program design. When they learned that their plans for the express site was not feasible, they were able to work with the new director of the Planned Parenthood Concord Clinic who was willing to make significant changes in clinic practices and instituted intense training to ensure that all staff treat youth in a positive manner. Planned Parenthood also re-invented their outreach, youth education, and home visiting programs to be more compatible with unique cultural needs of families residing in Monument Corridor. Planned Parenthood now feels confident that they will be able to produce expected outcomes of reducing teen pregnancy and sexually transmitted infections. Exhibit B STAND! For Safe Families ❑ In the first six months of the project, STAND! has faced several significant challenges. They learned that the MDUSD would not provide them time and access to teachers or classrooms. STAND!;approached CARES, MDUSD's after school program and made arrangements .0 provide their education programs to youth in the after school program. Additional changes have been made in their logic model regarding therapy services ❑ STAND! summary tables showing progress towards target outputs. Program Activity. Training&.:.;; . .: Total-# : #Served.by Gender #of Events Education Served:..; . ... :...... Female.:.,..:.;; Male Parent facilitators trained2 6 6 0 School-based facilitators trained 1 3 3 0 Teachers provided with proiect orientation 3 140 122 18 Parents trained 1 25 21 4 #Served.by'. ##Served:by:,:: Program Activit r :#Served b Ethnicity b Y- Total#! Gender Ade..: . ..;..: : Childr n:.s Th ...... .. _ e era Served.. .... . ....... ......_,.,................................................... ...._.............................................................:.:.........::.:....:..:.....:..............,....: ...... pY..:. Femal"'" .Mal Ele Middl,:;..:. Af-: Cau:_ La Asan Othe , Unknow t. Children screened* I 136 I 45 91 ( 59 77 Children enrolled' in 17 5 12 13 4 1 1 2 12 1 1 `-'roup therapy................................................................................. _. .......... Children in group 0 - ........... ........-_._..... _.. . ...... ............_. ............_... .......................... ...................... ............_............................. therapy Children enrolledT in 12 6 6 8 4 10 2 individual...therapy................................... ............. ........................_......................................................._.............__........:...._...................................;......................__...;................... _......................... .....-_._............ ............... Children in individual 5 ; 5 0 S therapy Community Collaborations., of . ;;..M eetings:...: Monument Community Partnership. 5 ...................._....................................................................................................................................................................._................................. .. Mount Diablo United School District 6 ................................................................................................................................................................................................................_.................... Coordinated Care Teams 18 ..................................................................................................................................._................................................................................................ CC Futures Fund MOU 3 .................................................... ........................._........_......._..........................._............................................_._..........._.._............................. CFS Safe&Stable Families Coalition ........................................................................................................................................................_......................................................._. Safe and Drug-Free Schools 1 Taskforce Exhibit B ❑ Data is not yet available on achievement of program dose of services/outputs and program outcomes. ❑ STAND! has not found an evaluator to work with them.We recommended several names and will be meeting with STAND! at the end of the month to determine their status on evaluation. ❑ STAND! has completely changed its program outcomes and is now seeking to develop an appropriate method for documenting program cost and social return on investment. ❑ STAND! has learned much during the first six months of the project. They have had to make changes in their program design to fit the constraints imposed upon them by the school district. They have had to re-think their curriculum and translations of materials upon learning that their translations are not culturally appropriate. Now they face the difficult challenge of clarifying their program outcomes and methodology for SROI. We will be continuing our meetings to ensure progress is made by STAND!