HomeMy WebLinkAboutfy-18-19-measure-a-web-versionMEASURE A
Essential Health Care Services Tax Ordinance
MEASURE A CITIZEN OVERSIGHT COMMITTEE
13TH REPORT TO THE ALAMEDA COUNTY
BOARD OF SUPERVISORS AND THE PUBLIC
Review of Expenditures July 1, 2018 – June 30, 2019
Fiscal Year
2018/2019
MEASURE A
Essential Health Care Services Tax Ordinance
MEASURE A CITIZEN OVERSIGHT COMMITTEE
13TH REPORT
TO THE ALAMEDA COUNTY BOARD OF SUPERVISORS
AND THE PUBLIC
REVIEW OF EXPENDITURES IN
Fiscal Year (FY) 2018/2019
July 1, 2018 – June 30, 2019
PHOTO CREDITS
Cover photos (L to R): Alameda Boys & Girls Club, Center for Early Intervention on Deafness, City
of San Leandro Senior Services, Center for Early Intervention on Deafness, Health Services for Day
Laborers: Multicultural Institute
Page 2 (L to R): Spectrum Community Services, Inc. (Meals on Wheels), George Mark Children’s House,
ACCMA Community Health Foundation/East Bay Conversation Project, Alameda Boys & Girls Club
Page 4: Latino Men and Boys Program
Page 5: Fremont Aging and Family Services
Page 6: LifeLong Medical Care (Heart 2 Heart)
Page 7: Countywide Plan for Seniors (Injury Prevention, Meals, Nutrition)
Page 8: Youth and Family Opportunity Initiatives
Page 9: Direct Medical and Support Services (Oakland): Preventive Care Pathways
Page 19: Center for Healthy Schools and Communities (School-Based Behavioral Health Initiative)
Page 23: Health Services for Unaccompanied Immigrant Youth: La Familia Counseling Services
Page 25: La Familia Counseling Services
Page 28: Mental Health Services for Newcomers and Immigrants (CERI)
Page 38: Alameda County Dental Health
Page 41: Center for Healthy Schools and Communities (School Health Centers)
Page 44: Fremont Aging and Family Services
Page 47: Health Services for Day Laborers: Multicultural Institute
Page 49: Health Services for Day Laborers: Street Level Health Project
Page 55: Medical Costs for Juvenile Justice Center: Victims of Crime
Page 57: Preventive Care Pathways
Page 61: Tiburcio Vasquez Health Center, Inc.
Page 63: Washington Hospital Healthcare Foundation
Page 66: ACCMA Community Health Foundation/East Bay Conversation Project
Page 68: Alameda Boys & Girls Club, Inc.
Page 70: Asthma Start
Page 72: Center for Early Intervention on Deafness
Page 74: City of San Leandro Senior Services
Page 76: Countywide Plan for Seniors: Getting the Most Out of Life
Page 80: Countywide Plan for Seniors: Injury Prevention, Meals, Nutrition
Page 82: Eden Youth and Family Center
Page 86: Emergency Preparedness, Mitigation, Response, & Recovery
Page 88: George Mark Children’s House
Page 92: Healthy Food Healthy Families: Alameda County Community Food Bank
Page 93: Healthy Food Healthy Families: Alameda County Deputy Sheriffs’ Activities League
Page 95: Healthy Homes Department Fixing to Stay & Group Living Facilities Project
Page 97: HERS Breast Cancer Foundation
Page 103: La Familia Counseling Services: Youth Resiliency
Page 105: Latino Men and Boys Program
Page 107: Lend A Hand Foundation
Page 110: LifeLong Medical Care Heart 2 Heart
Page 113: Nutrition Services in West Oakland: City Slicker Farms
Page 117: Public Health Prevention Initiative
Page 127: Sandra Wing Healing Therapies Foundation
Page 130: Spectrum Community Services, Inc. (Fall Prevention Program)
CONTENTS
Measure a Citizen Oversight COMMittee MeMbers ............................................................................................................ 1
exeCutive suMMary ............................................................................................................................................................................ 2
hOw the MOney was spent ....................................................................................................................................................... 10
Fy 18/19: 75% OF Measure a Funds allOCated tO Alameda health system .................................................................... 11
review OF Fy 18/19 expenditures:
Behavioral Health and Alcohol and Other Drug (AOD) Community-Based Providers ...................................... 15
Center for Healthy Schools and Communities (School-Based Behavioral Health Initiative) ......................... 18
Cherry Hill Detoxification and Sobering Centers ........................................................................................................... 20
Criminal Justice Screening and In-Custody Services .................................................................................................... 21
Health Services for Unaccompanied Immigrant Youth: La Familia Counseling Services ................................ 23
La Familia Counseling Services ........................................................................................................................................... 25
Mental Health Services for Juvenile Justice Center ...................................................................................................... 26
Mental Health Services for Newcomers and Immigrants (CERI) .............................................................................. 28
grOup 2: hOspital, tertiary Care, Other
St. Rose Hospital ....................................................................................................................................................................... 31
UCSF Benioff Children’s Hospital Oakland ...................................................................................................................... 33
grOup 3: priMary Care
Alameda County Dental Health ........................................................................................................................................... 38
Center for Elders' Independence ......................................................................................................................................... 40
Center for Healthy Schools and Communities (School Health Centers) ............................................................... 41
Fremont Aging and Family Services ................................................................................................................................... 44
Health Enrollment for Children ........................................................................................................................................... 46
Health Services for Day Laborers: Multicultural Institute .......................................................................................... 47
Health Services for Day Laborers: Street Level Health Project ................................................................................. 49
Medical Costs for Juvenile Justice Center: Direct Service Planning and Administration ................................. 51
Medical Costs for Juvenile Justice Center: Niroga Institute ....................................................................................... 53
Medical Costs for Juvenile Justice Center: Victims of Crime ...................................................................................... 55
Preventive Care Pathways ...................................................................................................................................................... 57
Primary Care Community-Based Organizations ............................................................................................................. 58
Tiburcio Vasquez Health Center, Inc. .................................................................................................................................. 61
Washington Hospital Healthcare Foundation ................................................................................................................. 63
grOup 4: publiC health
ACCMA Community Health Foundation/East Bay Conversation Project ................................................................ 66
Alameda Boys & Girls Club, Inc. .......................................................................................................................................... 68
Asthma Start ............................................................................................................................................................................... 70
Center for Early Intervention on Deafness ....................................................................................................................... 72
City of San Leandro Senior Services ................................................................................................................................... 74
Countywide Plan for Seniors: Getting the Most Out of Life ...................................................................................... 76
Countywide Plan for Seniors: Home-Based Nursing Case Management ............................................................. 78
Countywide Plan for Seniors: Injury Prevention, Meals, Nutrition ........................................................................... 80
Eden Youth and Family Center ............................................................................................................................................. 82
Emergency Medical Services (EMS) Corps ........................................................................................................................ 84
Emergency Preparedness, Mitigation, Response, & Recovery .................................................................................... 86
George Mark Children’s House ............................................................................................................................................. 88
Health Services for Persons Who Inject Drugs HIV Education and
Prevention Project of Alameda County (HEPPAC) .......................................................................................................... 90
Healthy Food Healthy Families: Alameda County Community Food Bank ........................................................... 92
Healthy Food Healthy Families: Alameda County Deputy Sheriffs’ Activities League ...................................... 93
Healthy Food Healthy Families: UCSF Benioff Children’s Hospital Oakland ....................................................... 94
Healthy Homes Department Fixing to Stay & Group Living Facilities Project ................................................. 95
HERS Breast Cancer Foundation .......................................................................................................................................... 97
HIV Education and Prevention Project of Alameda County (HEPPAC) OPEND Program ................................. 98
Home Visiting Services ........................................................................................................................................................ 100
La Familia Counseling Services: Youth Resiliency ...................................................................................................... 103
Latino Men and Boys Program .......................................................................................................................................... 105
Lend A Hand Foundation .................................................................................................................................................... 107
LIFE ElderCare ......................................................................................................................................................................... 108
LifeLong Medical Care Heart 2 Heart ............................................................................................................................. 110
Needle Exchange Emergency Distribution ................................................................................................................... 112
Nutrition Services in West Oakland: City Slicker Farms .......................................................................................... 113
Oakland Unified School District: Behavioral Health Stipends ............................................................................... 115
Oakland Unified School District: Water Hydration Stations ................................................................................... 116
Public Health Prevention Initiative ................................................................................................................................. 117
Public Health Prevention Initiative: Emergency Medical Services (EMS) Injury Prevention ...................... 122
Public Health Services for Homeless Residents: Abode Services ........................................................................ 125
Sandra Wing Healing Therapies Foundation ............................................................................................................... 126
Senior Injury Prevention Program .................................................................................................................................... 127
Social Good Fund, Inc. (The East Oakland Collective) ............................................................................................... 129
Spectrum Community Services, Inc.: Fall Prevention Program .............................................................................. 130
Spectrum Community Services, Inc.: Meals on Wheels ............................................................................................. 132
Women’s Cancer Resource Center .................................................................................................................................... 133
Youth and Family Opportunity Initiatives ..................................................................................................................... 134
appendiCes
appendix a: Measure a auditOr-COntrOller repOrt ............................................................................................................... 139
appendix b: Fy 18/19 budget inFOrMatiOn ............................................................................................................................. 140
appendix C: Fy 18/19 Measure a Fund distributiOn by prOvider Or prOgraM ................................................................. 142
appendix d: Maps: geOgraphiC distributiOn OF prOviders Funded by Measure a in Fy 18/19 ....................................... 147
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 1
MEASURE A CITIZEN OVERSIGHT
COMMITTEE MEMBERS
The Measure A ordinance established a Citizen Oversight Committee, which consists of 17 members appointed
by the Alameda County Board of Supervisors (Board), to annually review the expenditures for the prior year and
report to the Board on the conformity of the expenditures to the ordinance. The Committee develops, publishes,
and presents a final report, based on individual reports submitted by fund recipients at the end of each year, to
the Board. Each nominating agency is responsible for appointing a new member to any current vacancy.
For more information regarding the Measure A Oversight Committee, please contact Alameda County Health
Care Services Agency Administrative & Financial Services Manager James Nguyen at James.Nguyen@acgov.org.
SEAT COMMITTEE MEMBER REPRESENTING/NOMINATED BY
Seat 1 (vacant) League of Women Voters
Seat 2 Susan Hauser League of Women Voters
Seat 3 (seat in abeyance) Alameda County Taxpayers Association, Inc.
Seat 4 (vacant) Alameda County Mental Health Board
Seat 5 Zhonnet Harper Alameda County Public Health Commission
Seat 6 Kuwaza Imara Central Labor Council of Alameda County
Seat 7 Rachel Richman Central Labor Council of Alameda County
Seat 8 Rebecca Rozen Hospital Council of Northern California
Seat 9 Frank Staggers, M.D. Alameda-Contra Costa Medical Association
(previously Art Chen, M.D.)
Seat 10 Colin Arnold City of Berkeley
Seat 11 Christine Martin City Managers’ Association
Seat 12 Kelly McAdoo City Managers’ Association
Seat 13 Michael McCorriston District 1 Supervisor Scott Haggerty
Seat 14 (vacant) District 2 Supervisor Richard Valle
Seat 15 Charles Go, Ph.D. District 3 Supervisor Wilma Chan
Seat 16 Linda Tangren District 4 Supervisor Nate Miley
Seat 17 (vacant) District 5 Supervisor Keith Carson
Note: The members above were involved in the development of the FY 18/19 Measure A Oversight
Committee Report.
ALAMEDA COUNTY HEALTH CARE SERVICES AGENCY STAFF
Colleen Chawla, Agency Director
Kristel Acacio, Financial Services Director
James Nguyen, Administrative & Financial Services Manager
Tamara Lawson, Administrative Specialist II
Justine Eclipse, Secretary II
Kin Leung, Specialist Clerk I
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 2
FY 2018/2019 Measure A
Executive Summary
(July 1, 2018 – June 30, 2019)
About the Measure A
Citizen Oversight Committee
One of the provisions of Measure A required the
establishment of a Citizen Oversight Committee. The
Measure states: “The citizen oversight committee shall
annually review the expenditure of the essential health care
services tax fund for the prior year and shall report to the
Board of Supervisors on the conformity of such expenditures.”
With ongoing support from the Alameda County Health Care
Services Agency (HCSA), the Oversight Committee spent
several months reviewing allocation reports, highlighting
accomplishments while deliberating and communicating
concerns to providers, and reviewing and editing the Measure
A annual report. Report forms that are based on the Results-
Based Accountability methodology, along with in-person
presentations from several providers, were used to review all
funding allocations.
History of
the Measure
Passed by 71% of Alameda County
voters in March 2004
Extended through 2034
(as Measure AA) by 76% of
voters in June 2014
Raises County sales tax by one-half
cent for health care services:
Emergency medical, hospital
inpatient/outpatient, public health,
mental health, and substance abuse
Target populations: Indigent, low
income, and uninsured adults,
children and families, seniors, and
other residents of Alameda County
½ %
Overall Conclusion
The Oversight Committee found that Alameda Health System (AHS) and other recipients
of the sales tax revenue spent the funds in compliance with the provisions of Measure
A. The Oversight Committee did have concerns for a small number of allocations. These
concerns are noted in this Executive Summary and in the individual report summaries for
the relevant providers.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 2
Measure A generated $164,198,071* in FY 18/19.
Of the $164,198,071 that Measure A generated in FY 18/19, AHS received 75%, and the remainder of the funds was
distributed by the Alameda County Board of Supervisors (Board) to many health care providers who provide essential
health care services.
DISTRIBUTION OF MEASURE A FUNDS
Provider Delivery
Post Acute Care
Behavioral Health
Ambulatory Clinics
Acute Care
Public Health 35%
Behavioral Health 23%
Primary Care 24%
Hospital, Tertiary Care, Other 18%
* Does not include interest earned.
** Board allocations are made in advance of a given fiscal year. Therefore, the amount generated by Measure A for that year does not equal the amount
allocated by the Board.
$38.6 M Allocation
of Measure A Funds Approved by
the Board of Supervisors**
$123 M Allocation
of Measure A Funds to
Alameda Health System
25%
$41 M*
GENERATED
75%
$123 M
GENERATED
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 3
53%
19%9%
10%
9%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 4
Highlights
Since the full implementation of the Affordable Care Act in 2014,
more than 16,000 newly eligible Alameda County residents have been
enrolled in the state’s Medi-Cal program, and more than 57,000 County
residents have been enrolled in Covered California. Despite these
achievements in increasing the number of individuals who have health
insurance, an estimated 72,422 individuals, or 5.1% of County residents,
remain uninsured, according to the American Community Survey
estimates for 2019. (Source: U.S. Census Bureau, Small Area Health
Insurance Estimates)
However, during this time period under the Trump administration,
serious efforts were taken to dismantle the Affordable Care Act, which
may erode public health coverage. Thus, Measure A revenues continue
to play a critical role in helping indigent, uninsured, and low income
residents of the County—who depend on the County’s health care safety
net—maintain access to essential health services.
With regard to Measure A recipient reporting, the Committee recognizes
an ongoing trend of improvement in the quality and level of detail
in the reporting process compared to prior years. This is due in part
to the ongoing effort of the Committee and HCSA to improve the
accountability of Measure A recipients by providing ongoing technical
assistance training to providers.
Service to a Large—and Growing—Number of County Residents
Service providers receiving Measure A funding continue to serve a large
portion of County residents. For example, AHS, which receives 75% of
Measure A tax revenues, provided services to 166,057 patients in FY
18/19, while the providers under the Public Health Prevention Initiative
served a cumulative total of 39,010 County residents through Measure A.
Even among smaller providers, numbers continue to grow. The Tiburcio
Vasquez Health Center, Inc. health center at Tennyson High School
served roughly four times more clients than the preceding year, while
the center at Hayward High School served 8% more clients. At LIFE
ElderCare, the number of older adults served increased 121% from the
previous year.
Health Care Across All Segments
As in prior years, Measure A service providers continue to reach all
of the County’s residents, across geography, demographics, and even
language. South and East County residents are represented by La Familia
Counseling Services and Spectrum Community Services, Inc. (Meals
on Wheels), among others, while multiple providers are located in the
AHS served over 166,000
County residents through
Measure A in FY 18/19,
while the Alameda County
Public Health Department
Public Health Prevention
Initiative served over
39,000.
Latino Men and Boys Program
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 5
population centers of Oakland and Berkeley. Several funding recipients
focus on resident subgroups, including seniors, youth, the unhoused,
the incarcerated, and those struggling with substance use. And service
offerings reflect the County’s wide array of languages—beyond English
and Spanish, various providers offer their services in Cantonese, Farsi,
Mandarin, Punjabi, Tagalog, and Vietnamese, among many others.
Goals Met and Exceeded
In most cases, Measure A recipient providers met all or nearly all
of their performance goals. And the providers often exceeded these
goals, sometimes greatly. One of the County’s Behavioral Health and
Alcohol and Other Drug (AOD) Community-Based Providers, Mental
Health Association of Alameda County (MHAAC), exceeded their goals
for responding to phone calls by nearly 300%. At Healthy Food Healthy
Families: Alameda County Community Food Bank, the total number
of meals served (28,978) exceeded the target (21,428) by 135%. The
LifeLong Medical Care Heart 2 Heart (H2H) program exceeded all target
goals, including an increase of community members served through
engagement activities of almost 2,000%—from a target of 100 to an
actual number of 1,929.
Focus on Mental and Behavioral Health
Measure A recipients provide services across the whole-person health
spectrum, with many focused on mental and behavioral health issues.
These programs support improved outcomes in personal and social
development for clients ranging from youth to seniors. For example,
95% of Niroga Institute youth class participants reported that the class
was helpful for managing emotions and stress, while 85% of Sandra
Wing Healing Therapies Foundation clients indicated that their Care
Team Member helped them cope with the physical and emotional
difficulties they were experiencing.
Quantifiable Impact
Satisfaction surveys reveal that recipients are using their Measure A
funding to effectively address the needs and concerns of their patients
and clients. At St. Rose Hospital (SRH), the patient satisfaction score for
communication with nurses increased four points from the preceding
year to 84.6, exceeding the target of 83.9. Through Medical Costs for
Juvenile Justice Center: Direct Service Planning and Administration, 88%
of youth who received medical services were satisfied with them.
Fremont Aging and Family Services
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 6
Access Where It Counts
Measure A funding recipients utilize community-based and mobile
locations to make services accessible to populations that have less
mobility, lack transportation to or trust in traditional medical settings, or
are otherwise hard to reach—populations that often have a great need
for services. Through the Health Services for Day Laborers allocation,
100% of individuals served by Multicultural Institute’s (MI’s) mobile
health services reported that they would not have had access to services
if it weren’t for MI or its partners, and 94% of clients accessing the
Street Level Health Project food pantry reported that they would not
have received healthy food if they did not get it through the pantry.
Knowledge = Prevention
Measure A funding recipients wisely direct some of their efforts to
improving caregiver and client knowledge, thus helping prevent health
and life crises before they occur. At Criminal Justice Screening and
In-Custody Services, 100% of Adult Forensic Behavioral Health (AFBH)
leadership staff reported that, as a result of participation in suicide
prevention meetings, they felt more prepared to assess and treat
inmates with high risk for suicide. Ninety-five percent of individuals
contacted through the ACCMA Community Health Foundation/East
Bay Conversation Project were more likely to engage in advance
care planning following the outreach. And 98% of HIV Education and
Prevention Project of Alameda County (HEPPAC) workshop participants
reported increased knowledge of at least one protective behavior such
as safer injection practices or HIV/HCV and overdose prevention.
Return on Investment
While health care outcomes are the most important indicator of
Measure A’s value, the funding also shows its worth in strictly financial
terms. Over 25% of recipients leveraged their Measure A allocation to
obtain matching funds from government programs, private and public
foundations, and individuals. These matching funds often represent
a more-than-50% return on the allocation, and sometimes exceed
100%. The Center for Healthy Schools and Communities (School-Based
Behavioral Health Initiative) received a nearly 250% return in matching
funds, Alameda County Dental Health and Fremont Aging and Family
Services nearly 300%, Healthy Food Healthy Families: Alameda County
Deputy Sheriffs’ Activities League over 400%, and the Center for Healthy
Schools and Communities (School Health Centers) almost 1,400%.
LifeLong Medical Care Heart 2 Heart
$55.6
million
$38.6
million
Measure A Funds
Approved by the
Board of Supervisors
Matching
Funds
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 7
General Concerns and
Recommendations
In developing this report, the Oversight Committee identified several
concerns regarding the state of health care funding both during the
years of Measure A implementation (2004-2019) and in the foreseeable
future.
Many families, especially those living in disadvantaged communities,
have not benefited from the economic recovery in recent years and face
rising housing and living costs, which significantly impact the health of
County residents. According to EveryOne Counts! 2018 Homeless Count
and Survey data submitted to the U.S. Department of Housing and Urban
Development (HUD), an estimated 8,022 County residents experiencing
homelessness were counted. As the housing and homelessness crisis
continues to grow in Alameda County, Measure A continues to play a
vital role in providing essential health services to many vulnerable
residents, including low income families and seniors.
The Committee urges Alameda County to pay close attention to
public health policy changes that relate to homelessness and housing
affordability that may have significant impacts on health care access or
the County’s safety net. In addition, Alameda County should continue to
closely monitor efforts that threaten entitlement programs, change the
definition of Public Charge, or dismantle the Affordable Care Act.
Realizing the full promise of these Affordable Care Act reforms
presents a significant challenge, as the health care delivery system
remains fragmented, eligibility systems are cumbersome and difficult
to negotiate, and access to care continues to be compromised by
low reimbursement rates, chronic underfunding, and a shortage of
providers—particularly in primary and preventive care. Measure A will
continue to serve as an essential revenue stream in developing creative
and innovative ways to improve access to care, lower the cost of care,
and improve the patient experience. This in turn helps promote equity in
health care service delivery by addressing the root causes of poor health
outcomes.
CONCERN: The Committee recognizes that many organizations apply for
Measure A funding to supplement their funds to provide services to the
residents of Alameda County. The Committee’s concern is that, because
some organizations have more familiarity with the funding cycle and the
process for applying for Measure A funds, this may have the unintended
effect where the selection process appears to favor organizations that
are more familiar with the process, to the possible exclusion of newer,
more innovative organizations that may be addressing emerging health
care needs of the Measure A target populations.
Countywide Plan for Seniors
Injury Prevention, Meals & Nutrition
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 8
RECOMMENDATION: The Committee suggests that, to improve public
awareness about Measure A and access to the funding process, the Board
should make public announcements about the availability of Measure A
funds at least nine months before the application process for the next
funding cycle. The announcements should include information about
Measure A, the person or persons to contact regarding applications, and
a brief statement about the purpose of Measure A funds.
RECOMMENDATION: Recruitment of Oversight Committee membership
should place an ongoing focus on representing the diverse make-
up of the population served by Measure A as part of the Committee’s
continuous quality improvement efforts.
CONCERN: The Committee expresses an ongoing concern that the
County Counsel’s interpretation of the Measure A ordinance limits the
Committee’s ability to review program efficacy and cost-effectiveness.
The Oversight Committee believes that the interpretation of the statute
must be revised to expand the role of the Committee and appropriately
allocate Measure A funds for administrative staff to expand the
oversight of contracts, including programmatic and financial audits or
other methods to ensure the effective use of public funds to all grantees.
As part of its role in providing fiscal oversight, the Committee recognizes
a need for providers and HCSA to work together to evaluate the long-
term impact of Measure A investments in Alameda County.
RECOMMENDATION: The Board should authorize and fund HCSA to
include evaluations of Measure A programs as part of its initiative to
improve oversight and outcomes in selected programs.
RECOMMENDATION: Up to 10% of Measure A recipients should undergo
a formal audit each year to track whether money is being spent in
accordance with the wording and intent of the measure.
CONCERN: Although reporting continues to improve, the Committee
expresses the ongoing concern that its review is impacted by the varying
level of detail provided in fund recipient reports, as well as varying levels
of responsiveness to specific questions posed by the Committee to specific
recipients. This makes it difficult for the Committee to determine whether
funding is being spent on the Measure A target population. For example:
• Multiple provider reports listed objectives that are not measurable
and/or stated positive outcomes without quantifying the statements.
• For some reports, it is unclear whether the target population falls
within one of the categories listed in the Measure A statute: “indigent,
low income, and uninsured adults, children, families, seniors, and other
residents of Alameda County.”
• In other reports, the provider’s description of the services offered
raises questions as to their relevance to the wording of the Measure A
statute.
Youth and Family Opportunity Initiatives
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 9
RECOMMENDATION: HCSA should receive funding to provide training to
Measure A recipients to increase their capacity to effectively collect and
report demographic data on the clients that they serve and their results-
based effort, quality, and impact measures. The Committee further
advocates that HCSA be sufficiently staffed to successfully implement
such a process.
RECOMMENDATION: Organizations that do not provide adequate
information may not be considered for future funding.
CONCERN: While the U.S. economy has had more than eight years
of growth following the Great Recession, some indicators forecast a
potential economic slowdown in the next few years, which would have
a negative impact on many of the providers and programs that receive
Measure A funding.
RECOMMENDATION: To sustain base funding, adequate Measure A
reserves should be maintained to address projected decreases in
revenue.
CONCERN: In reviewing Measure A fund recipients, Committee members
noted that several awardees have consistently not used their full
allocated funds. This is a concern as these unused funds could have
been awarded to other organizations rather than sitting as rollover
funds.
RECOMMENDATION: Ascertain awardees who consistently do not
use their full allocated funds, and reduce their allocated funding as
appropriate.
Direct Medical and Support Services (Oakland)
Preventive Care Pathways
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 10
HOW THE MONEY WAS SPENT
Measure A tax revenue is used to
provide emergency medical, hospital
inpatient, outpatient, public health,
mental health, and substance abuse
services to indigent, low income,
and uninsured adults, children and
families, seniors, and other residents of
Alameda County.
Each year, the Alameda Health System
(AHS) receives 75% of Measure A
funds, which is allocated by their
Board of Trustees to provide primary
and specialty care, preventative, and
mental health services to patients
served at AHS’s multiple facilities,
including Highland Hospital, John George Psychiatric Hospital, Fairmont Hospital, San Leandro Hospital, and Alameda
Hospital.
The remaining 25% of the Measure A funds received is allocated by the Alameda County Board of Supervisors (Board) to
provide critical medical services offered by community-based health care providers, emergency care, and public health,
mental health, and substance abuse services to address the many health needs of communities throughout the County.
In FY 18/19, Measure A generated $164,198,071 (not including interest earned). The funds were allocated as follows:
Alameda Health System (75%): $123,148,555
Alameda County (non-AHS) (25%): $41,049,520
TOTAL: $164,198,071
In FY 18/19, the Alameda County approved budget totaled $3.4 billion. The Alameda County Health Care Services
Agency* approved budget totaled $856 million, or 25.1% of the total County budget. Measure A revenues not specifically
designated for AHS accounted for $32,618,942, or 1%.
* Excludes Emergency Medical Services and Vector Control
The following sections in the report provide more detail on how AHS and the Board spent Measure A funds in FY 18/19,
which includes revenue generated in the reporting year as well as unspent funds earned in previous years.
Alameda County
Board of Supervisors
Alameda Health System
Board of Trustees
25%
75%
25%
DISTRIBUTION OF MEASURE A ALLOCATIONS
FY 18/19 Allocation: $125,492,615 | Expended/Encumbered: $125,492,615
Individuals served by Measure A: 166,057 (Total individuals served: 166,057)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Emergency Medical, Hospital Inpatient, Hospital Outpatient, Public Health, Mental Health,
Substance Abuse
Service area: Countywide
Background
Alameda Health System (AHS) works for the caring, healing, teaching,
and serving of all. It provides a patient- and family-centered system of
care that promotes wellness, eliminates disparities, and optimizes the
health of its diverse communities.
AHS services are based on the following pillars:
• Access. Decrease check-in-to-discharge time for ambulatory
appointments. This results in additional appointments made and
more patients seen in the clinics.
• Quality. Decrease hospital-acquired infections and harms. Reducing
hospital-acquired infections and harms improves the health of
patients and decreases the length of stay, which can lead to improved
outcomes and decreased utilization.
• Experience. Improve Hospital Consumer Assessment of Healthcare
Providers and Systems (HCAHPS) and Clinician and Group Consumer
Assessment of Healthcare Providers and Systems (CGCAHPS) scores.
The HCAHPS and CGCAHPS surveys reflect the voices of patients and
provide AHS with information about their experience. AHS uses the
data and patients’ comments to determine what key drivers impact
the overall scores.
• Network. Decrease rehospitalization during the first 30 days of
home health. AHS has partnered with Golden Pacific Home Health to
provide home health services to eligible uninsured patients within
five days of inpatient hospital discharge. Services include assisting
with managing the symptoms of chronic conditions, assessing and
treating wounds, instructing the patient in medication management,
physical therapy, occupational therapy, speech therapy, diet
counseling, and personal care support.
• Workforce Development. Reduce workplace injury. Training and
education is key to providing a safe environment for staff and
volunteers.
FY 18/19: 75% of Measure A Funds Allocated to
Alameda Health System
alamedahealthsystem.org
Matching Funds
$29.8M
AHS leveraged its Measure A
allocation to obtain $29,845,294
in matching funds through an
Intergovernmental Transfer.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 11
AHS provides services in over 25 languages in person, by teleconference,
or by videoconference. An additional 10 languages are offered through
contracted phone interpretation.
Measure A Funding Summary
AHS does not have programs specifically or separately supported by
Measure A funds. As a result, the results below are for AHS overall.
AHS's programs, goals and strategies are aligned to ensure its ability to
meet the purpose of the voter-approved Essential Health Care Services
Initiative, providing additional support for emergency medical, hospital
inpatient, outpatient, public health, mental health, and substance abuse
services to indigent, low income, and uninsured adults, children, families,
seniors, and other residents of Alameda County.
In FY 18/19, Measure A helped AHS achieve the following across its
strategic pillars.
Access
Performance measure:
• Reducing the time from when the patient checks in at the front desk
to the time when the patient checks out from the clinic
Improvement efforts:
• Monitoring of overall results and times for each process step
• Clinic-specific process improvement plans to address the root causes
of delays in throughput time and decrease patient wait times
Results:
• Primary care: 71 minutes (target: 69; baseline: 75)
• Specialty care: 79 minutes (target: 86; baseline: 94)
Quality
Performance measures:
• Reducing the hospital-acquired infections (HAI) index
• Reducing the number of hospital-acquired harms (HAH) per 1,000
discharges
Improvement efforts:
• Infection preventionist participation in daily rounds
• Auditing of device and equipment maintenance
• Real-time feedback to staff
Results:
• HAI index: 6.17 (target: 9.72)
• HAH per 1,000 discharges: 2.22 (target: 2.76)
Success Story
A community health outreach
worker recently helped Mr. P., who
was suffering from diabetes, high
cholesterol, high blood pressure,
and cirrhosis. He was constantly
forgetting things and falling from
lack of balance and had trouble
walking because his legs were so
swollen, and he didn’t remember to
take his medications. Mr. P.’s primary
care physician connected him to
the complex care team at Highland
Hospital. Mr. P. got his medication
adherence under control but still
needed a new liver. He was referred
to the gastroenterology team at
Highland, then to UCSF for a liver
transplant. He received a transplant
within two weeks of his initial
evaluation at UCSF.
Highlights
Access
AHS exceeded the goal in specialty
care by seven minutes, and the
time from check-in to discharge
in primary care decreased by four
minutes.
7 min.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 12
Experience
Performance measures:
• Increasing HCAHPS scores for hospital ratings
• Increasing CGCAHPS scores for provider ratings
Improvement efforts:
• Implementing No Pass Zones, an intervention that empowers all
staff including non-nursing personnel to respond to call lights and
decrease patient waits
• Reviewing patient comments monthly
• Establishing Greet-Introduce-For-Thank you (GIFT), a communication
tool designed to help drive a culture of human connections
• Reviewing performance and sharing best practices at ambulatory
leadership meetings
Results:
• HCAHPS: 67.7% giving a 9 or 10 rating (target: 72.79%; state average:
70%)
• CGCAHPS: 72.8% giving a 9 or 10 rating (76.78%; state average: 77%)
Network
Performance measure:
• Rate of rehospitalization for home health patients within 30 days
Improvement efforts:
• Care Management and Social Services teams’ continued facilitation of
patient transfers to home health
• Streamlined communication with monthly joint operations meetings
to review metrics and performance issues among Case Management,
Social Services, Rehabilitation, and Golden Pacific Home Health
• Proactive monitoring of patients utilizing clinical pathways to predict
potential declines in health and ensure interventions are put in place
immediately to prevent a readmit
Results:
• 6.5% rehospitalization rate (target: 14.4%; statewide average: 14.6%)
Workforce Development
Performance measure:
• Number of workplace injuries occurring during the year
Improvement efforts:
• Training and education of staff and volunteers
Results:
• 257 injuries (target: 288)
• 6.4 work-related injuries and illnesses for every 100 full-time
employees (national average: 6.8)
Highlights
Quality
The HAI index decreased by over
40% and HAH by nearly 30%, both of
which exceeded the target.
Highlights
Workforce Development
Since FY 14/15, the AHS injury rate
per 100 full-time employees has
dropped from 9.7 to 6.4.
40%
3.3
➔
➔per
100
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 13
FUNDS ALLOCATED BY THE ALAMEDA COUNTY BOARD OF SUPERVISORS
GROUP 1: BEHAVIORAL HEALTH
Behavioral Health and Alcohol and Other Drug (AOD) Community-Based Providers ............................. 15
Center for Healthy Schools and Communities (School-Based Behavioral Health Initiative) ............... 18
Cherry Hill Detoxification and Sobering Centers ................................................................................................. 20
Criminal Justice Screening and In-Custody Services ........................................................................................... 21
Health Services for Unaccompanied Immigrant Youth: La Familia Counseling Services ...................... 23
La Familia Counseling Services .................................................................................................................................. 25
Mental Health Services for Juvenile Justice Center ............................................................................................. 26
Mental Health Services for Newcomers and Immigrants (CERI) .................................................................... 28
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 14
Background
Alameda County Behavioral Health Care Services (BHCS) works to
maximize the recovery, resilience, and wellness of all eligible Alameda
County residents who are developing or experience serious mental
health, alcohol, or drug concerns.
Community-based organizations (CBOs) provide mental health and
substance use disorder (SUD) services under contract with BHCS to meet
the diverse cultural and language needs of County resident populations.
For mental health services, the programs receiving Measure A funds
provide the following services:
• Access to services in the threshold languages
• Representation and advocacy for capacity hearings
• Mental health support for family members of individuals with a
mental illness
• Education to consumers around the pros and cons of working as it
relates to their current benefits
Services are provided in Spanish, Vietnamese, Cantonese, and Mandarin.
For SUD, Measure A funds are utilized across 22 programs within
the Alameda County SUD treatment system. The programs provides
adolescent and adult early intervention; adolescent, perinatal, and adult
outpatient and residential treatment; and sobering and detoxification
services.
Early intervention programs help “catch” clients who demonstrate a
need for SUD treatment before their SUD addiction becomes severe.
Outpatient treatment services are the primary source of treatment for
clients in Alameda County, while residential treatment is in high demand
in Alameda County.
FY 18/19 Allocation: $829,513 | Expended/Encumbered: $829,513
Individuals served by Measure A: 407 (Total individuals served: 28,684)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Mental Health, Substance Abuse
Service area: Countywide, Outside of Alameda County
Behavioral Health and Alcohol and Other Drug (AOD)
Community-Based Providers
www.acbhcs.org
Matching Funds
$9,107
from Medi-Cal.
Highlights
The MHAAC Patient’s Rights
Advocacy program exceeded their
goals for responding to phone calls
by nearly 300%.
300%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 15
Alameda County’s SUD treatment system underwent a major transition
in 2018 to become a Drug Medi-Cal Organized Delivery System (DMC-
ODS), which required many providers to hire and onboard more staff to
meet the standards set forth by the DMC-ODS.
Measure A Funding Summary
Mental Health
Measure A funding helped BHCS mental health providers achieve the
following:
• La Familia Adult Service Team provided 4,335 service hours and 793
medication support hours to 128 unique clients (target: 4,529 service
hours and 908 medication support hours to 150 clients).
• Asian Health Services Adult Level 1 Service Team provided 7,947
service hours and 928 medication support hours to 270 unique
clients (target: 10,347 service hours and 984 medication support
hours to 286 clients).
• Mental Health Association of Alameda County (MHAAC) Family
Caregiver provided 1,140 service hours and responded to 1,411
questions from family caregivers and consumers (target: 1,026 service
hours and 3,600 questions).
• MHAAC Certification Hearing Representation Program provided 1,979
service hours; interviewed 5,230 certified patients; and attended
4,550 certification review hearings (target: 5,465 service hours;
2,000–4,000 interviews; and 2,000–3,000 hearings).
• Patient’s Right Advocacy Program provided 3,515 service hours and
responded to 7,714 calls (target: 2,722 service hours and 900–1,200
calls).
• ABODE Homeless Outreach for People Empowerment (HOPE)
provided 15,833 service hours; engaged 380 clients; and served 341
unduplicated households (target: 6,000 service hours; 350 engaged
clients; and 400 unduplicated households).
• 75% of Asian Health Services Adult Level 1 Service Team clients
received two or more visits within 30 days of their episode opening
date (target: 84%).
• 100% of ABODE HOPE clients with entry/exit information were
entered into the Homeless Management Information System (HMIS)
(target: 80%).
• 65% of ABODE HOPE clients completed the Coordinated Entry
Standardized Housing Assessment Tool (target: 60%).
• 48% of ABODE HOPE clients received at least one non-cash benefit
such as WIC, CalFresh, CalWORKs, child care, or transportation (target:
30%).
• 85% of duplicated crisis line callers with a risk level of 3–5 were
stabilized without law enforcement or hospital intervention (target:
80%).
Highlights
The Certification Hearing
Representation Program exceeded
their interview and certification
hearing goals by 30% and 51%.
51%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 16
SUD
In FY 18/19, Measure A funds were used to augment the following types
of SUD treatment:
• Early intervention. Measure A funds were used to augment an early
intervention program at Santa Rita Jail, identifying inmates who
would need SUD treatment services when they are released and
connecting them to appropriate SUD treatment resources prior to
their release.
• Outpatient treatment. Measure A funds helped support additional
capacity to serve more clients in the outpatient sites.
• Residential treatment. Measure A funds helped support additional
capacity to serve clients in residential sites.
• Sobering and detoxification. Sobering and detoxification services
received half of their annual allocation via Measure A funds. Cherry
Hill, a program of Horizon Services and the sole sobering and
detoxification service in Alameda County, used the Measure A funds to
expand not only their capacity to do sobering and detox services but
also to become a screening and referral portal to the continuum of
SUD treatment services for all clients being released from detox.
Specifically, Measure A funding helped SUD residential treatment
programs achieve the following:
• Number of unduplicated clients receiving services:
- La Familia’s El Chante: 88 (target: 56)
- CURA: 251 (target: 170)
- East Bay Community Recovery Project’s Project Pride: 58 (target: 48)
- New Bridge Foundation: 54 (target: 49)
- La Familia Primavera Outpatient Adolescent Program: 98 (target:
150)
• Percentage of clients receiving at least one treatment service in the
previous 45 day:
- El Chante: 89% (target: 95%)
- CURA: 99% (target: 95%)
- Project Pride: 100% (target: 95%)
- New Bridge Foundation: 87% (target: 95%)
- La Familia Primavera Outpatient Adolescent Program: 77% (target:
95%)
• Percentage of clients admitted into treatment who were rated as
successfully completing treatment at discharge:
- El Chante: 52%
- CURA: 42%
- Project Pride: 34%
- New Bridge Foundation: 59%
- La Familia Primavera Outpatient Adolescent Program: 29%
Success Story
A 49-year-old Caucasian homeless
male bounced back and forth
with multiple sobering and
detoxification episodes over the
course of one year. During each
episode in the Detoxification Center,
the client would participate in
Alcoholic Anonymous meetings,
read literature related to drug and
alcohol addiction and recovery,
and discuss his continued use with
staff. After many stays at Cherry
Hill, the client was referred to a
Residential Treatment Facility in
January of 2019. This client made a
commitment to achieve his goal of
arriving at the program and was able
to do so directly with transportation
assistance from Cherry Hill.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 17
FY 18/19 Allocation: $1,391,656 | Expended/Encumbered: $1,391,656
Individuals served by Measure A: 4,956 (Total individuals served: 15,833)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Mental Health, Substance Abuse
Service area: Countywide, Homeless or Transient
Background
The Center for Healthy Schools and Communities (CHSC) works to foster
the academic success, health, and well-being of Alameda County youth
by building universal access to high quality supports and opportunities
in schools and neighborhoods.
Co-coordinated by CHSC and the Alameda County Behavioral Health
Care Services (BHCS) Agency, the Alameda County School-Based
Behavioral Health Initiative strengthens the use of evidence-based
practices along a continuum of behavioral health supports that includes
prevention, early intervention, and treatment strategies.
The Initiative deploys District Health and Wellness Consultants
(DHWCs) and School-Based Clinical Consultants (SBCCs) to oversee and
strengthen the delivery of prevention services, such as youth groups,
teacher consultations, staff presentations, individual mentorship/drop-
ins with youth, and family groups/workshops. DHWCs and SBCCs also are
responsible for planning and implementing evidence-based prevention
programs that promote positive school climate, such as Positive
Behavioral Interventions and Supports (PBIS); restorative justice; mental
health consultations with teachers, staff, parents, and students; and
social and emotional learning (SEL) curriculum and instruction.
While DHWCs are placed at the district level, SBCCs are placed at the
school level and are currently deployed at schools within the Oakland
and Hayward Unified School Districts. Similar to DHWCs, SBCCs support
school-based health and wellness efforts by providing skill-building
trainings and consultations with teachers and staff, developing
relationships with community partners, connecting families to internal
and external health services, and performing case management for
students with mental health service needs.
Center for Healthy Schools and Communities
(School-Based Behavioral Health Initiative)
achealthyschools.org
Matching Funds
$3,051,156
from the Tobacco Master
Settlement Fund (TMSF), Medi-Cal
Administrative Activity (MAA), and
Prevention and Early Intervention
(PEI).
Highlights
92% of clients were connected to
a Tier 2: Early Intervention service
within one month (target: 90%).
93% of clients were connected to a
Tier 3: Treatment service within one
month (target: 90%).
92%
93%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 18
Providers funded via Measure A have the capacity to serve clients in
multiple languages, with a particular focus on Spanish, and have access
to the County’s interpretation and translation services that expand the
capacity to serve students and families who speak other languages.
Measure A Funding Summary
Through the School-Based Behavioral Health Initiative, CHSC-supported
sites used their Measure A allocations to achieve the following:
• Refer 4,023 students to Tier 2: Early Intervention Behavioral Health
services, of whom 75% were connected to services
• Refer 4,780 students to Tier 3: Treatment services, of whom 64% were
connected to services
• Provide 23,422 hours of treatment services
• Implement the Coordination of Service Team (COST) program at 253
schools in 14 school districts (target: 250 schools in 14 districts)
• Refer 15,833 students to COST services
• Refer 8,850 students to behavioral health services, of whom 70%
were connected to services
• Connect 92% of these students within one month of their original
referral
• Spend 15,975 hours providing capacity-building support within
schools
• Have DHWCs spend 239 hours providing capacity-building trainings
and consultations across school districts to develop school staff
and parent/caregiver capacity to support the behavioral, social, and
emotional health of young people
• Have DHWCs provide 4,144 hours of mental health consultation,
including supervision of mental health providers and interns;
consultations with teachers, staff, and parents; referrals to services;
and crisis response
• Through SBCCs, have over 5,000 students participate in positive youth
development small groups and/or individual support check-ins
Success Story
Brian was referred to COST due to
concerns about his academics and
classroom behavior. The COST team
discovered that Brian was a transfer
student who had recently been
placed in the custody of a relative
and had been out of school for
two years. Classroom observations
revealed that Brian frequently
became mentally fatigued by the
middle of the day. A plan was made
in partnership with Brian’s guardian
to get Brian’s academics up to grade
level. As changes were implemented,
Brian’s focus and energy improved.
Through the COST process, early
on in Brian’s attendance at his new
school, resources were provided and
utilized to help him progress.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 19
Background
Cherry Hill works to cultivate or restore a sense of hope, self-confidence,
and community to people impacted by substance use and mental
health challenges by providing effective, trauma-informed prevention,
treatment, and recovery services.
The Cherry Hill Detoxification Center emphasizes the importance of a
non-judgmental approach, one that inspires and motivates people who
are very sick and frustrated to enter into treatment or continue their
recovery from addictive substances.
The Cherry Hill Sobering Center is the only facility in Alameda County
that provides transportation, health assessments, and brief interventions
within the first 24 hours of intake for intoxicated individuals. Its services
are an alternative solution for law enforcement in lieu of incarceration, and
it is a resource for hospital emergency departments throughout the County.
The Sobering Center also identifies individuals in need of Medication
Assisted Treatment and provides a direct referral and transportation
to Highland Hospital’s Suboxone Clinic, which then often motivates
individuals to transfer to the Detoxification Center to further their
recovery journey.
Cherry Hill offers services in English, Spanish, and Tagalog and partners
with Alameda County Behavioral Health Care Services for additional
interpreter services.
Measure A Funding Summary
Cherry Hill Detoxification and Sobering Centers used its Measure A
allocation to achieve the following:
• Provide detoxification services to 2,367 individuals (target: 2,025)
• Maintain a daily occupancy of 26 residents at the Detoxification
Center (target: 25)
• Provide a total annual bed day service capacity of 9,334 (target: 9,125)
• Admit nearly 20 clients each day for sobering services (target: 20)
FY 18/19 Allocation: $2,295,875 | Expended/Encumbered: $2,295,875
Individuals served by Measure A: 9,400 (Total individuals served: 9,537)
Populations served: Indigent, Low Income, Uninsured Adults, Seniors
Services provided: Substance Use Prevention, Treatment, and Recovery
Service area: Countywide, Outside of Alameda County, Homeless or Transient
Cherry Hill Detoxification and Sobering Centers
Matching Funds
$622,122
from Whole Person Care.
Highlights
93% of intoxicated clients were
engaged in services for a minimum
of six hours per episode (target:
50%).
93%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 20
Background
Alameda County Behavioral Health Care Services (BHCS) works to
maximize the recovery, resilience, and wellness of all eligible Alameda
County residents who are developing or experience serious mental
health, alcohol, or drug concerns.
BHCS uses Measure A funding to amplify the mental health system
coverage in the Adult Forensic Behavioral Health (AFBH) area of Santa
Rita Jail.
Because the jail population has a higher risk for suicide than the general
community, AFBH staff provide support and evaluations to address
and decrease suicides in the jail. Individuals placed on suicide watch
are assessed by AFBH staff, who see them face to face daily for up to
three days to monitor risk. AFBH services also help ensure continuity
of psychiatric medications, which reduces the risk of psychiatric
decompensation while in custody.
During FY 18/19, AFBH filled a number of vacant positions, thus
increasing its ability to provide services to clients. AFBH also developed
a more comprehensive training program for new clinicians working
in a forensic setting. Additionally, they developed more inclusive,
interdisciplinary teams of leadership and line staff to focus on new staff
training.
AFBH staff at Santa Rita Jail speak the following languages: Spanish,
Mandarin, Vietnamese, Tagalog, Hindi, Punjabi, Japanese, and Russian.
Measure A Funding Summary
AFBH staff used their Measure A fund allocation to achieve the
following:
• Provide mental health services to 4,388 unique individuals
• Provide an average of 1,884 hours of mental health services each
month (target: 1,500)
Criminal Justice Screening and In-Custody Services
FY 18/19 Allocation: $4,306,000 | Expended/Encumbered: $4,306,000
Individuals served by Measure A: 4,388 (Total individuals served: 4,388)
Populations served: Indigent, Low Income, Uninsured Adults, Seniors
Services provided: Mental Health
Service area: Countywide
Highlights
100% of AFBH leadership staff
reported that the discussions at
suicide prevention meetings were
productive and led to coordination
of services to high risk clients
(target: 100%).
100% of AFBH leadership staff
reported that, as a result of
participation in suicide prevention
meetings, they felt more prepared to
assess and treat inmates with high
risk for suicide (target: 90%).
100%
100%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 21
• Conduct an average of 614 face-to-face medication evaluations each
month
• Offer mental health services to nearly 1,100 individuals each month
• Complete an average of 312 new mental health assessments each
month
• Conduct 82% of mental health services with clients in the jail face to
face (target: 80%)
• Provide an average of 105 hours of crisis intervention services each
month (target: 100)
• Be available to Sheriff’s Department and medical staff either on call
or in person 24 hours daily, 7 days per week 100% of the time for
consult regarding mental health needs, crises, and services in the jail
(target: 100%)
• Attend 12 suicide prevention meetings with the Sheriff’s Department
and Santa Rita Jail medical provider (target: 10)
Success Story
A 43-year-old transgendered male-
to-female client had a significant
mental health treatment history,
including multiple in-custody
psychiatric holds and two suicide
attempts by hanging. The AFBH
treatment team provided twice-
weekly counseling sessions and
weekly psychiatric appointments
to come up with a plan and set
treatment goals. The client came
to the insight that she constantly
places herself in dangerous
situations to “push the boundaries.”
She expressed wanting to break
this cycle as well as her cycle of
substance use. After a time, the client
moved to a lower-level housing
unit with more independence and
privileges. She was able to remain
safely in jail with no additional
suicide attempts until her release.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 22
Background
La Familia Counseling Services provides underserved multicultural
communities with the tools and support necessary to build resilience,
wellness, and economic power.
As recent immigrants, the individuals that La Familia serves face
numerous barriers to accessing services due to limited English
proficiency, limited social support networks, and lack of awareness or
knowledge about how to access the various services that are available
to them.
The unaccompanied immigrant youth (UIY) Care Team utilizes a
variety of strategies to support the unique needs of this population.
These include using treatment modalities that are trauma-informed,
addressing spirituality and/or folk traditions, addressing language
barriers when indigenous languages are predominantly spoken at
home, utilizing cultural humility principles to promote inclusion and
acceptance, and empowerment techniques to improve the clients’
sense of agency and belonging while coping with acculturation and/or
reunification challenges.
The majority of services are delivered to individuals who are primarily
or exclusively Spanish-speaking. All direct service staff are bilingual in
Spanish and English.
Measure A Funding Summary
La Familia used its Measure A allocation to achieve the following:
• Spend 976 hours connecting UIY to health coverage and a medical
home
• Conduct 36 workshops/trainings to UIY and their caregivers on topics
including college readiness (25 participants) and coping skills (224
participants) (target: 30)
FY 18/19 Allocation: $176,648 | Expended/Encumbered: $176,648
Individuals served by Measure A: 2,575 (Total individuals served: 7,805)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families
Services provided: Mental Health
Service area: Fremont, Hayward, Newark, Union City
Health Services for Unaccompanied Immigrant
Youth: La Familia Counseling Services
lafamiliacounseling.org
Highlights
89% of youth receiving services
reported relating better to friends
and other people.
89%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 23
• Through outreach in school districts and the community, identify and
open sessions with 70 preventative counseling UIY clients, who each
received eight sessions (target: 70)
• Develop and distribute informational materials related to UIY services
and programs to 575 different individuals and/or families (target:
300)
• Connect 70 UIY and families to health and wellness services such
as applications for Medi-Cal insurance enrollment, specialty mental
health services, and primary care visits (target: 100)
• Conduct 22 home visits, where a range of services was provided
(target: 20)
• Provide short-term counseling and brokerage support to 70
individuals and families
Success Story
After experiencing sexual violence
in her homeland starting at age
12, a 15-year-old Guatemalan high
school student and her mother
migrated to the US to reunify with
the student’s father. When her father
died, the student was referred to
the UIY Care Team for support. The
student’s mother wanted the student
to withdraw from school and work
to help with funeral and other costs.
The case manager was able to keep
the student in school, connect her
to the school-based clinician for
emotional support, and connect
the family to helpful community
resources. The student was able to
manage her grief, depression, and
trauma and finish the school year.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 24
Background
La Familia Counseling Services provides underserved multicultural
communities with the tools and support necessary to build resilience,
wellness, and economic power.
Services are offered at the Family Resource Center and the Glad Tidings
site, among other locations, and are provided to clients in both English
and Spanish.
Measure A Funding Summary
La Familia used its Measure A allocation to achieve the following:
• Provide one-on-one and family behavioral health services to 25
individuals and four families (target: 60 total)
• Conduct seven one-on-one intensive case management services,
excluding behavioral health services (target: seven)
• Conduct 26 psycho-education workshops and/or support groups in
relation to wellness (target: 12)
• Conduct outreach, information, and referrals to basic needs and
services to 496 participants (target: 250)
• Refer 220 workshop/support group participants to the Family Resource
Center (target: 248)
• Refer 561 participants to the Glad Tidings site (target: 248)
• Refer 285 participants to other community-based organizations
(target: 248)
FY 18/19 Allocation: $272,391* | Expended/Encumbered: $272,391
Individuals served by Measure A: 1,082 (Total individuals served: 1,082)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health, Mental Health, Substance Abuse
Service area: Ashland, Cherryland, Hayward, Oakland, San Leandro, San Lorenzo, Union City, Homeless or Transient
*Includes Board of Supervisors discretionary allocation from District 2/Supervisor Valle
La Familia Counseling Services
lafamiliacounseling.org
Highlights
100% of the 12 workshops/support
groups continued throughout the
fiscal year to give new participants
an opportunity to participate (target:
50%).
100%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 25
Background
Alameda County Behavioral Health Care Services (BHCS) offers mental
health services to youth at the Alameda County Juvenile Justice Center
(JJC) in an effort to maximize the recovery, resilience, and wellness of
those who develop or experience serious mental health, alcohol, or drug
concerns.
Many of the youth detailed in the JJC deal with trauma on a daily basis
and are living with toxic stress. Clinicians help youth manage their
trauma and deal with the stress of detention by providing direct therapy.
Clinicians also help youth and their families begin the healing process
while detained, and staff in the Transition Center help connect families
to services once they leave the JJC. Working with system partners,
Transition Center staff help ensure that the majority of youth and
families who request mental health services upon release are referred
to a community health provider.
Guidance Clinic staff also help Probation staff understand that
behavioral challenges that youth exhibit can be tied to mental health
needs. Clinicians use this information to help advocate for the least
restrictive setting for youth to get needed treatment or support.
Clinicians regularly help youth avoid placement in a group home or a
higher level of detention or incarceration.
Services are available in Cantonese, Spanish, and Vietnamese.
Measure A Funding Summary
BHCS used its Measure A allocation to achieve the following:
• 81% of youth booked into the JJC were seen by a mental health
clinician (target: 80%).
• 59% of youth referred for crisis counseling services were seen by a
mental health clinician (target: 90%).
• 50% of youth referred due to a safety concern were seen by a mental
health clinician within 30 minutes (target: 80%).
FY 18/19 Allocation: $360,000 | Expended/Encumbered: $360,000
Individuals served by Measure A: 82 (Total individuals served: 590)
Populations served: Low Income, Uninsured Adults, Children, Families
Services provided: Mental Health, Substance Abuse
Service area: Countywide
Mental Health Services for Juvenile Justice Center
Success Story
A young man, BT, was detained at
the JJC for the first time. BT disclosed
to the crisis clinician that he had
attempted suicide several times in
the past. BT met with the clinician
for therapy several times a week and
started medication to address his
depression and suicidal thoughts.
Before BT’s release, Transition Center
staff created a discharge plan with
BT’s father, including referral to
services in the community. Upon
release, BT was given a prescription
for medication, and an appointment
was made with a mental health
provider in the community. BT has
been maintaining safely in the
community for several months.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 26
• 92% of youth/families who requested a referral to a community
mental health provider received a referral upon discharge from the
JJC (target: 90%).
• 33% of youth referred for community mental health services upon
discharge completed a visit with a community mental health provider
(target: 70%).
• 44% of youth discharged from the JJC who needed to see a
psychiatrist for medication completed a visit with a psychiatrist in the
community (target: 70%).
Highlights
92% of youth/families who
requested a referral to a community
mental health provider received a
referral upon discharge from the
JJC.
92%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 27
FY 18/19 Allocation: $86,096 | Expended/Encumbered: $86,096
Individuals served by Measure A: 45 (Total individuals served: 400)
Populations served: Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Mental Health
Service area: Alameda, Berkeley, Fremont, Hayward, Oakland, Pleasanton, San Leandro
Background
The Center for Empowering Refugees and Immigrants (CERI) is a
grassroots, nonprofit organization dedicated to providing culturally
competent mental health and other social services to refugee and
immigrant families with multiple layers of complex needs, exposure
to violence and trauma both in their current environment and in their
native countries, and weakening intergenerational relationships.
The agency’s focus is on refugees and immigrants from Afghanistan,
Cambodia, and Vietnam. Presently, the majority of its 400 clients are
Cambodian refugees living in Oakland.
In FY 18/19, CERI expanded its services for at-risk youth and young
adults in three ways. First, it launched a Co-Ed Support Group that
focuses on leadership and advocacy skills and emotional support. The
participants in this group also created a youth-led Youth Development
Team, which meets regularly with the City of Oakland’s Equity and Race
Initiative team. Finally, CERI now provides a drama therapy group with a
social justice focus, as well as individual therapy as needed, for up to 20
Southeast Asian LGBTQ young adults. The group has been instrumental
in providing support in combating stigma, homelessness, prevention of
major mental illness, and even suicidal ideation among this vulnerable
population of young people as they explore their sexual identity in the
context of their own culture and society at large.
CERI also provides clinical services, support groups, care management,
and community activities for its adults and older adults, who were most
directly impacted by the Khmer Rouge genocide. Over the last year, it
has continued its drama therapy group for adult survivors, which has
helped empower them to tell their story and achieve a new level of
healing. CERI also hired a new Cambodian American interpreter and care
manager, who helped revive the women’s groups.
Mental Health Services for Newcomers and Immigrants
(CERI)
cerieastbay.org
Matching Funds
$86,095
from the Mental Health Services Act
(MHSA), Medi-Cal Administrative
Activities (MAA), City of Oakland
Fund for children and youth, and
funding from grants/individual
donors.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 28
Measure A Funding Summary
CERI used its Measure A allocation to achieve the following:
• Hold 11 psycho- education workshops
• Make 337 one-on-one outreach/home visits
• Conduct 94 support groups
• Hold 24 large community events
• Perform 57 other outreach and engagement events
• Conduct 19 consultations with family members/prevention visits
• Conduct 77 consultations with professional leaders
• Hold two trainings for professional leaders
• Provide preventative counseling to 24 clients
• Make two mental health referrals
• Screen and assist 15 applicants for mental health services with the
application for Medi-Cal benefits
• Inform three Medi-Cal recipients or potential clients about Medi-Cal
services
• Educate 244 at-risk Medi-Cal recipients or potential clients to
understand the need for mental health services
• Encourage 60 Medi-Cal recipients or potential clients to accept
needed health services
• Gather information about 47 individuals’ mental health needs and
Medi-Cal eligibility
• Assist 65 individuals in accessing Medi-Cal physical and mental
health services by providing referrals and follow-up and arranging
transportation for mental health care
Success Story
V., a 59-year-old female who had
been sexually abused and sold into
prostitution, was suicidal with plans.
When she came to CERI, she had
severe post-traumatic stress disorder,
major depression, and flashbacks
about what happened to her and
her family during the Cambodian
genocide. She received individual
therapy and psychiatric treatment
and, over time, started to come to
support groups and participate
in community activities. She also
became a leader in the community
garden program. Recently, V. spoke at
a public event about her experience
as a refugee. She has been
interviewed by a writer and her story
is going to be a chapter in a book
about refugees.
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FUNDS ALLOCATED BY THE ALAMEDA COUNTY BOARD OF SUPERVISORS
GROUP 2: HOSPITAL, TERTIARY CARE, OTHER
St. Rose Hospital .............................................................................................................................................................. 31
UCSF Benioff Children’s Hospital Oakland ............................................................................................................. 33
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 30
Background
St. Rose Hospital (SRH) provides quality health care to the community
with respect, compassion, and professionalism. SRH works in partnership
with physicians and employees to heal and comfort all those it serves.
SRH is a safety-net, independent, nonprofit hospital that provides critical
access to emergency medical, hospital inpatient, and outpatient services
for indigent, low income, and underinsured populations in Central and
Southern Alameda County. These services include the following:
• Emergency department. Over 75% of St. Rose’s inpatient admissions
are generated through the emergency department (ED). With the
Measure A supplemental funding, St. Rose is able to provide the
community with an ED staffed with licensed physicians 24 hours a
day, seven days a week. The efficiency of the ED diagnosing patients
quickly provides better patient care and enhanced quality of service.
• Tele-Psychiatry. SRH started a Tele-Psychiatry program for patients
presenting to the ED with mental health issues. Prior to this program,
SRH physicians were not able to write or release 5150s and had
to call the Hayward Police Department (HPD) to write the hold or
release. Because of HPD’s workload and call priority, there were times
SRH physicians and staff would wait several hours before HPD would
arrive.
In addition, SRH operates as a Center for Excellence in Cardiac Care and
is designated as an ST-segment elevation myocardial infarction (STEMI)
receiving center. SRH is also an active participant in the Alameda
County Care Connect Problem Solving Learning Community, which works
to eliminate barriers and share information in care coordination of
community members.
SRH serves approximately 11% of Alameda County’s indigent population.
Services are provided to clients in multiple languages, including
English, Spanish, Mandarin, Farsi, Tongan, Vietnamese, Dari/Pashto, Hindi,
Cantonese, Punjabi, Tagalog, and Nepali.
FY 18/19 Allocation: $5,000,000 | Expended/Encumbered: $5,000,000
Individuals served by Measure A: 20,378 (Total individuals served: 26,465)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Emergency Medical, Hospital Inpatient, Hospital Outpatient
Service area: Countywide, Homeless or Transient
St. Rose Hospital
strosehospital.org
Highlights
The patient satisfaction score
for communication with nurses
increased four points from the
preceding year to 84.6 (target: 83.9).
84.6
Matching Funds
$5M
from the intergovernmental transfer
program through the Medi-Cal
program. This represents a $1 match
for every $1 in Measure A funds.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 31
Measure A Funding Summary
SRH used its Measure A allocation to achieve the following:
• Reduce the time from the decision to admit to the time the patient is
admitted and leaves the ED by 15 minutes from the preceding year to
95 minutes (national average: 84 minutes)
• For over 200 myocardial infarction patients who received
percutaneous cardiac intervention, limit the time from entering the
emergency room door to the time of receiving their procedure to 90
minutes 88% of the time, an 8% improvement from the preceding
year
• Meet the Sepsis Core Measure Bundle treatment and time frames 78%
of the time, placing SRH in the 90th percentile nationally (national
average: 65%)
• Achieve zero patient safety occurrences for falls with injury,
postoperative sepsis, pressure ulcers, and postoperative acute kidney
injury requiring dialysis
• Achieve zero patients with elective C-sections prior to 39 weeks
• Maintain a success rate of 13% for Nulliparous, Term, Singleton, Vertex
(NTSV) C-sections, thus maintaining SRH’s status as a referral center
for high risk pregnancies (target: less than 23.9%)
Success Story
A 28-year-old female presented
to the emergency room and was
subsequently admitted. She writes:
“I want to thank Saint Rose Hospital
for putting me on a charity fund that
covered my $61,241.40 bill that I
got for my admission at the hospital.
Without this charity fund, it would
have been a hardship for me and
my family. I am a single mother of
two kids. My husband passed away
on Christmas Eve 2016, so paying
that amount was going to be nearly
impossible. I want to thank Saint
Rose Hospital again for everything
that they did to help me out.”
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 32
Background
UCSF Benioff Children’s Hospital Oakland (BCHO) works to protect and
advance the health and well-being of children through clinical care,
teaching, and research.
At BCHO, Measure A funding supported three programs/activities:
• The pediatric Emergency Department (ED), specifically to provide
adequate staffing for the large volume of children seen at the ED
• The Center for Child Protection (CCP), which treats children who
experience abuse and other types of trauma
• Two school-based clinics in Oakland
Emergency Department
BCHO provides highly specialized pediatric emergency services for the
children of Alameda County, 24 hours a day, seven days a week. BCHO’s
ED sees a broad array of pediatric disease and injury from the basic to
the most complex. BCHO is the leading provider for Alameda County
children in need of acute care. Children with Medi-Cal rely nearly
exclusively on BCHO for emergency services, since the public hospitals
in the area do not provide specialized pediatric care and do not have
any beds for children in the event a child needs to stay overnight.
Trauma services are a subset of the ED, requiring fast action, highly
specialized equipment, facilities, and a specially trained multidisciplinary
team. BCHO’s ED is one of two designated Level 1 Pediatric Trauma
Centers in Northern California and the only one in the Bay Area.
Children’s Trauma Center has 24-hour in-house staff including pediatric
specialists in emergency medicine, trauma surgery, anesthesiology,
neurosurgery, orthopedics, diagnostic imaging, and critical care.
BCHO maintains an extensive in-house and outpatient rehabilitation
department for pediatric trauma patients. The Trauma Center also
supports an injury prevention program for the hospital and the
community.
FY 18/19 Allocation: $2,000,000 | Expended/Encumbered: $2,000,000
Individuals served by Measure A: 1,290 (Total individuals served: 28,157)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families
Services provided: Emergency Medical, Hospital Outpatient, Public Health, Mental Health
Service area: Countywide
UCSF Benioff Children’s Hospital Oakland
childrenshospitaloakland.org
Highlights
The percentage of trauma cases that
ended in fatality was 1%, compared
to a national benchmark of 2.5%.
1%
Matching Funds
$1M
through an intergovernmental
transfer using supplemental funds
from the California Department of
Health Care Services.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 33
Approximately 70% of patients seen in the BCHO ED receive Medi-Cal.
This number is higher than almost any other hospital—child or adult—in
California. The percentage of children on Medi-Cal has been trending
higher over the last decade.
Center for Child Protection
CCP is a comprehensive child abuse program within BCHO. It is the
designated site for forensic medical services in Alameda County for
social services, the courts, and the police and is the only provider in
Alameda County that has the capacity to offer many of its services.
It maintains staffing 24 hours per day to respond to acute forensic
examinations for children under 14 years old when the alleged sexual
abuse occurred within 72 hours. CCP employs one of only three board-
certified child abuse pediatricians in Northern California.
In addition to physical forensic examinations, comprehensive
evidence-based mental health services are provided to children,
adolescents, and their families. These services address the short- and
long-term psychological impacts on children and families of trauma
and witnessing violence. Therapy includes individualized cognitive
behavioral therapy, group therapy, and dyad therapy.
Clinical case management is provided to children and adolescents who
present to the ED and/or child abuse management clinic following
diagnosis or disclosure of abuse. Clinical case management assists
families with navigating the criminal justice system, arranging necessary
medical follow-up, and assisting with community resource referrals.
Medical staff also provide telephone and in-person case consultation
to child welfare, law enforcement, and the District Attorney’s Office for
medical forensic cases.
Because many CCP services are funded by external sources such as
Measure A, there is no charge for eligible clients. This feature is very
important because if CCP needed to charge insurance for these services,
there would be a record of services provided, and many families would
not step forward to divulge such sensitive information.
School-Based Clinics
BCHO runs two school-based health centers: one at Castlemont High
School and one at McClymonds High School. The specially trained teams
at the centers look at all aspects of an adolescent’s life to help address
the many medical and mental health issues they could be facing.
Both sites are integrated into full-service youth and/or family centers
that promote youth development and serve as national models for
adolescent health care.
The Castlemont Clinic—which operates a full-time comprehensive team
of six therapists and a psychiatrist, as well as comprehensive medical
Success Story
R left Guatemala at the age of 14,
escaping gang violence, sexual
abuse, and political retaliation.
At Castlemont High School, she
couldn’t focus in class, had difficulty
establishing healthy relationships,
and engaged in self-harm, fights, and
suicidal ideation. When R starting
therapy at the Castlemont Clinic, the
therapist diagnosed her with PTSD
and major depression. R participated
in group and individual therapy
and received psychiatry support
at BCHO’s Outpatient Center. She
was able to reflect on her decisions
and chose to transfer to a different
school. She began seeing positive
changes in her new environment
and became more motivated. R was
able to graduate from high school
and begin working.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 34
services—is a hub for teachers, parents, and students to coordinate
therapy, care, support, and help. The Castlemont site is now the highest
volume school-connected mental health site in Alameda County.
The sites’ School-Based Mental Health Program has become a national
model for the integration of medical and mental health care, and it
has been cited for success at addressing underlying social stressors
related to mental health. The program has developed a training and
consultation program for school professionals and mental health
providers who work with schools, and it has contracts to conduct
trainings throughout Alameda County and California.
Services are provided to patients who speak over 50 languages. BCHO
has on-site Spanish interpreters, and phone-based interpreters are
provided for other languages.
Measure A Funding Summary
BCHO used its Measure A allocation to achieve the following:
ED and CCP
• Provide specialized treatment quickly for 1,112 children who have
acute physical trauma (target: 1,000)
• Serve 621 unique patients at CCP (target: 700)
• Assess 141 children in the ED for maltreatment (target: 100)
• Provide individual or group psychotherapy to 194 unique children
(target: 200)
• Perform 125 non-inpatient forensic or medical examinations related
to sexual or physical abuse (target: 120)
• For the most severe trauma-related injuries, reduce the time between
admission and when a patient received a CT scan to 46 minutes
(target: under 60 minutes)
• For the most severe trauma-related injuries, reduce the time between
admission and the decision to admit to 42 minutes (target: under 60
minutes)
• Reduce the average length of stay in the ED to 111 minutes (target:
under 120 minutes)
• Contact and schedule 80% of referrals from law enforcement for non-
acute forensic examinations within five days (target: 100%)
• Contact 90% of psychotherapy referrals within five days (target:
100%)
• Among 100% of psychotherapy referrals that are contacted and get
care, conduct a culturally focused screening assessment to address
barriers to treatment (target: 100%)
• Obtain an “under triage rate,” where patients get the correct resources
for their level of trauma severity, of 1% (national benchmark: 5%;
lower is better)
Highlights
100% of school-based clinic patients
felt that health center staff cared
about them (target: 90%).
100%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 35
School-Based Clinics
• At McClymonds High School Chappell Hayes Health Center, provide
1,679 service encounters to 291 unique patients (target: 1,500
encounters to 300 patients)
• At Castlemont Youth Uprising Health Center, provide 4,274 service
encounters to 704 unique patients (target: 4,000 encounters to 700
patients)
Highlights
91% of patients strongly agreed
or agreed that the health centers
helped them eat better or exercise
more (target: 100%).
91%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 36
FUNDS ALLOCATED BY THE ALAMEDA COUNTY BOARD OF SUPERVISORS
GROUP 3: PRIMARY CARE
Alameda County Dental Health .................................................................................................................................. 38
Center for Elders' Independence ................................................................................................................................ 40
Center for Healthy Schools and Communities (School Health Centers) ...................................................... 41
Fremont Aging and Family Services ......................................................................................................................... 44
Health Enrollment for Children .................................................................................................................................. 46
Health Services for Day Laborers: Multicultural Institute ................................................................................. 47
Health Services for Day Laborers: Street Level Health Project ....................................................................... 49
Medical Costs for Juvenile Justice Center: Direct Service Planning and Administration ....................... 51
Medical Costs for Juvenile Justice Center: Niroga Institute .............................................................................. 53
Medical Costs for Juvenile Justice Center: Victims of Crime ............................................................................. 55
Preventive Care Pathways ............................................................................................................................................ 57
Primary Care Community-Based Organizations .................................................................................................... 58
Tiburcio Vasquez Health Center, Inc. ......................................................................................................................... 61
Washington Hospital Healthcare Foundation ....................................................................................................... 63
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 37
Background
The Alameda County Public Health Department works in partnership
with the community to ensure the optimal health and well-being of
all people through a dynamic and responsive process that respects the
diversity of the community and works to provide for present and future
generations.
The Alameda County Office of Dental Health provides an accessible early
entry point for oral health assessment and preventive dental services
for high risk families and children ages 0 to 5 years at Women, Infants,
and Children centers (WIC), as well as continuity and referral for regular
follow-up dental care in the community. The focus of the service is to
families of children ages 9 to 15 months who participate in Dental Days
at WIC sites. Since siblings often accompany the caregiver at the Dental
Days, all services are offered to them as well.
At WIC Dental Days:
• Families have the opportunity to learn about critical dietary and
brushing practices that reduce the risk of tooth decay and periodontal
(gum) disease.
• Families learn the skills of positioning and assessing their child’s oral
health and tooth brushing routines to maintain good overall health.
• Parents and caregivers learn the benefits of fluoride in toothpaste and
tap water in reducing or preventing tooth decay.
• Each child receives a fluoride varnish application, which reduces the
risk of cavities by 50%.
• Parents and caregivers have the opportunity to set goals for
sustaining the oral health of their child and their family as a whole.
• Parents and caregivers receive the opportunity to have case
management assistance to access a dentist in the community to
become the ongoing dental home for that child. The intervention
and access to care at an early age provides a powerful means to
prevent or mitigate the risk of dental disease in this highly vulnerable
population.
FY 18/19 Allocation: $257,580 | Expended/Encumbered: $257,580
Individuals served by Measure A: 6,515 (Total individuals served: 25,103)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health
Service area: Alameda, Ashland, Castro Valley, Cherryland, Fairview, Fremont, Hayward, Livermore, Newark, Oakland,
Pleasanton, San Leandro, San Lorenzo, Union City
Alameda County Dental Health
dental.acphd.org
Matching Funds
$736,833
from the Maternal, Child, and
Adolescent Health Program (MCAH)
and Child, Health, and Disability
Prevention (CHDP).
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 38
• Prenatal women can learn about how to maintain their own oral
health and the health of their future newborn by attending a prenatal
class at WIC that incorporates oral health information and emphasizes
the importance of visit the dentist during their pregnancy.
WIC Dental Day services are offered to clients in multiple languages,
primarily Spanish, Chinese, and Vietnamese. Phone translation services
for other languages are used as needed.
Dental Health also delivers services through Axis Community Health.
Axis front desk staff are bilingual in English and Spanish, and the
medical providers speak the following languages: Bengali, Burmese, Dari,
Farsi, French, German, Hindi, Italian, Kannada, Marathi, Nepali, Punjabi,
Spanish, Tagalog, Telugu, and Urdu.
Measure A Funding Summary
The Office of Dental Health used its Measure A allocation to achieve the
following:
• At WIC Dental Days:
- Provide oral health education to 817 parents/guardians of infants
and children ages 0–5 years (target: 775)
- Have 782 infants and children ages 0–5 years attend (target: 750)
- Provide an oral health assessment to 765 infants and children
(target: 750)
- Give a fluoride varnish application to 681 children, representing
89% of children receiving an assessment (target: 675 children
representing 90% of assessed children)
- Refer 63% of infants and children in attendance for long-term care
coordination with a dentist (target: 65%)
• Provide oral health training to 250 health care professionals working
with underserved populations though public health organizations,
community-based organizations, and community health clinics (target:
100)
• Participate in 76 community events and/or presentations (target: 50)
• At community events:
- Conduct outreach to 2,915 community members (target: 1,500)
- Offer clinical services to 225 community members (target: 300)
- Give a fluoride varnish treatment to 91 community members,
representing 40% of those offered clinical services (target: 270
community members, representing 90% of those offered services)
• At Axis Community Health:
- Conduct outreach to 661 community members (target: 750)
- Provide 991 dental patient visits to community members (target:
1,250)
- Ensure that 80% of children and youth who received care
coordination were provided dental care (target: 75%)
Success Story
A school nurse contacted the Office
of Dental Health because a nine-
year-old child was not able to
attend school due to severe mouth
pain. The child’s family, recent
immigrants to the U.S., did not
have health or dental insurance.
The Dental Heath Family Service
Care Coordinator (FSCC) helped the
family find a dentist, who asked that
the child first have a physical exam
by a pediatrician. With the help of
FSCC, the child was able to get his
physical the following day. Soon
after, the child was treated by the
dentist. Within a week, the child was
free from pain and able to return to
school.
Highlights
The Office of Dental Health nearly
doubled their outreach goal of
1,500 by reaching 2,915 community
members through community events.
2,915
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 39
Background
The Center for Elders’ Independence (CEI) provides high quality,
affordable, integrated health care services to the elderly, which promote
autonomy, quality of life, and the ability of individuals to live in their
communities.
CEI’s Caring for the Caregiver program enhances comprehensive care
coordination for participants by providing information, skills training,
and support for family and other unpaid caregivers. Supporting and
educating caregivers of high risk older adults helps prevent caregiver
burnout and provides them an opportunity to learn from one another
and build a personal network of other caregivers and resources.
In FY 18/19, CEI began working with DayBreak Adult Services to
facilitate, promote, and organize the program cohorts. Having a
dedicated resource delivering the program increased the number of
enrolled caregivers and enabled CEI to offer a consistent schedule
of series. CEI also began using a virtual reality software program
that replicates conditions common to older adults, such as macular
degeneration and dementia. This tool enables caregivers to experience
first-hand how their seniors are perceiving them and how caregivers, in
turn, are interpreting the responses and behaviors of their loved ones.
Services are provided in Mandarin, Spanish, and English.
Measure A Funding Summary
CEI used its Measure A allocation to conduct five Caring for the
Caregiver series to 53 caregivers, completing 24 classes (target: four
series to 40 caregivers).
FY 18/19 Allocation: $57,397 | Expended/Encumbered: $57,397
Individuals served by Measure A: 53 (Total individuals served: 53)
Populations served: Adults, Families, Seniors
Services provided: Public Health
Service area: Countywide
Center for Elders' Independence
cei.elders.org
Highlights
90% of caregivers reported
improvement in their physical and
emotional health (target: 75%).
92% of caregivers increased their
knowledge about how to help
manage frail seniors’ chronic health
issues (target: 75%).
90%
92%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 40
Center for Healthy Schools and Communities
(School Health Centers)
achealthyschools.org
Background
The Center for Healthy Schools and Communities (CHSC) works to foster
the academic success, health, and well-being of Alameda County youth
by building universal access to high quality supports and opportunities
in schools and neighborhoods.
A program of CHCS, School-Based Health Centers (SBHCs) play a vital
role in creating universal access to health services by providing a
continuum of age-appropriate and integrated health and wellness
services for youth in a safe, youth-friendly environment at or near
schools.
SBHCs services are focused in the following areas:
• Increased access to care
• Medical/health education
• Behavioral health
• Oral health
• Youth development and academic outcomes
• Integration of health and wellness support services
Many SBHC staff are bilingual in Spanish, Mam, Cantonese, or
Vietnamese. Other languages are accommodated through translation
services where needed.
Measure A Funding Summary
CHCS used its Measure A funding to achieve the following:
Increased Access to Care
• Maintain 28 SBHC sites (target: 28)
• Offer SBHC access to 36,666 students countywide (target: 38,000)
FY 18/19 Allocation: $1,291,680 | Expended/Encumbered: $1,291,680
Individuals served by Measure A: 14,500 (Total individuals served: 14,500)
Populations served: Indigent, Low Income, Uninsured Adults, Children
Services provided: Public Health, Mental Health, Substance Abuse
Service area: Countywide
Matching Funds
$14 M
from the following:
• Medi-Cal and other third-party
billing
• Tobacco Master Settlement
Agreement funding
• Funding from the County, cities,
school districts, and the state and
federal governments
• Private grants
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 41
• Register 14,500 students as clients, representing 26% of students
(target: 15,000, representing 30% of students)
Medical/Health Education Services
• Conduct 56,762 client visits (target: 60,000)
• Provide 22 medical service hours per week (target: 20)
• Conduct:
- 24,862 medical visits (target: 26,000)
- 5,594 first aid visits (target: 7,200)
- 2,039 health education clinical visits (target: 3,600)
• For youth ages 0–18, make:
- 21,311 non-clinical health fair/outreach contacts (target: 20,000)
- 20, 376 non-clinical first aid supplies contacts (target: 15,000)
- 3,196 non-clinical health education for nutrition contacts (target:
3,000)
- 9,346 non-clinical health education for reproductive health
contacts (target: 6,000)
- 1,172 non-clinical screening and other contacts (target: 3,000)
- 168 non-clinical health education for tobacco and alcohol/drug
use contacts (target: 500)
- 346 non-clinical physical activity contacts (target: 300)
- 1,051 non-clinical vision contacts (target: 500)
• For adults over age 18, make 347 non-clinical first aid supplies
contacts (target: 300)
Behavioral Health Services
• Conduct 16,552 behavioral health service visits (target: 16,000)
• Provide 30 hours of behavioral health service per week (target: 25)
• Discuss 5,002 youth in non-clinical school staff consultations
involving 2,629 staff (target: 5,000 students and 2,500 staff)
• For youth ages 0–18, make:
- 305 non-clinical crisis intervention/grief contacts for individuals
and groups (target: 500)
- 269 non-clinical restorative justice/circle contacts conducted by
SBHC staff and other groups (target: 200)
- 22,248 non-clinical school safety/climate presentation/activity
contacts (target: 10,000)
- 1,441 non-clinical self-esteem/social skills groups contacts (target:
500)
- 904 non-clinical trauma screening contacts (target: 750)
Oral Health Services
• Provide 15 hours of dental services per week at 12 sites (target: 12
hours at 12 sites)
• Conduct 5,302 visits with dental services (5,000)
• Provide dental services to 1,861 clients (target: 1,750)
Highlights
98% of students say that staff
helped them learn how to take
better care of their health
(target: 90%).
99% feel that the SBHC is a safe
place to go if they have a problem
(target: 90%).
98%
99%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 42
• Make 4,530 non-clinical dental screening contacts to youth ages
0–18 (target: 3,000)
Youth Development and Academic Outcomes
• For youth ages 0–18, make:
- 1,970 non-clinical youth development contacts, such as advisory
board, leadership, advocacy, etc. (target: 1,500)
- 3,203 non-clinical peer health education group contacts (target:
1,000)
- 407 non-clinical job training/career exploration contacts, such as
applying, internships, and shadowing (target: 750)
- 564 non-clinical acculturation support contacts for newcomers and
unaccompanied youth (target: 500)
- 754 non-clinical academic support contacts (target: 500)
Integration of Health and Wellness Support Services
• Offer information on health insurance and benefits eligibility or
referral either onsite and/or to an offsite location for application
assistance at 27 sites (target: 21)
• For adults over age 18, make:
- 2,833 non-clinical health fair/outreach contacts (target: 3,500)
- 4,570 non-clinical parent/family support contacts (target: 2,000)
- 4,132 non-clinical school safety/climate presentation/activity
contacts (target: 1,000)
- 1,404 staff workshop/training contacts (target: 1,000)
• For youth ages 0–18, make 1,205 non-clinical parent/family support
contacts (target: 1,000)
• Have updated Letters of Agreement with the school administration at
22 sites (target: 28)
• Regularly participate in Coordination of Services Team (COST)
programs at 23 sites (target: 28)
Success Story
A student was hospitalized for
an organ failure. The SBHC team
assisted in transitioning the student
home and providing much of the
follow-up care, including medical,
mental health, and social work
services. This patient received
coordinated school-based and
interdisciplinary care and critical
transportation assistance and is
now recovering well from home
and at school. The student is
looking forward to graduating in
a few months and is excited about
finding a job, as the student adjusts
to illness with resilience and
determination.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 43
Background
The City of Fremont’s Human Services Department (HSD) supports
a vibrant community through services that empower individuals,
strengthen families, encourage self-sufficiency, enhance neighborhoods,
and foster a high quality of life for all residents.
Aging and Family Services (AFS), a division of the HSD, provides both
a Multi-Service Senior Center and a Senior Support Services team of
caring professionals from diverse backgrounds—social work, nursing,
gerontology, psychology, and public health—who serve seniors and their
families with dignity and respect.
Within AFS, the Afghan Elderly Health Promotion Program consists of
four components that are interrelated and utilized in the home and at
the Afghan Elderly Association (AEA) offices, the Healthy Aging Program
(HAP), and the Afghan Health Promoter Program. The AEA has trained
part-time Health Promoters who connect seniors to health services in
the community and provide emotional support. The program is offered
in Dari and Pashto.
The Health Promoter Program is made up of four program areas:
• Linkages. The Linkages program provides information, referral, and
assistance to participants. Health Promoters help participants access
an array of services and entitlement programs. Additionally, they assist
with translation, completing forms, transportation, housing, and other
community services as needed.
• Medication assistance and counseling. The City of Fremont’s Public
Nurse reviews participants’ medication, evaluates their knowledge
and usage of their medications, and provides training and feedback
as needed. When necessary, the nurse calls participants’ doctors and
pharmacists for clarification or to express concerns. Health promoters
conduct in-home reviews of medications, evaluating knowledge of
Fremont Aging and Family Services
www.fremont.gov/217/Aging-Family-Services
FY 18/19 Allocation: $55,456 | Expended/Encumbered: $55,456
Individuals served by Measure A: 114 (Total individuals served: 114)
Populations served: Seniors
Services provided: Public Health, Mental Health
Service area: Fremont, Newark, Union City
Matching Funds
$150,000
from the City of Fremont General
Fund, Medical Administrative
Activity (MAA) funds, and in-kind
support from the City of Fremont’s
Human Services Department.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 44
medications and use. They provide medication assistance as needed.
In the Home Meds program, nursing students as well as Health
Promoters collect medication information and enter it into a database
that analyzes the list for possible negative effects and/or interactions.
If the program identifies a potential problem, the program alerts
Alameda County’s pharmacist, who reviews the medication list and
tries to contact the client’s doctor if a problem is confirmed.
• Happy, Healthy Me (HHM). HHM is a chronic condition self-
management program that helps participants identify problems
and healthy goals. The program utilizes a mix of cognitive behavior
techniques, motivational interviewing, and problem-solving
techniques. Problems and mid-range goals are established, and a
health plan is developed utilizing short-term action steps.
• Health education groups. Health Promoters are certified leaders in the
Diabetes Education and Matter of Balance groups. Outside trainers
are brought in to educate clients as needed.
Measure A Funding Summary
Measure A helped the Health Promoter Program achieve the following:
• Provide services to 112 refugee, immigrant, and low income seniors
over 60 years of age (target: 12)
• Ensure that 114 clients have a primary physician (target: 36)
• Help 17 clients access a specialty physician or service (target: five)
• Help 52 clients access, use, and benefit from medical services (target:
15)
• Provide medication review, assistance, and education to 24 clients
(target: 15)
• Provide health information and education to 86 clients (target: 11)
• Have 22 clients complete an assessment of their ability to self-
manage chronic conditions (target: 11)
• Have 10 clients improve and/or complete at least one self-
management goal (target: eight)
• Complete 20 fall and home safety assessments (target: 15)
• Complete 25 PHQ-4 mental health screens (target: 15)
• Provide emotional support to 106 clients (target: 15)
• Provide referrals and/or assistance to 48 clients to access entitlement,
community, and supportive service programs (target: 33)
Highlights
100% of clients were assisted by
Health Promoters who spoke their
language and understood their
culture (target: 100%).
100%
Success Story
Ms. Noori had experienced trauma
while in Afghanistan and became
depressed and anxious. She
developed insulin-dependent
diabetes mellitus (IDDM) and
experienced minor strokes and
falls. Ms. Noori’s Health Promoter
helped her learn how to manage her
IDDM and properly inject insulin,
attended and translated at medical
appointments, and made sure her
medications were monitored by the
Healthy Aging Program nurse. The
Health Promoter referred Ms. Noori
to the City of Fremont Mobile Mental
Health team, and Ms. Noori also
attended the Matter of Balance class.
Ms. Noori has been more consistent
in managing her IDDM, not sustained
any falls, and developed a more
positive outlook about her life and
future.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 45
Background
The Alameda County Health Care Services Agency Health Insurance
Enrollment Assistance department provides information, referrals, and
application assistance to low income County residents and families
who are eligible for the following benefit programs: Medi-Cal, Covered
California, Kaiser Child Health Plan, Health PAC, CalFresh, and CalWORKs.
The Health Insurance Enrollment Assistance department is a critical
resource for some of the hardest-to-reach and most vulnerable
populations in Alameda County. The department provides a client-
centric and culturally competent approach to help residents enroll into
health care and benefit programs and has the unique ability to serve the
whole family regardless of what program they are eligible for.
Services are provided in English, Spanish, and Cantonese.
In FY 18/19, benefits assistance was provided to clients according to the
following percentages by program:
• Medi-Cal: 69%
• HealthPAC: 14%
• CalFresh: 12%
• Covered California: 4%
• CalWORKs: 1%
Measure A Funding Summary
The Health Insurance Enrollment Assistance department used its
Measure A allocation to achieve the following:
• Provide benefit application assistance by phone and in person to
7,856 low income County residents (target: 7,504)
• Receive 3,132 calls on the Health Insurance Technician (HIT)
assistance toll-free line (target: 2,702)
Health Enrollment for Children
achealthcare.org/about/project-updates/childrens-health-insurance-enrollment
FY 18/19 Allocation: $300,000 | Expended/Encumbered: $300,000
Individuals served by Measure A: 7,856 (Total individuals served: 7,856)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families
Services provided: Emergency Medical, Hospital Inpatient, Hospital Outpatient, Public Health, Mental Health,
Substance Abuse
Service area: Countywide
Highlights
83% of benefit applications
submitted resulted in clients
receiving benefits (target: 81%).
83%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 46
Health Services for Day Laborers:
Multicultural Institute
mionline.org
Background
The Multicultural Institute (MI) accompanies immigrants in their
transition from poverty and isolation to workforce participation and
prosperity. MI’s health activities bring resources, preventive measures,
new information, and referrals to the street corners where day laborers
are located, making services more accessible on a regular basis. Staff
help individuals navigate the health system and solve their immediate
health needs and also work with larger provider networks to advocate
for the needs of the day laborer and immigrant community.
In FY 18/19, staff partnered with the City of Berkeley Public Health
Division to organize focus groups among the individuals that MI serves.
The results were ideas, statistics, and demographics that helped shape
a 2018 City of Berkeley Health Division Report. Staff are also part of
the Oral Health Strategy Planning Committee in the City of Berkeley.
These meetings and discussions help gauge the oral health needs and
concerns of the underrepresented Berkeley community. The result is Oral
Health Vision 2028, a plan aiming to help Berkeley residents through
prevention, education, and organized community efforts.
In addition, MI partnered with Onsite Dental to hold a five-day dental
event over the course of five weeks. MI also continues to partner with
LifeLong Medical Center to provide medical screenings during street
outreach, as well as diabetes and blood pressure screenings and
prevention workshops. Finally, MI continues its partnership with the
Alameda County Health Care for the Homeless (ACHCH) mobile van by
hosting them at its Berkeley office and providing sign-up and referral
assistance.
The majority of the people served are not insured. Staff realize that
even though partner organizations offer HealthPAC enrollment support,
some day laborers prefer to ask MI staff for help because of the level
FY 18/19 Allocation: $95,662 | Expended/Encumbered: $95,662
Individuals served by Measure A: 706 (Total individuals served: 774)
Populations served: Indigent, Low Income, Uninsured Adults, Families, Seniors
Services provided: Hospital Outpatient, Public Health
Service area: Berkeley, Oakland, Homeless or Transient
Highlights
100% of individuals served reported
that they would not have had access
to services if it weren’t for MI or its
partners (target: 70%).
87% of unduplicated day laborers
outreached learned about a resource
or opportunity that they did not
know about before (target: 80%).
100%
87%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 47
of trust they have with them. Due to individuals coming to staff with
enrollment questions and assistance requests, program staff decided to
receive HealthPAC enrollment training from Alameda County’s Health
Care Services Agency and since then have had the capacity to enroll
individuals.
In addition to the health-related services, the Life Skills/Day Laborer
program offers wraparound services through a holistic approach
based on daily street outreach. Services are offered in a culturally and
linguistically appropriate way. Day laborers are connected to short-
term, long-term, and permanent jobs; individuals are offered various
educational and vocational courses; and immigration and legal support
is provided. All these services positively address and solve social and
personal issues that affect the mental health and overall well-being
of the community. The program also hosts gatherings like the annual
Thanksgiving and Christmas event, so that day laborers and other low
income individuals can come together and build connections.
Even when day laborers are in regular need of health consultations and
services, they rarely seek assistance. Some of this is attributable to the
fact that other urgent needs, such as securing a job, become the main
priority. Additionally, difficult living and working conditions may result
in health concerns, including stress and substance abuse. Language, cost,
and knowledge barriers contribute as well. Having a reliable nonprofit
like MI bringing health services out in the community where day
laborers congregate is invaluable.
Measure A Funding Summary
Measure A funding helped MI achieve the following:
• Provide outreach to 706 unduplicated day laborer and other low
income clients (target: 700)
• Contact 98.5% of day laborers on the street during daily street
outreach (target: 80%)
• Register 100% of outreached day laborers with MI (target: 80%)
• Perform 246 one-on-one consultations regarding health-related
navigation and/or guidance about health care insurance and coverage
options and referral services across various local health care agencies
(target: 100)
• Host and/or co-sponsor 11 health care trainings or workshops for
175 participants on topics that included occupational health and
safety, sexual health, oral health, and substance abuse (target: eight
trainings/workshops with 120 participants)
• Host and/or co-sponsor 12 street-based health education sessions for
185 participants on nutrition topics including wise grocery shopping,
healthy eating, exercise, and sugary-drink education (target: eight
sessions with 120 participants)
• Arrange six health screening events serving 127 unduplicated
individuals (target: four events serving 100 individuals)
Success Story
Ramon, 37, suffers from drug and
alcohol addiction. MI staff had tried
to refer him to facilities that could
provide medical support, but he
refused. One day when the ACHCH
mobile van was onsite, Ramon came
asking for help, saying he wanted to
come clean. Nancy, the ACHCH social
worker, got him into a program at
Fairmont Hospital in San Leandro.
Ramon was concerned that if he
went to the hospital and shared his
information, they would call ICE and
he would be deported. After a long
conversation reassuring him that
ICE would not be involved, staff took
Ramon him to the hospital, making
sure that he arrived there safely.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 48
Background
Street Level Health Project (SLHP) is an Oakland-based health center
dedicated to improving the health and well-being of underinsured,
uninsured, and recently arrived immigrants in Alameda County.
SLHP’s whole person care model takes into account the social aspects
that impact the community’s ability to access health care in a culturally
sensitive manner. This model allows many community members to
access medical, mental health, and nutrition services all in one location,
often on the same day.
Free services provided by SLHP include the following:
• Consultations with a nutritionist, who provides personal health
education, lifestyle, and diet advice, taking into account foods that
are culturally familiar to patients. The nutritionist works closely
with other medical providers to form a well-rounded health plan
incorporating both traditional western medicine and more gentle
natural approaches. This approach especially benefits patients with
diabetes, hypertension, gout, and high cholesterol.
• Food bags to community members.
• Healthy, balanced meals twice per week.
• Consultations with a mental health counselor. The counselor also
hosts somatic stress reduction workshops to help community
members gain the tools to cope with stress and anxiety in their daily
lives.
Services are provided in Spanish, English, Mam, and Nepali.
SLHP clinic staff, medical providers, and community health worker
volunteers also join the Street Outreach Team to conduct free
basic health screenings at sites where many day laborers look for
employment. Community health workers follow up with patients and
FY 18/19 Allocation: $95,662 | Expended/Encumbered: $95,662
Individuals served by Measure A: 537 (Total individuals served: 626)
Populations served: Indigent, Low Income, Uninsured Adults, Families, Seniors
Services provided: Public Health, Mental Health
Service area: Alameda, Albany, Berkeley, Castro Valley, Emeryville, Hayward, Newark, Oakland, San Leandro, San
Lorenzo, Union City, Homeless or Transient
Health Services for Day Laborers:
Street Level Health Project
streetlevelhealth.org
Highlights
94% of clients accessing the food
pantry reported that they would not
have received healthy food if they
did not get it through the pantry
(target: 75%)
94%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 49
invite them to visit the office for a more comprehensive medical exam.
One outreach event was conducted at a Mam church, where the team
conducted a needs assessment survey in conjunction with health
screenings.
Measure A Funding Summary
SLHP used its Measure A allocation to achieve the following:
• Make 1,109 health care screening and episodic care visits to 897
unduplicated clients across multiple languages (target: 700 clients)
• Provide 3,396 health-related navigation/referral services to 1,793
clients across a network of 96 local health care agencies (target:
2,000 services)
• Conduct 272 mental health consultations with 124 unduplicated
clients from low income communities in Alameda County (target: 200
consultations)
• Provide 268 nutritionist/herbalist consultations to 163 clients (target:
150 consultations)
• Distribute 3,373 free food bags to low income individuals (target:
2,500)
• Recruit and train 25 prospective and current health care providers,
providing them with experience working with uninsured low income
communities (target: 20)
Success Story
Camila, a 20-year-old Mam speaker,
was pregnant and came to SLHP for
counseling due to lack of resources
to sustain another child. The Health
Access Program manager helped
Camila make an appointment at
a nearby clinic, where she was
enrolled in Medi-Cal and received
a therapeutic abortion. Two days
later, Camila returned to SLHP
complaining of abdominal cramping.
The Health Access Program manager
accompanied Camila back to the
clinic, where she explained that
Camila spoke Mam, not Spanish.
Mistaking Mam for Spanish is
common, and a delay in patient care
could have led to severe health
implications. Camila received an
appointment the same day and is
now doing well.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 50
Background
Alameda County Behavioral Health Care Services (BHCS) works to
maximize the recovery, resilience, and wellness of all eligible Alameda
County residents who are developing or experience serious mental
health, alcohol, or drug concerns.
BHCS oversees certain programs that provide medical services at the
Alameda County Juvenile Justice Center (JJC). These services are provided
under the coordination of the JJC Health Services Director. The Health
Services Director is a critical position that uniquely coordinates among
health care services provided by UCSF Benioff Children’s Hospital,
the Alameda County Probation Department, and BHCS. As part of this
coordination, the Director helps families and partners navigate often-
challenging systems.
Services are provided in Cantonese, English, Persian, Punjabi, and
Spanish.
Measure A Funding Summary
BHCS used its Measure A allocation to cover the costs associated with
coordination of medical services while youth are detained in the JJC. The
allocation does not cover the costs of the services themselves. Instead,
it is used to fund the JJ Health Services Director position, who has
oversight of the contract for the medical services provider.
In FY 18/19, the Measure A-funded Director achieved the following
specific accomplishments:
• Establish a set of health policies for the JJC. These policies bring the
County in compliance with state mandates and establish and specify
the types of medical and mental health care services youth receive
while detained in the facility.
FY 18/19 Allocation: $261,160 | Expended/Encumbered: $261,160
Individuals served by Measure A: 108 (Total individuals served: 731)
Populations served: Low Income, Uninsured Adults, Children
Services provided: Hospital Outpatient
Service area: Countywide
Medical Costs for Juvenile Justice Center:
Direct Service Planning and Administration
Success Story
A youth in the JJC had serious
health issues from a past gunshot
wound. The medical clinic helped
manage the youth’s pain, identified
options for improving his health, and
eventually recommended surgery.
The youth’s Medi-Cal insurance had
been deactivated, and the family
was concerned about paying for his
surgery and follow-up care. The JJC
Health Services Director worked
with the mental health clinician and
family to get the youth’s insurance
reactivated. The Director also
coordinated with the local hospital
to ensure the family would not need
to pay and to expedite the surgery.
The surgery went smoothly, the
medical clinic provided excellent
follow-up care, and the youth is
healing well.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 51
• Establish weekly meetings among members of a Health Team to
better support youth while they are detention. The Health Team
initially started with medical and mental health managers, but soon
expanded to include Probation managers, public health nurses,
JJC psychiatrists, and the Behavioral Health staff person from the
Transition Center. The Health Teams allow partner agencies to create
care plans for youth while they are in detention, better coordinate
services for youth, and begin transition planning before youth leave
the JJC.
Based on these efforts, Measure A funding contributed to the following
achievements at JJC:
• 66% of youth booked into the JJC received a comprehensive physical
exam (target: 80%).
• 39% of youth booked into the JJC received a dental health screening
(target: 75%).
Highlights
88% of youth who received medical
services were satisfied with the
services (target: 80%).
88%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 52
Background
Niroga Institute strives to foster the health and well-being of children,
youth, families, and communities through the practice of trauma-
informed dynamic mindfulness.
Niroga Institute provides twice-weekly or weekly Transformative Life
Skills (TLS) sessions for at-risk and incarcerated youth at the Alameda
County Juvenile Justice Center (JJC). Each lesson includes mindful
action, breathing, and centering, with time for discussion about real-
life applications of the skills being taught. The lessons support the
following objectives:
• Emotional development, including good emotion self-regulation
skills, coping, and conflict resolution skills
• Social development, including healthy relationships and a sense of
connectedness to larger social networks
• Intellectual development, including essential life skills, school
success, and good decision-making skills
• Physical development, including good health habits and health risk
management skills
In addition to weekly classes, select youth at the JJC participate in
daylong immersions. This program reinforces the topics discussed in
the weekly sessions, allows youth to deepen their understanding of the
applications of TLS, and gives them goals to work towards.
Hour-long dynamic mindfulness sessions are also provided for JJC staff.
The sessions focus on the applications of TLS that promote relaxation
and increase self-awareness. The staff classes incorporate the action,
breathing, and centering necessary for stress reduction and increased
well-being. The instructor teaches specific techniques that can be used
during the workday for self-care and applied to the staff’s work with
clients.
FY 18/19 Allocation: $89,152 | Expended/Encumbered: $89,152
Individuals served by Measure A: 1,820 encounters (Total individuals served: 2,300 encounters)
Populations served: Indigent Children, Transition-Aged Youth
Services provided: Mental Health
Service area: Countywide, Outside of Alameda County
Medical Costs for Juvenile Justice Center:
Niroga Institute
niroga.org
Highlights
100% of staff class participants
were satisfied with the class content,
the teacher’s effectiveness, and the
overall quality of the class (target:
70%).
95% of youth class participants
reported that the class was helpful
for managing emotions and stress
(target: 40%).
100%
95%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 53
Measure A Funding Summary
Niroga Institute used its Measure A allocation to provide the following
at the JJC:
• 507 TLS classes for youth, including a total of 1,783 youth encounters
(target: 400 classes and 1,500 encounters)
• Three day-long TLS immersions for 15 youth (target: three
immersions for 15 youth)
• 102 TLS classes for staff, with an average of five staff per class
(target: 90 classes averaging five staff per class)
Success Story
When a new student came to the
TLS class, he expressed that his
hands hurt because he had been
punching the walls in his cell. He
said he had anger issues and was
currently feeling very upset. After
the yoga and mindfulness practice,
the student stated that he felt calm
and relaxed. Additionally, the student
told the instructor that he had
ADHD and couldn’t focus. He would
continually look outside of the room
and get distracted by movements
and sound. After several weeks in
the class, the student never reported
feeling angry, and he was able to
hold his attention longer by focusing
on his breathing.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 54
Background
The Victim/Witness Assistance Division of the Alameda County District
Attorney’s Office supports and empowers crime victims and their
families by promoting their rights within the criminal justice system
and providing services to aid in their recovery from the emotional,
psychological, social, and economic impact of crime as they reclaim their
sense of safety, well-being, and dignity.
The Victim Compensation Program serves to improve the lives of and
provide economic support to clients experiencing the trauma aftermath
of crime. Through the program, the California Victim Compensation
Board (CalVCB) offers the following:
• Contacts to individuals whose compensation claim was “zero
awarded” (no expenses paid) for a determination as to why the client
did not submit a loss request or bill for payment consideration
• Crisis support referrals and follow-up to outside agencies
• Optimum compensation assistance through the investigation and
utilization of other applicable financial resources and recovery
• Support in navigating the client’s immediate access to critical needs
services: medical, mental health, pharmaceutical, etc.
• Swift processing of emergency claims to alleviate client financial
suffering and hardship
• Increased expansion of covered financial services and benefits, and
evaluation of their effectiveness in addressing the client’s needs
• Increased community outreach to educate clients about the existence
of the program and its available economic services and resources
• Workshops and trainings to keep staff informed about frequently
changing policy, statutory rules, and legislation impacting
compensation
Services are primarily provided in Spanish, Chinese, and Mandarin.
FY 18/19 Allocation: $90,000 | Expended/Encumbered: $79,118
Individuals served by Measure A: 2,936 (Total individuals served: 2,936)
Populations served: Indigent, Low Income, Uninsured Adult, Children, Families, Seniors
Services provided: Emergency Medical, Hospital Inpatient, Hospital Outpatient, Public Health, Mental Health,
Substance Abuse
Service area: Alameda, Albany, Berkeley, Castro Valley, Dublin, Emeryville, Fremont, Hayward, Livermore, Newark, Oakland,
Piedmont, Pleasanton, San Leandro, San Lorenzo, Union City, Outside of Alameda County, Homeless or Transient
Medical Costs for Juvenile Justice Center:
Victims of Crime
alcoda.org/victim_witness/california_victim_compensation_program
Highlights
The average CalVCB claims
processing time improved by 75%
compared to the statewide average.
CalVCB application filings increased
by 100%.
75%
100%
➔
➔
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Measure A Funding Summary
CalVCB used its Measure A allocation to target 36% of clients served
who were previously unaware of or uninformed about the CalVCB filing
process. The program made direct contact with these clients to provide
program information, address questions, explain the eligibility process,
invite them to submit a loss request or bills, and offer helpful resources
and referrals.
Success Story
A CalVCB application was filed by a
minor female trauma crime victim
of human trafficking and sexual
assault. The applicant received
immediate filing assistance through
her assigned Victim/Witness
Advocate. The Advocate identified
the crisis needs of the applicant
for which financial assistance
could be requested through the
CalVCB program, which is the payer
of last resort towards covered
expenses. In this case, the program
was able to assist with payment
of the applicant’s out-of-pocket
mental health counseling, in-
patient hospitalization, and medical
expenses. Additionally, relocation
assistance was provided out of the
CalVCB emergency revolving fund as
a direct payment of move-in costs to
the landlord.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 56
Background
Preventive Care Pathways offers “Pathways to Wellness” to the general
population by providing medical services for at-risk and indigent
patients, producing and presenting videos and literature for health
education, providing health care services for individuals re-entering
the community from the prison system, and conducting health fairs and
community education presentations at community sites.
Services are provided in English, Spanish, Chinese, and Arabic.
Measure A Funding Summary
Preventive Care Pathways used its Measure A allocation to achieve the
following:
• Conduct 5,400 medical visits to 634 unduplicated low income
patients with Alameda Alliance or Anthem Blue Cross Medi-Cal
(target: 2,500 visits to 500 patients)
• Screen 942 patients for Hepatitis C as a part of a basic health
screening (target: 400)
• Provide treatment for 117 patients who tested positive for Hepatitis C,
of whom 95% received or completed treatment (target: 80%)
• Coordinate two health fairs and workshops attended by 130
participants (target: six health fairs/workshops with 50 participants)
• At the health fairs/workshops, provide 75 Hepatitis C and/or prostate
cancer screenings, representing 61% of attendees (target: 25%)
• Provide Covered California or Medi-Cal application assistance to 341
uninsured residents, of whom 43% submitted an application (target:
200 residents, with 50% submitting an application)
• Have 137 applications who received assistance and were approved
for Medi-Cal select the Preventive Care Pathways James A. Watson
Wellness Center as their primary care provider, representing 38% of
such applications (target: 50%)
• Attend two Covered California CEE Alameda County partnership
meetings, representing 50% of meetings held (target: two,
representing 50% of meetings)
Preventive Care Pathways
healthcare.gov/coverage/preventive-care-benefits
FY 18/19 Allocation: $229,587 | Expended/Encumbered: $229,587
Individuals served by Measure A: 3,078 (Total individuals served: 5,400)
Populations served: Indigent, Low Income, Uninsured Adults, Seniors
Services provided: Emergency Medical, Hospital Inpatient, Public Health, Mental Health
Service area: Countywide, Homeless or Transient
Matching Funds
$137,800
from the following sources:
• Alameda County Social Services
Agency General Assistance funding
• Alameda County Foster Families
• Alameda County Probation (AB109)
• Alameda County Health Care
Services Agency Hepatitis C
Screening and Treatment
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 57
Primary Care Community-Based Organizations
FY 18/19 Allocation: $5,753,0091 | Expended/Encumbered: $5,753,009
Individuals served by Measure A: 18,826 (Total individuals served: 271,958)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health, Mental Health, Substance Abuse
Service area: Countywide
Background
The Alameda Health Consortium is a regional association of community
health centers that work together and support the involvement of their
communities in achieving comprehensive, accessible health care and
improved outcomes for everyone in Alameda County.
The Consortium is guided by the following principles:
• All people have the right to accessible and affordable high quality
health care that prevents illness, promotes wellness, and is sensitive
to the unique needs of particular communities and cultures.
• The barriers that prevent people from seeking care must be
eliminated.
• Individuals and families must be empowered to participate in their
own health care.
• Low income and underserved people play an important role in the
formation of health policy at the local, state, and national level.
• Building consensus and coalitions around important health issues
leads to innovative solutions.
• Providing quality health care improves the well-being of communities.
• Racial and ethnic health disparities must be eliminated to have
healthy communities.
The Consortium’s outpatient services are provided at eight community
health center locations throughout Alameda County:
• Asian Health Services
• Axis Community Health
• La Clínica
• LifeLong Medical Care
• Native American Health Center
• Tiburcio Vasquez Health Center
• Tri-City Health Center
• West Oakland Health
Highlights
Seven of the eight health centers
met their goal for improving
performance on the Colorectal
Cancer Screening HEDIS measure,
and all eight centers met their
goal on the Controlling High Blood
Pressure HEDIS measure.
7 of 8
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 58
More than 20 languages are spoken across the health centers.
The Consortium health centers continuously work to improve access
to care for all patients. In FY 18/19, the clinics served 8,874 more
patients than the previous year. The centers also implement Healthy
Teeth Healthy Communities (HTHC), a four-year dental pilot program to
help increase the utilization of preventive dental services for children
and youth ages 0–20 years. In addition, the Consortium partners with
Alameda County Behavioral Health on Integrated Behavioral Health
(IBH) initiatives, such as the UC Davis Primary Care Psychiatry and
Primary Care Pain Fellowships, the work of Integrated Behavioral Health
Care Coordinators (IBHCCs), and supporting the community health
centers in behavioral health integration efforts. It also partners with the
East Bay Naturalization Collaborative to offer naturalization services to
health center patients.
Measure A Funding Summary
Measure A funding helped the Consortium member community health
centers achieve the following:
• Hold 12 On-Site Medi-Cal Eligibility (OSME) health center and social
services agency leadership staff workshops for all eight community
health centers (target: 12 workshops for eight centers)
• Promote food security within the clinic setting by hosting food
distribution at five heath centers for patients and community
members (target: five)
• Provide a “Food Farmacy,” or food-as-medicine, model for patients to
access food right after seeing a provider at five health centers (target:
five)
• Educate patients on nutrition and making healthy food choices at four
health centers (target: four)
• Have five health centers complete the Father Corps Self-Assessment
Tool (target: five)
• Have staff from four health centers attend a “Father-Friendly
Principles” training (target: four)
• Participate in two technical site visits each at three health centers
(target: three centers)
• Provide culturally appropriate handouts and resources in the clinic at
seven health centers (target: seven)
• Enroll 18,826 low income Alameda County residents in HealthPAC, of
whom 17,247 accessed services
• Provide the following number of patient visits:
- Primary care: 77,298
- Specialty care: 2,293
- Dental: 11,592
- Optometry: 1,862
- Podiatry: 91
- Mental health: 2,410
Success Story
A homeless woman who lives out
of her vehicle was referred by her
provider for a colonoscopy. The
Consortium connected her with a
Community Health Worker (CHW),
who got the patient a voucher for a
night’s stay in a hotel to complete
her prep for the procedure and
programmed reminders in the
patient’s phone so she would know
when to do each step. When the
patient’s driver bowed out of taking
her to the procedure, the CHW
secured a transportation voucher
and worked with the patient on
finding another trusted individual
to see her through the procedure.
Through this coordination of care,
the patient successfully completed
her colonoscopy.
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• Utilize loan repayment programs to attract and retain providers at
three health centers (target: three)
• Provide opportunities for professional development, including
covering Continuing Medical Education expenses, at five health
centers (target: five)
• Offer provider compensation in the form of bonuses, salary increases,
and retirement plan contributions at all eight health centers (target:
eight)
• Provide 68% of patients on a chronically high dose of opioids with
buprenorphine, or ensure that they have evidence of an alternative
harm reduction plan (target: 55%)
• Attain a 77% Hepatitis C screening rate for active patients born
between 1945 and 1965 (target: 75%)
• Prescribe treatment for 70% of patients with chronic Hepatitis C
(target: 62%)
• Attain a sustained virologic response (SVR12/ “cure”) rate of 96% for
patients who have completed Hepatitis C treatment and follow-up
labs (target: 96%)
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Background
Tiburcio Vasquez Health Center, Inc. (TVHC) is dedicated to promoting
the health and well-being of the community by providing accessible
high quality care. TVHC’s individual and organizational commitment
is to ensure this human right through quality service, advocacy, and
community empowerment.
TVHC’s school-based health centers are a safe and convenient place for
students to receive the medical and mental health support they need to
succeed in school and become productive members of the community. A
student who is tired, sick, suffering from asthma, stressed, depressed, or
scared often experiences academic performance issues and an increased
risk of dropping out of school. The school health centers advocate
holistic health care, paying careful attention to the dynamic relationship
among mind, body, and spirit. Their primary objective is to make
important health and wellness information more readily accessible to
youth and provide an effective tool for youth to take control of their
own well-being.
Health center staff also work with teachers, providing ongoing
support for individual students to ensure they are on track with their
learning requirements. In addition, they work with school staff and
the community to offer continuing support, crisis intervention, and
promotion of school and community-based events.
Services are provided in English and Spanish.
Measure A Funding Summary
Measure A funding helped TVHC achieve the following:
• Provide an average of 16 medical hours per week each at Tennyson
High School and Hayward High School (target: 16 each)
• Conduct 902 medical visits at Tennyson and 307 at Hayward (target:
427 at Tennyson, 491 at Hayward)
FY 18/19 Allocation: $40,000* | Expended/Encumbered: $40,000
Individuals served by Measure A: 610 (Total individuals served: 610)
Populations served: Low Income, Uninsured Children, Families
Services provided: Public Health, Mental Health
Service area: Hayward
*Includes Board of Supervisors discretionary allocation from District 2/Supervisor Valle
Tiburcio Vasquez Health Center, Inc.
tvhc.org
Highlights
Tennyson served 472 more clients
than the preceding year, while
Hayward served 138 more clients.
472➔
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• Make 25 oral health referrals at Tennyson and two at Hayward (target:
12 each)
• Provide oral health services to 90 students at Tennyson and nine at
Hayward (target: 50 each)
• Provide an average of 27 hours per week of health education, health
promotion, and youth development services at Tennyson and 24 hours
per week at Hayward (target: 16 each)
• Make 12 classroom and other group presentations at Tennyson and
seven at Hayward (target: eight each)
• Through the presentations, serve 1,254 students at Tennyson and 302
students at Hayward, (target: 285 at Tennyson, 327 at Hayward)
• Hold 36 family and/or community member health-related events and/
or activities each at Tennyson and Hayward (target: two each)
• Screen and enroll 100 clients in health coverage and other health and
social programs at Tennyson and 50 clients at Hayward (target: 24
each)
• Participate in 36 Coordination of Services Team (COST) meetings at
Tennyson and 18 at Hayward (target: 12 each)
Highlights
100% of clients reported that the
health center helped them deal
better with stress and anxiety
(target: 100%).
100%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 62
Allocation: $50,000* | Expended/Encumbered: $50,000
Individuals served by Measure A: 51,722 (Total individuals served: 51,722)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Emergency Medical, Hospital Inpatient, Hospital Outpatient, Public Health, Mental Health,
Substance Abuse
Service area: Countywide
*Includes Board of Supervisors discretionary allocation from District 1/Supervisor Haubert
Background
The Washington Hospital Healthcare Foundation enhances the work
of the Washington Hospital Healthcare System by increasing public
awareness and providing financial support. The Washington Hospital
Healthcare System addresses the health care needs of community
residents through medical services, education, and research.
The most notable highlight of FY 18/19 was the opening of the Morris
Hyman Critical Care Pavilion. This 224,800-square-foot building contains
a state-of-the-art critical care unit with 48 beds, a medical surgical unit
with 68 single-occupancy patient rooms, and an emergency department
that is four times the size of the previous facility. The emergency
department contains two fully functioning resuscitation rooms that
can accommodate patients suffering from traumatic injuries. In the
emergency department, a medically certified translator is provided by
phone. Languages offered include Spanish, Tagalog, Farsi, Hindi, Arabic,
Mandarin, Cantonese, and Vietnamese.
Measure A Funding Summary
The Washington Hospital Healthcare Foundation used its Measure A
allocation to achieve the following:
• Purchase and install ceiling-mounted booms and operating lights in
two resuscitation rooms in the emergency department of the new
Critical Care Pavilion (target: two)
• Train 165 personnel in the new facility for several months before the
Pavilion was opened to accept patients (target: 165)
• Ensure that 100% of the infrastructure was in place to equip the
resuscitation rooms and provide trauma care to patients when the
facility began operations (target: 100%)
Washington Hospital
Healthcare Foundation
www.whhs.com
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FUNDS ALLOCATED BY THE ALAMEDA COUNTY BOARD OF SUPERVISORS
GROUP 4: PUBLIC HEALTH
ACCMA Community Health Foundation/East Bay Conversation Project ...................................................... 66
Alameda Boys & Girls Club, Inc. ................................................................................................................................. 68
Asthma Start ..................................................................................................................................................................... 70
Center for Early Intervention on Deafness ............................................................................................................. 72
City of San Leandro Senior Services ......................................................................................................................... 74
Countywide Plan for Seniors: Getting the Most Out of Life ............................................................................. 76
Countywide Plan for Seniors: Home-Based Nursing Case Management ................................................... 78
Countywide Plan for Seniors: Injury Prevention, Meals, Nutrition .................................................................. 80
Eden Youth and Family Center .................................................................................................................................... 82
Emergency Medical Services (EMS) Corps .............................................................................................................. 84
Emergency Preparedness, Mitigation, Response, & Recovery .......................................................................... 86
George Mark Children’s House .................................................................................................................................... 88
Health Services for Persons Who Inject Drugs HIV Education and
Prevention Project of Alameda County (HEPPAC) ................................................................................................. 90
Healthy Food Healthy Families: Alameda County Community Food Bank .................................................. 92
Healthy Food Healthy Families: Alameda County Deputy Sheriffs’ Activities League ............................. 93
Healthy Food Healthy Families: UCSF Benioff Children’s Hospital Oakland ............................................. 94
Healthy Homes Department Fixing to Stay & Group Living Facilities Project ........................................ 95
HERS Breast Cancer Foundation ................................................................................................................................ 97
HIV Education and Prevention Project of Alameda County (HEPPAC) OPEND Program ........................ 98
Home Visiting Services ............................................................................................................................................... 100
La Familia Counseling Services: Youth Resiliency ............................................................................................ 103
Latino Men and Boys Program ................................................................................................................................. 105
Lend A Hand Foundation ........................................................................................................................................... 107
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LIFE ElderCare ............................................................................................................................................................... 108
LifeLong Medical Care Heart 2 Heart .................................................................................................................... 110
Needle Exchange Emergency Distribution .......................................................................................................... 112
Nutrition Services in West Oakland: City Slicker Farms ................................................................................. 113
Oakland Unified School District: Behavioral Health Stipends ..................................................................... 115
Oakland Unified School District: Water Hydration Stations ......................................................................... 116
Public Health Prevention Initiative ........................................................................................................................ 117
Public Health Prevention Initiative: Emergency Medical Services (EMS) Injury Prevention ............. 122
Public Health Services for Homeless Residents: Abode Services ............................................................... 125
Sandra Wing Healing Therapies Foundation ...................................................................................................... 126
Senior Injury Prevention Program .......................................................................................................................... 127
Social Good Fund, Inc. (The East Oakland Collective) ..................................................................................... 129
Spectrum Community Services, Inc. : Fall Prevention Program .................................................................... 130
Spectrum Community Services, Inc.: Meals on Wheels ................................................................................... 132
Women’s Cancer Resource Center ........................................................................................................................... 133
Youth and Family Opportunity Initiatives ............................................................................................................ 134
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 65
ACCMA Community Health Foundation/
East Bay Conversation Project
www.accma.org | www.eastbayacp.org
FY 18/19 Allocation: $38,909.72* | Expended/Encumbered: $20,000
Individuals served by Measure A: 1,281 (Total individuals served: 1,281)
Populations served: Low Income, Uninsured Adults, Families, Seniors
Services provided: Public Health
Service area: Countywide
*Includes Board of Supervisors discretionary allocations from District 3/Supervisor Chan
Background
The ACCMA Community Health Foundation, a 501(c)3 charitable
subsidiary of the Alameda-Contra Costa Medical Association (ACCMA), is
dedicated to working with the ACCMA to promote quality and access to
health care through medical student scholarships and community health
programs in Alameda and Contra Costa Counties.
The East Bay Conversation Project (EBCP) is a community-wide
coalition of organizations and individuals dedicated to promoting the
understanding of and engagement in advance care planning, helping
individuals determine their wishes for end-of-life care and make a
plan to ensure those wishes are honored. EBCP has accomplished the
following:
• Formed steering committees in Alameda and Contra Costa Counties
with a broad range of community organizations and individuals—
including businesses, faith-based organizations, senior advocates,
elected officials, health care organizations, health care professionals,
estate attorneys, fiduciaries, hospices, and others—to promote advance
care planning
• Trained hundreds of champions/coaches to promote advance care
planning in the East Bay through ongoing trainings that are offered
free of charge on a quarterly basis
• Sponsored or participated in dozens of events, presentations, and
programs to introduce the concepts and benefits of advance care
planning and end-of-life care to thousands of East Bay residents
• Organized daylong summits with notable advance care planning
speakers to teach health care professionals and the public how to
have better advance care planning conversations
Services are provided in English, Chinese, and Spanish. EBCP also offers
free up-to-date resources through its website, providing a focal point
of information and guidance on advance care planning for the target
Highlights
100% of coalition meeting
participants found the meetings
engaging and informative (target:
80%).
100%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 66
audience and a resource to help advance care planning advocates
engage in outreach activities.
Measure A Funding Summary
ACCMA Community Health Foundation/EBCP used its Measure A
allocation to achieve the following:
• Increase the size of its coalition to 96 community organizations
(target: 105)
• Hold quarterly steering committee meetings attended by 68
individuals (target: 60)
• Conduct outreach for and provide 63 activities that promoted advance
care planning (target: 60)
• Ensure that 129 advocates completed the quarterly training (target:
100)
• Add 26 advance care planning resources to the program website
(target: 20)
Highlights
95% of individuals were more likely
to engage in advance care planning
following the outreach (target: 85%).
95%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 67
Alameda Boys & Girls Club, Inc.
alamedabgc.org
FY 18/19 Allocation: $114,794 | Expended/Encumbered: $114,794
Individuals served by Measure A: 1,750 (Total individuals served: 2,445)
Populations served: Indigent, Low Income, Uninsured Children
Services provided: Public Health, Mental Health, Substance Abuse
Service area: Alameda, Oakland
Background
The Alameda Boys & Girls Club (ABGC) serves thousands of Alameda
youth and teens each year with a comprehensive culinary, nutrition, and
health education program integrated with physical fitness, recreational,
and environmental programming. Members learn essential lessons
about personal health and fitness and how their food choices affect the
environment.
The gardening and cooking programs teach participating members
about personal responsibility, commitment, and caring for the
environment. In Seed-to-Table, interns and students from neighboring
schools help maintain an edible garden and work with youth in ABCG’s
kitchen. Family Freshies is a farmers market-style activity where
members harvest produce from the garden and display it for youth and
their families to take home free of charge once a month to promote
healthy eating.
The physical activity component of the program helps members with
peer-group identification, teamwork, and good sportsmanship. In
addition, medical and mental health services help those who are low
income receive necessary and beneficial medical check-ups and referrals
to follow-up care such as counseling and dental and vision work. Mental
health services help members think critically about the concepts of
"normal" or “typical” versus “abnormal” behaviors, provide them with
knowledgeable solutions to the feelings they face, and promote their
ability to create a healthy and stable life for themselves.
Measure A Funding Summary
ABGC used its Measure A allocation to achieve the following:
• Provide 12 dental, vision, and/or respiratory screenings and referrals
to follow-up care to 391 unduplicated low income youth (target: 12
screenings to 270 youth)
Highlights
100% of members who received a
vision and/or respiratory screening
with a detected issue were referred
to the needed follow-up services.
100%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 68
• Provide four health education events and/or workshops to 400 youth
(target: four events/workshops to 320 youth)
• Provide five mental health workshops on topics including coping
mechanisms for anger, bullying, technology safety, and stress
management to 260 youth (target: four workshops to 200 youth)
• Provide four six-session Passport to Manhood workshops discussing
how to make good decisions, avoid harmful substances, and
act responsibly to 81 middle school male students (target: four
workshops to 50 students)
• Provide nine six-session Smart Girls workshops to discuss how to
avoid dating violence, harassment, and sexually transmitted diseases,
as well as sexual myths and regular gynecological care, to 52 female
students (target: five workshops to 14 students)
• Provide four Healthy Habits workshops to 600 members to encourage
a commitment to healthy eating and physical activity (target: four
workshops to 240 members)
• Provide a comprehensive culinary, nutrition, and health education
program to 206 youth that teaches the value of healthy cooking and
eating by combining hands-on cooking activities, field trips, and a
teaching curriculum (target: 250 youth)
• Offer one hands-on/informational event/workshop for all youth per
year (target: one)
• Provide a dynamic, garden-based nutrition and ecology education to
255 youth (target: 250)
• Provide low and high impact recreation and sports to help 1,275
youth develop and/or maintain an active and physically fit lifestyle
(target: 1,000)
Success Story
Na’Ziyah, 14, started coming to ABGC
when she was seven years old. Her
older sister was a member and her
younger brother would eventually
join as well. Na’Ziyah has always
appreciated ABGC for giving her the
ability to be herself, connect with
friends without cliques, and have
a community. Today, her favorite
activity is cooking in the kitchen
because she gets to try foods that
she cooks herself, knows what
ingredients are in them, and can
sell them in the café. Mentorships
are a big factor in her success,
because they have helped her work
through personal health struggles by
understanding and learning how to
positively tackle them.
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Asthma Start
acphd.org/asthma.aspx
FY 18/19 Allocation: $100,000 | Expended/Encumbered: $100,000
Individuals served by Measure A: 82 (Total individuals served: 82)
Populations served: Indigent, Low Income, Uninsured Children, Families
Services provided: Public Health
Service area: Alameda, Hayward, Oakland, San Leandro, San Lorenzo
Background
Asthma Start works with families of children and adolescents diagnosed
with asthma to provide them with the tools needed to manage their
asthma, avoid the emergency department and hospital, ensure that
they have healthy homes, and live a healthy life avoiding the long-term
complications of asthma. The program addresses social determinants
of health by assisting with housing, food, employment, and smoking
cessation, and refers and links clients to any other needed services.
Asthma Start’s services encompass the following programs and
activities:
• Addressing the environmental aspect of asthma by visually inspecting
the client’s home and educating the parents on how to address issues.
The program also provides information such as what each medication
does, whether the meds are expired, and how are they administered.
The program assists other cultures in understanding the medical
and prescription refill system so they don’t go without services or
medication. The program is sensitive to cultural differences with
regard to their beliefs and practices about their child’s disease.
• Advocating with property owners when additional safety and
environmental issues are identified in the client’s home. The program
also supplies every family with mattress and pillow encasings and
other asthma supplies as needed to assist them in caring for their
child.
• Working with the District Attorney (DA) regarding truancy due to
asthma. The family goes through the Asthma Start case management
program as a part of their contract with truancy court, and Asthma
Start reports to the court on their progress.
• With Public Health Nursing, attending School Attendance Review
Board (SARB) meetings to try and assist students that are chronically
absent due to illness before they become truant. If asthma is cited as
the reason for the absences, the family is referred to the Asthma Start
program.
Matching Funds
$200,000
from Targeted Case Management
(TCM) and Medi-Cal Administrative
Activities (MAA).
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• Partnering with Alameda Alliance for Health to increase the number
of children that have access to asthma case management. Alliance
works with Valley Care and UCSF Benioff Children’s Hospitals and
receives weekly reports on children that were seen in the emergency
department for asthma. Those children are then referred to Asthma
Start for contact and follow-up to provide case management.
The program received an Achievement Award in the 2019 National
Association of Counties for addressing asthma education and social
determinants of health, partnering with a Medi-Cal Managed Care
Health Plan, and reducing emergency room visits and hospitalizations.
Staff can provide services in English, Spanish, Amharic, Tigrinya,
and Swahili. If a client requires other languages, the program uses
interpreters from an outside service.
Measure A Funding Summary
Asthma Start used its Measure A allocation to achieve the following:
• Enroll 82 clients in the program (target: 50)
• Successfully discharge 70 clients from the program (target: 40)
Success Story
A child had been to the emergency
room six times in the past twelve
months due to asthma. According to
the child’s mother, the child often
returned coughing and wheezing
from his weekend visits with his
father, and she suspected the father
was smoking in his apartment. The
Asthma Coordinator (AC) provided
the family with asthma education,
dust mite-proof mattress and pillow
covers, an air purifier, and a moisture
absorber to reduce the humidity
in the apartment. The mother
and grandmother improved their
consistency with giving the child
his medication and vacuuming and
washing the bedsheets. Through
this collaborative effort, the child’s
emergency room visits were reduced
to zero.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 71
Background
The Center for Early Intervention on Deafness (CEID) works to maximize
communication potential through early education, family support, and
community audiology services.
CEID provides community audiology services to Alameda County families
and individuals through two clinics in Berkeley and Oakland. Patients
are primarily low income and Medi-Cal-insured, making CEID one of the
few audiology providers who accept patients with Medi-Cal.
CEID is an acknowledged expert in pediatric audiology and reaches out
to community clinics and their doctors, birthing centers, and private
pediatricians. Referred patients are able to receive timely, professional
hearing evaluations and are provided and fitted with hearing devices for
a diagnosed hearing loss.
Significant features of CEID’s services include rapid response, ability
to accept Medi-Cal insurance, multilingual staff, high expertise of
professional and support staff, and extraordinary follow-up. Ninety-five
percent of Alameda County audiology patients receiving CEID’s services
report significant improvement to their quality of life.
CEID has multilingual staff who speak Spanish, Tagalog, English, and ASL
and secures interpreters for patients whose primary languages include
Amharic, Arabic, Cambodian, Cantonese, Darci, Farsi, Hungarian, Lao,
Mandarin, Punjabi, Russian, Tigrigna, Tongan, and Vietnamese.
Measure A Funding Summary
CEID used its Measure A allocation to achieve the following:
• Conduct 28 newborn hearing screenings based on referrals from
community clinics, Alta Bates Medical Center, and UCSF Benioff
Children’s Hospital Oakland (target: 75)
FY 18/19 Allocation: $57,397 | Expended/Encumbered: $57,397
Individuals served by Measure A: 125 (Total individuals served: 1,036)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health
Service area: Alameda, Berkeley, Castro Valley, Dublin, Emeryville, Fremont, Hayward, Livermore, Newark, Oakland,
Piedmont, San Leandro, San Lorenzo, Union City
Center for Early Intervention on Deafness
ceid.org
Highlights
100% of CCS and/or Medi-Cal
patients who requested a hearing
aid and/or ear mold received one
(target: 95%).
100%
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• Perform 816 hearing evaluations for children, youth, and adults based
on referrals from community clinics (target: 450)
• Dispense hearing aids and ear molds to 376 patients based on
referrals from UCSF Benioff Children’s Hospital Oakland, Kaiser,
California Children’s Services (CCS), and community clinics (target:
175)
• Train 69 pediatric residents on pediatric hearing loss, how to read
audiograms and audiological reports, types of hearing testing,
amplification options, and the role of the pediatric provider in hearing loss
care and management (target: 50)
Success Story
A man with significant hearing
loss came to CEID for a new ear
mold. While working with CEID’s
audiologist at the Berkeley Clinic,
the patient discussed barriers to
being able to conduct basic daily
activities that require making
phone calls. With the help of CEID
staff, the patient got a caption call
phone. In a handwritten note sent
to the clinic, he shared, “I ❤ my new
Caption Call Phone! Thank you for
getting it for me. It really changed
my life. Now I don’t have to depend
on other people to make phone calls
for me anymore! I feel like a more
independent person!”
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 73
City of San Leandro Senior Services
sanleandro.org
FY 18/19 Allocation: $57,397 | Expended/Encumbered: $57,397
Individuals served by Measure A: 12,386 (Total individuals served: 46,615)
Populations served: Low Income Adults, Families, Seniors
Services provided: Public Health
Service area: Ashland, Castro Valley, San Leandro, San Lorenzo
Background
The San Leandro Recreation and Human Services (SLRHS) Department
offers a wide range of activities, services, and resources for seniors, their
families, and caregivers. Staff design senior programs to support healthy
life choices, improve quality of life, and create a sense of community and
inclusion. These activities include the following:
• Classes. Classes promote good physical, mental, and emotional health.
Participants have the opportunity to exercise safely; explore visual
and performing arts, crafts, and creative writing; dance a wide variety
of styles; improve driving skills; learn to use smartphones; and more.
• Social programs. Participants get together to share games, food,
friendship, and fun. Participants gather for positive social interactions
with their peers while enjoying these activities.
• Community Education Program (CEP). CEP consists of services,
workshops, consultations, and presentations on topics relevant
to older adults, their families, and caregivers. These programs
and services are offered in partnership with various nonprofit
organizations, other city departments, and outside agencies.
Participants can receive flu shots, tax preparation help, and health
insurance counseling and participate in support groups such as
the Diabetes Support Group, Peer Support for Seniors, and Rainbow
Seniors. Nutritional offerings include a meal service on weekdays and
a monthly food bag distribution.
• Special events. Several special occasions are celebrated throughout
the year, including Martin Luther King, Jr.’s Birthday; Lunar New Year;
Older Americans Month; and Día de Los Muertos. The annual Senior
Thanksgiving Luncheon serves a delicious traditional Thanksgiving
meal to approximately 500 seniors.
Highlights
83% of seniors obtained three or
more blood pressure screenings in a
year (target: 80%).
83%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 74
Measure A Funding Summary
The City of San Leandro used its Measure A allocation to achieve the
following:
• Provide 11 free, drop-in blood pressure screenings to a total of 491
unduplicated seniors (target: 12 screenings to 360 seniors)
• Distribute a bag of nutritional food to 65 seniors twice a month
through the Mercy Brown Bag program, a total of 1,215 seniors
(target: 50 seniors twice per month, a total of 1,200 seniors)
• Provide 11 health education class sessions through the CEP attended
by 240 unduplicated seniors (target: 12 sessions attended by 234
seniors)
• Conduct 37 Pull Up a Chair exercise sessions attended by 177
unduplicated seniors (target: 36 sessions attended by 240 seniors)
• Hold 372 Fall Prevention Enhance Fitness class sessions attended by
2,207 unduplicated seniors (target: 108 sessions attended by 1,800
unduplicated seniors)
• Hold a Senior Resource Fair offering health resources, information,
and free health checks attended by 240 seniors (target: 300)
Success Story
Martha Torres, 75, started attending
programs after her husband passed
away, to help with her loneliness.
Her first contact was the meal
program, where she made friends
with some of her lunch companions
and staff. Eventually Martha enrolled
in the Enhance Fitness class, which
she attends once or twice per week
and which helps her feel good and
walk better. She sometimes also
attends Pull Up a Chair classes,
where she especially likes the gentle
stretching. About a year ago Martha
also signed up for the Mercy Brown
Bag program, which she indicated
helps her prepare more meals at
home.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 75
Countywide Plan for Seniors:
Getting the Most Out of Life
gettingthemostoutoflife.org
FY 18/19 Allocation: $250,000 | Expended/Encumbered: $152,455.83
Individuals served by Measure A: 211 (Total individuals served: 211)
Populations served: Indigent, Low Income Adults, Families, Seniors
Services provided: Public Health
Service area: Countywide
Background
Alameda County In-Home Support Services (IHSS) Care Partners offers
Getting the Most Out of Life, a unique, culturally relevant palliative care
program that helps low income clients who have a serious or terminal
illness or are frail elders and high utilizers of acute care services to
remain at home safely, comfortably, and with support to improve the
quality of their lives. The program supports clients through home visits
during which clients are engaged in advance care planning (ACP),
goals of care conversations, and care coordination. Through ACP clients
document their health care decisions and share their wishes with their
loved ones, caregivers, and health care providers.
The program educates and trains Alameda County health care
professionals to meet a growing need as the older population
grows exponentially. These professionals become allies in initiating
conversations that increase advance health care planning activities
and hospice utilization among terminally ill clients. Clients learn about
end-of-life (EOL) planning, complete their advance directives (ADs),
identify their needs through evidence-based assessment tools, and get
support to access a range of a palliative care and hospice services when
indicated.
The program is designed to address racial and cultural disparities in
access to EOL planning and care among the County’s low income older
adult population. The program offers increased access to culturally
affirmative ACP education and training along with AD form completion
workshops and presentations at community outreach and engagement
table events, faith-based organizations, senior centers, residential care
facilities for the elderly, and federally qualified health care centers.
The program partners with Comfort Homesake, a nonprofit that offers
trainings and direct services related to EOL issues and ACP. Comfort
Homesake administers the No One Dies Alone (NODA) program, which
Highlights
100% of IHSS clients were likely or
very likely to contact Care Partners
again for support with advance care
planning, as well as make referrals
to their friends and family (target:
75%).
100%
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provides services in a patient’s home or at the hospital to allow the
patient to feel supported by the presence of someone trained in the art
of comfort and deep listening.
The Care Partners program won a 2018 Challenge Award, given to the
most innovative programs in California counties. The program serves a
very racially diverse group of adults and seniors, including 34%, African
American, 32% Asian, 12% Latino, 10% Caucasian, 5% Native Hawaiian
and other Pacific Islander, and 7% other.
Measure A Funding Summary
The GMOL program used its Measure A allocation to achieve the
following:
• Assist in the completion of 140 AD and 119 Physician Orders for Life
Sustaining Treatment (POLST) forms (target: 120 each)
• Share 125 AD forms with clients’ primary care physicians (target: 120)
• Train 5,645 IHSS and 63 Alameda County staff on advance care
planning–related topics (target: 5,400 and 60)
• Provide ACP and related services to 177 new IHSS clients, both care
recipients and their care providers (target: 180)
• Ensure that 34 established IHSS clients received follow-up visits
(target: 36)
• Receive self-referrals from 64 IHSS clients (target: 60)
• Receive 141 referrals from IHSS staff and community providers and
partners (target: 120)
• Perform 211 ACP home visits with IHSS clients to assist them with
completing ACP forms (target: 180)
• Connect 175 clients to other resources, such as safety, food,
transportation, and legal resources (target: 180)
• Through Comfort Homesake, provide three ACP trainings and assist
with the completion of 117 AD forms
• Train two on-call volunteers for 24/7 NODA referral calls
• Provide NODA services from a trained volunteer to 19 terminally ill
patients (target: 20)
Highlights
100% of persons referred to NODA
received services from a trained,
culturally sensitive NODA volunteer
(target: 25–50%).
80% of new IHSS clients completed
an AD form, and 67% completed a
POLST form, during the home visit
(target: 67%).
100%
80%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 77
Background
Alameda County Public Health Nursing (ACPHN) provides public
health nursing care through community outreach, home visits, care
coordination, and advocacy to address individual and community health
needs, promote healthy living, eliminate health disparities, improve
health outcomes, and ensure optimal quality of life for all Alameda
County residents.
Older Adults, Healthy Results (OAHR) is an ACPHN long-term home
visiting nurse case management program for older adults who have
trouble managing complex health conditions due to psychosocial
challenges.
OAHR’s population has complex, chronic medical conditions; functional
impairments; and psychosocial stressors that impede their ability to
manage health conditions, increasing the risk of health decline. OAHR
aims to improve chronic care management, stabilize health decline,
meet functional needs, and ultimately improve quality of life (QOL). To
help clients achieve these goals, the program:
• Helps clients identify and set achievable goals. The public health
nurse (PHN) works with each client/caregiver to develop an
Individualized Care Plan (ICP) that enumerates priority goals. This
care plan is updated every six months with the input of clients and
caregivers.
• Facilitates communication with the health care team. Many clients
are prescribed very complicated treatment regimens or are asked
to pursue extensive medical workups, coordinating multiple
appointments over weeks and months. Without the right support and
expertise, these clients are not able to navigate the system effectively.
• Helps mitigate the deficiencies of the health care delivery system.
The most vulnerable patients often have difficulty accessing services.
OAHR works to coordinate care and facilitate access to treatment and
services.
Allocation: $500,000 | Expended/Encumbered: $500,000
Individuals served by Measure A: 118 (Total individuals served: 118)
Populations served: Indigent, Low Income Adults, Seniors
Services provided: Hospital Outpatient, Public Health, Mental Health
Service area: Countywide
Countywide Plan for Seniors:
Home-Based Nursing Case Management
www.acphd.org/public-health-nursing.aspx
Highlights
95% of clients who screened
positive on the Comprehensive
Assessment received an intervention
to reduce risk for falls and injuries
(target: 80%).
95%
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• Supports health care providers by being the “eyes and ears” in the
home and community. OAHR expands the reach of providers so that
they have a fuller picture of the home environment, adequacy of
support/caregiving systems, cognitive capacity, functional limitations,
and more.
• Helps clients who have terminal or end-stage conditions to have a
dignified death. PHNs assist clients with end-of-life decision-making,
advocate with health care providers to address goals of care and
support clients’ treatment choices, and help clients connect with
family members before death.
Services are provided in English, Spanish, Farsi, Tagalog, Punjabi,
Mandarin, Cantonese, and Mien.
Measure A Funding Summary
ACPHN used its Measure A allocation to achieve the following:
• Refer 70 clients to and enroll 44 clients in OAHR
• Complete 646 face-to-face home- and community-based nurse case
management encounters with vulnerable older adults
• Develop 221 ICPs based on ACPHN’s Comprehensive Assessment that
prioritize the client’s safety, values, and hierarchy of needs
• Help ensure that 181 ICP goals were met or partially met (target: 177)
• Develop 46 QOL goals to help positively impact clients’ quality of life
• Help ensure that 41 QOL goals were met or partially met (target: 37)
• Partially complete the OAHR Case Management Manual, a
comprehensive guide with program protocols for nursing care of
vulnerable older adults in a home visit setting
• Provide education and advocacy regarding the needs of the older
adult population in Alameda County, specifically the rising rate of
older adult poverty and effects on morbidity
• Participate in countywide planning efforts for building a dementia-
capable system of care
• Perform 30 community outreach activities
• Provide consultation and support for 33 community members and
health care/social services providers
• Create 50 ICPs based on home-based multi-domain Comprehensive
Assessments (target: 50)
• Approve 39 ICPs within two weeks of the Comprehensive Assessment
(target: 50)
• Screen 43 clients for fall risk on the Comprehensive Assessment
• Provide an intervention to reduce risk for falls and injuries for 41
clients who screened positive on the Comprehensive Assessment
Success Story
C is a 63-year-old African-
American male with chronic
pain, anxiety, COPD, and opioid-
induced constipation. His OAHR
Comprehensive Assessment
revealed that C was at high risk
for opioid overdose and death.
Over the next nine months, C was
tapered off all narcotic analgesics
but continued to seek pain control.
He denied any behavioral health
concerns despite fluctuating mood,
anxiety, distractibility, agitation,
and insomnia. C needed long-term
support to manage his medications
and attend medical appointments.
Over the course of one year and
37 home visits, the PHN supported
C as he tapered off all opioid
medications. C’s risk for opioid-
related morbidity and mortality
decreased.
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Background
The Alameda County Area Agency on Aging (AAA) works to ensure and
sustain a life free from need and isolation for all older Alameda County
residents. Through leadership and collaboration, AAA’s community-based
system of care provides services that support independence, protect
the quality of life of older Californians and persons with functional
impairments, and promote older adult and family involvement in the
planning and delivery of services.
AAA’s programs funded by Measure A include the Senior Injury
Prevention Program (SIPP), Meals on Wheels, the Mercy Brown Bag
Nutrition Program, and the SNAP-Ed Community Gardens Program.
SIPP includes the following components:
• Enhance Fitness. This program is designed to improve the overall
functional fitness and well-being of older adults.
• Geri-Fit®. This is a progressive resistance strength program designed
to increase strength, flexibility, range of motion, mobility, gait, and
balance in older adults.
• Home Meds. This medication management program is designed to
address medication-related problems and errors that endanger the
lives and well-being of community-dwelling elders. A contact includes
individualized in-home screening, an assessment and alert process
to identify medication problems, and computerized screening and
pharmacist review based on protocols to help prevent falls, dizziness,
confusion, and other medication-related problems for elders living at
home.
• Lifestyle-integrated Functional Exercise (LiFE). This physical activity
program is designed to improve the overall functional fitness and
well-being of older adults.
• A Matter of Balance. This physical activity program is designed to
reduce fall risk, reduce fear of falling, improve falls self-management
and self-efficacy, and promote physical activity. Activities include
FY 18/19 Allocation: $809,125 | Expended/Encumbered: $809,125
Individuals served by Measure A: 9,486 (Total individuals served: 9,486)
Populations served: Indigent, Low Income, Uninsured Adults, Seniors
Services provided: Public Health
Service area: Countywide
Countywide Plan for Seniors:
Injury Prevention, Meals, Nutrition
www.alamedasocialservices.org/public/services/elders_and_disabled_adults/area_agency_on_aging.cfm
Matching Funds
$83,528
from federal Supplemental Nutrition
Assistance Program Education
(SNAP-Ed) dollars to support
additional community gardens at low
income senior housing.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 80
group discussion, problem-solving, skill building, assertiveness
training, videos, sharing practical solutions, and exercise training.
• Minor home modifications. SIPP provides residential modifications of
homes that are necessary to facilitate the ability of older individuals
to remain at home and that are not available under other programs.
• Tai Chi: Moving for Better Balance. This physical activity program is
designed to improve balance, strength, and physical performance for
older adults to reduce fall frequency.
Meals on Wheels is a home-delivered meals program designed
to provide meals for older adult consumers while eliminating or
minimizing the wait list. The Mercy Brown Bag Nutrition Program
regularly provides bags of food to older adult citizens living on limited
incomes. The SNAP-Ed Community Gardens Program works to build out
community gardens and provide nutrition education at senior housing
sites.
Measure A Funding Summary
AAA used its Measure A allocation to achieve the following:
• Provide the following:
- 12,655 Enhance Fitness classes to 226 unduplicated consumers
(target: 10,747 classes to 226 consumers)
- 1,599 Geri-Fit classes to 517 unduplicated consumers (target:
1,053 classes to 517 consumers)
- Home Meds management to 699 unduplicated consumers (target:
502)
- LiFE sessions to 101 unduplicated consumers (target: 90)
- 357 Matter of Balance classes to 82 unduplicated consumers
(target: 352 classes to 82 consumers)
- Minor home modifications to 254 unduplicated consumers (target:
163)
- 3,449 Tai Chi: Moving for Better Balance classes to 506
unduplicated consumers (target: 5,165 classes to 506 consumers)
• Deliver 64,446 meals to 348 unduplicated consumers, with zero
consumers on the waiting list for meals (target: 59,125 meals to 216
consumers, with zero on the waiting list)
• Provide 6,560 grocery bags to 535 unduplicated consumers, of whom
79 were homebound (target: 5,000 bags to 500 consumers, of whom
75 are homebound)
• Create six community gardens in low income older adult housing in
Alameda County (target: two)
Success Story
SIPP
Client M recently underwent a left
hip replacement surgery, resulting
in loss of lower body strength,
balance, and overall functionality.
Prior to the surgery M was highly
independent and active, but this
soon changed after being discharged
from the hospital. Concerned about
his balance and further lower body
strength deterioration, M began
attending the LiFE program. Within
a few weeks, M had an increase
in stamina and improved body
mechanics. He felt an increase in
independence and confidence and
a decrease in fear of falling. These
changes motivated M to enroll in a
local gym for additional exercise.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 81
Eden Youth and Family Center
eyfconline.org
FY 18/19 Allocation: $15,000* | Expended/Encumbered: $15,000
Individuals served by Measure A: 135 (Total individuals served: 788)
Populations served: Low Income, Uninsured Adults, Children, Families
Services provided: Public Health, Mental Health, Substance Abuse (referrals)
Service area: Ashland, Cherryland, Fremont, Hayward, Newark, Oakland, San Leandro, San Lorenzo, Union City
*Includes Board of Supervisors discretionary allocation from District 2/Supervisor Valle
Background
Eden Youth and Family Center (EYFC) provides and supports a
comprehensive array of services and advocacy for children, youth,
and families in South Hayward and surrounding communities. They
accomplish their mission through numerous programs focused on safety,
education, and advocacy.
EYFC programs include the following:
• New Start Tattoo Removal helps young people remove the
stigmatized markings of their past and increases their likelihood of
success in the future. Through mentorship and case management, the
New Start Tattoo Removal team works with participants to assist in
rebuilding their self-esteem and their lives. Participants are required
to make community reparations for past activities by completing 50
hours of community service during the time they are in the program.
Participants are also required to be employed, seeking employment,
or enrolled in school and/or vocational training.
• Wraparound case management services are offered to all EYFC
program participants. Through group workshops and one-on-one
sessions, participants learn soft skills including communication and
listening skills, anger management skills, and empathy for others.
• The Hayward Coalition for Healthy Youth aims to strengthen
collaboration among Hayward's residents, nonprofit and government
agencies, schools, and law enforcement to prevent and reduce
substance abuse.
• The Youth Advisory Council (YAC) empowers youth to become leaders
and resources for the community. YAC members develop skills in
public speaking, project management, research, and social media
advocacy campaigns. YAC members attend weekly youth council
meetings to plan and implement youth service projects. They also
prepare presentations for city and County policy makers, community-
Matching Funds
$14,783
from Hayward Promise
Neighborhood Case Management.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 82
based organizations, and youth-serving groups and engage in
legislative efforts advocating for policies that positively impact youth.
• EYFC provides facility management for critical Hayward service
providers such as Tiburcio Vasquez Health Center/Silva Pediatric
Clinic and Kidango Early Learning Program. This enables parents to
work while having access to affordable child care, health care, and
preschool.
Services are provided in English and Spanish.
Measure A Funding Summary
EYFC used its Measure A allocation to achieve the following:
• Provide 53 at-risk youth with case management to improve their
overall health and well-being (target: 25)
• Make five referrals for behavioral health services for crisis
intervention
• Provide 57 youth with individual or group life skills training that
covered health, wellness, drug prevention, and nutrition information,
as well as tutoring, mentoring support, and one-on-one peer-to-peer
coaching (target: 25)
• Coordinate YAC to provide leadership development, training, and
awareness campaigns focusing on tobacco, marijuana, and opioid use
for 25 youth participants (target: 10)
• Through YAC, organize and host the third annual Reach for a Better
Community Wellness event, attended by over 150 youth and families,
to build awareness of healthy alternatives to alcohol, tobacco,
and other drugs by encouraging positive coping mechanisms and
improving wellness
• Through YAC, work with the Hayward Unified School District on a
proposal to implement a morning nutrition break at Mt. Eden High
School
Success Story
Youth member RI recently made the
decision to transition from male to
female. Although his mother was
supportive, his aunt and younger
brother would discourage and insult
him. RI also wanted to change how
he looked through healthy diet and
exercise. EYFC staff spoke with RI
about developing boundaries and
valuing his own needs. The youth
group offered emotional support
and discussed healthy food options
in the area and favorite ways to
exercise. Eventually, RI’s situation
with his family began to improve.
EYFC’s support made it easier for
RI to maintain his confidence and
self-esteem. RI also began buying
healthier foods and working out or
walking every day.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 83
Emergency Medical Services (EMS) Corps
ems.acgov.org
FY 18/19 Allocation: $85,000 | Expended/Encumbered: $85,000
Individuals served by Measure A: 914 (Total individuals served: 914)
Populations served: Low Income Adults, Children
Services provided: Public Health
Service area: Countywide
Background
The Emergency Medical Services (EMS) Corps works to provide an
ethnically diverse group of Alameda County youth with a supportive
network of academic, social, and professional development to build a
successful career in all areas of the health industry.
Through a grant from Atlantic Philanthropies, the Oakland Unified School
District (OUSD), Alameda County Health Care Services Agency (HCSA),
and Alameda Health System (AHS) formed the Oakland Health Pathways
Partnership (HPP) to strengthen OUSD health pathways and increase
the number and quality of health care internships and other work-
based learning experiences for OUSD students. Upon the completion
of the award, leadership and staff of many departments within HCSA
came together as the Healthcare Agency Pathway Partnership for
Youth (HAPPY) Committee. The Committee’s top priority was to expose
ethnically diverse youth to career opportunities within HCSA and its
partners through the HCSA Summer Internship, a paid, five-week, project-
based work experience. The HCSA Summer Internship provides youth
participants exposure to non-clinical health careers and public service;
delivers knowledge of social determinants of health to build awareness
of health disparities; provides quality mentorships with and access to
professionals in health careers; conducts trainings on civic engagement,
job search, CPR and triage, mental health, and first aid; and supports the
growth and development of leadership and professional skills.
Interns experience improved academic lives. As students are involved
in health pathways at their schools, this experience provides them with
the experience needed to do well in their classes. Students in the 12th
grade use the intern experience as the capstone project needed to
obtain their high school diploma. The program has a 100% high school
graduation rate.
Services are provided in English and Spanish.
Matching Funds
$30,000
from Kaiser.
Highlights
90% of HPP participants were
involved in the joint workforce
development projects/activities
(target: 50%).
90%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 84
Measure A Funding Summary
EMS Corps used its Measure A allocation to achieve the following:
• Implement five joint workforce development projects and activities
coordinated by 75 partners to serve youth and young adults (target:
five projects/activities coordinated by 40 partners)
• Provide workforce development activities involving 14 local school
districts and colleges/universities attended by 211 youth and young
adults (target: 12 school districts/colleges/universities and 200 youth/
young adults)
• Provide one workforce development opportunity for at-risk youth ages
13–28 for EMS Corps (target: one)
• Share five communications to support the recruitment and retention
of boys and men of color for EMS Corps and other related youth
programs (target: five)
• Hold five meetings with African-American Male Achievement (AAMA),
Hidden Genius, and other affinity groups and community-based
organizations (target: three)
• Host HPP meetings and events for 10 participants (target: eight)
• Through 15 HPP programs, serve 914 youth and young adults (target:
1,000)
• Host the first Allied Health Expo for high school students and
adults, where 165 participants including 30 adults interviewed for
employment at AHS, LifeLong Medical, La Clinica, and Senior Helpers
Success Story
Upon entering the HPP program,
Kyle shared his passion to pursue a
career in mental health. He was also
interested in learning about County
careers. The HPP team matched him
with Tiffany Lynch, a Behavioral
Health Care Services staff member.
Tiffany provided Kyle mentorship
and work experience that allowed
him to feel part of the team. After
the completion of the internship,
HPP staff supported Kyle in the
college application and scholarship
process. In Fall 2019, Kyle became
a pre-Public Health major at UC
Berkeley, having received a full-
tuition scholarship from the Cal
Alumni Association. The following
summer, Kyle assisted the HPP team
as an HCSA college intern.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 85
Emergency Preparedness, Mitigation,
Response, & Recovery
acphd.org/phep.aspx
FY 18/19 Allocation: $250,000 | Expended/Encumbered: $ 112,466
Individuals served by Measure A: 250 (Total individuals served: 250)
Populations served: Adults, Seniors
Services provided: Emergency Medical, Hospital Inpatient, Hospital Outpatient, Public Health, Mental Health
Service area: Countywide
Background
The Alameda County Public Health Department Public Health
Emergency Preparedness program works to build resilient communities
in partnership through education, preparedness, response, and recovery
from public health emergencies, including infectious disease outbreaks,
natural disasters, and terrorism.
Incident Command System (ICS) trainings teach public employees
their roles and responsibilities during a disaster and how to work
effectively under a disaster response framework and foster a culture of
preparedness and response beyond the agency. The program has trained
over 600 staff, who are now capable of effectively operating during
an actual event. These staff also influence their own programs and
departments and their community to be more disaster-resilient.
AC Alert, Alameda County’s 24/7 notification system, communicates
critical information quickly to residents across the County about
serious events such as earthquakes, fires, severe weather, unexpected
road closures, missing persons, and evacuations of buildings and
neighborhoods. The alerts reach over 1,192 internal contacts,
representing local, state, and regional planning and response partners,
as well as over 30,0000 external contacts that have opted to receive
AC Alert messages. The Alameda County Health Care Services Agency
(HCSA) reaches out and encourages the community’s most vulnerable
populations and their providers, such as the unsheltered, schools, the
medically fragile, seniors, and individuals with limited access and
functional needs, to be added to AC Alert. Recent events that have
shown the importance of AC Alert and affect multiple areas across the
County include power shutoffs, extreme heat waves, and poor air quality
due to wildfire smoke.
Highlights
100% of HCSA Group Managers
passed the Group Manager exam in
AC Alert (target: 90%).
100%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 86
Measure A Funding Summary
The Alameda County Public Health Emergency Preparedness program
used its Measure A allocation to achieve the following:
• Provide six ICS training classes to 225 participants (target: seven
classes to 280 participants)
• Expand ICS trainings to HCSA departments such as Behavioral Health
Care Services, Environmental Health, and the Office of the Director
• Conduct four ICS functional exercise sessions to 61 participants
(target: four sessions to 80 participants)
• Conduct two enrollment periods for 904 HCSA staff to register on AC
Alert (target: two enrollment periods for 1,400 staff)
• Certify eight HCSA staff as Group Managers to perform critical
functions in AC Alert (target: 12)
• Fund personnel to enroll staff and develop and train administrators
to support and sustain critical functions in AC Alert for the broader
community
Highlights
97% of ICS training participants
indicated that the training fulfilled
or exceeded their expectations
(target: 90%).
97%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 87
Background
George Mark Children’s House (GMCH) offers comprehensive,
compassionate, life-affirming care to children facing a life-limiting
diagnosis. GMCH aims to provide the highest quality of care and to
minimize discomfort by addressing the physical, emotional, spiritual, and
psychosocial needs of the entire family.
GMCH’s respite care program serves children who have medical
conditions that make survival to adulthood unlikely. Young adults up
to age 25 are also considered on a case-by-case basis. Patients have a
range of complex health issues, including cancer that is unresponsive
to treatment, brain injury, genetic diseases with relentless deterioration
with age, and birth anomalies incompatible with life. The majority of
these children also have developmental delays.
These children often live isolated lives, with few chances to socialize,
experience pleasurable interactions with people outside of family
members, meet pets, or engage in other playful child-like fun. Children
also typically live with some degree of physical discomfort, such as
respiratory problems, stiff and painful muscles, reoccurring infections,
and seizures.
Through the GMCH respite program, with its qualified staff and trained
volunteers, children are provided what one parent describes as a
“magical” stay, including gentle, supportive activities. GMCH nurses and
physicians can observe the children and offer guidance to parents about
how to alter their daily protocols to enhance their child’s wellness. For
these parents and guardians, a temporary break is enhanced by their
knowledge that their child is in medically safe hands. These families
do not have in-home health care providers or access to caregivers
they can trust to care for their child so that they can attend siblings’
Allocation: $50,000* | Expended/Encumbered: $ 50,000
Individuals served by Measure A: 7 (Total individuals served: 85)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families
Services provided: Public Health
Service area: Castro Valley, Hayward, Oakland
*Includes Board of Supervisors discretionary allocation from District 3/Supervisor Chan
George Mark Children’s House
georgemark.org
Matching Funds
$45,000
from the Santa Clara County Board of
Supervisors.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 88
school or extracurricular activities or engage in even the most basic
self-care activities such as getting sufficient sleep or attending medical
appointments.
Staff includes a licensed medical interpreter and Certified Nursing
Assistant who is bicultural and bilingual in English and Spanish.
Translation in languages other than Spanish is provided through a third-
party service when needed.
Measure A Funding Summary
GMCH used its Measure A allocation to provide 38 days of respite care,
representing 10 admissions, to 39 low income pediatric patients and
their families in Alameda County (target: 49 days, 15 admissions, and 45
family members).
Note that the actual numbers reflect the first six months of the contract
period, while the target numbers reflect the full-year contract period.
Success Story
Diagnosed with congenital
quadriplegia, severe cognitive
delays, and uncontrolled epilepsy
at birth, Jacob has been coming to
GMCH for respite care since he was
10 years old. Now 16, Jacob enjoys
visits to GMCH and the attention he
receives from staff and volunteers
who talk and sing to him, hold his
hand, and involve him in activities.
Equally important, his mother Anna
can rely on the respite care to care
for herself and her family—which
includes Jacob’s three siblings, one
of whom is also developmentally
disabled. Further helping the family,
the GMCH social worker located a
donor who provided Jacob’s family a
van equipped for a wheelchair.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 89
FY 18/19 Allocation: $160,684 | Expended/Encumbered: $160,684
Individuals served by Measure A: 741 (Total individuals served: 2,829)
Populations served: Indigent, Low Income, Uninsured Adults, Seniors, Other Residents
Services provided: Emergency Medical, Hospital Outpatient, Public Health, Substance Abuse
Service area: Berkeley, Emeryville, Oakland
Background
The HIV Education and Prevention Project of Alameda County (HEPPAC)
works to stop the further spread of preventable diseases among people
who use drugs in the community. HEPPAC is the longest-running
harm-reduction-based program in Oakland serving persons who inject
drugs (PWID) and addressing their increased risk for HIV, hepatitis, and
overdose death.
HEPPAC’s fixed syringe exchange sites act as a point of access for risk-
reducing supplies and medical treatment for PWID. HEPPAC continues to
collaborate with two major street-based health clinics, with coordinated
services present at all three fixed sites throughout Oakland. Roots
Community Clinic attends HEPPAC’s Fruitvale and Deep East Oakland
sites, while Trust Clinic attends the West Oakland site. This increases
access to needed harm-reduction services, supplies, and medical care to
populations of PWID and other drug users that traditionally don’t access
a medical home. This also leads to a reduction in clients accessing
County emergency departments due to the availability of medical care
at fixed sites.
HEPPAC’s fixed and mobile integrated services span North, West,
Central East, and Deep East Oakland. This reach increases homeless
individuals’ access to hygiene equity, harm-reduction supplies, sterile
syringes, biohazard containers, medical attention, and education that
supports them staying healthy, alive, and able to thrive so they can make
healthier choices in efforts to display impactful change in their lives.
HEPPAC’s basic needs services, including food, clothing, and hygiene kits,
are impactful in the ever-growing population of homeless and unhoused
individuals and groups in Oakland and the larger Bay Area.
Health Services for Persons Who Inject Drugs
HIV Education and Prevention Project of
Alameda County (HEPPAC)
www.casasegura.org
Highlights
96% of syringe access participants
decreased their needle-sharing
practices (target: 50%).
96%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 90
HEPPAC enhances its harm-reduction efforts by educating residents on
how to properly dispose of used/littered syringes and increasing the
distribution of biohazard containers at encampments, local businesses,
and community programs. This equates to fewer littered syringes in
public areas. HEPPAC continues to collect used/littered syringes in the
Oakland community during syringe access services.
The Oakland drug-using community is assuming Fentanyl is present
in all drugs. Some have mastered safe usage to decrease overdose risk,
which is causing a trend in users seeking Fentanyl-laced drugs due to
the more intense and sometimes longer effects. HEPPAC distributes
Fentanyl test strips to participants who use drugs and has added the
proper use of Fentanyl test strips, as well as methods to decrease
overdose risk due to Fentanyl, as an education category.
Measure A Funding Summary
HEPPAC used its Measure A allocation to achieve the following:
• Provide 28 hours per week of syringe access services in Oakland
(target: 30)
• Exchange 75,338 sterile syringes and 185,061 used/littered syringes
(target: 50,000 and 100,000)
• Treat 204 PWID for soft tissue infection (target: 150)
• Refer 161 PWID to the onsite medical team (target: 150)
• Provide herbal/acupuncture services to 2,139 PWID (target: 2,000)
Success Story
Lisa, a 47-year-old African American
female, moved in with a man twice
her age who started her on injecting
heroin and later became her pimp.
She became a sex worker at age
18, sold drugs, and began recycling
to financially support herself and
her partner. After her partner
died, Lisa stayed with a female
friend who lived in an RV. HEPPAC
provided mobile services at the RV
encampment, where Lisa accessed
harm-reduction supplies and HIV/
HCV testing. Lisa tested positive for
HCV and received harm-reduction
supplies, Medication-Assisted
Treatment (MAT) services, and HCV
treatment. She cleared her HCV,
continues to utilize MAT, and is
now a syringe exchanger for her
encampment.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 91
Allocation: $15,000* | Expended/Encumbered: $15,000
Individuals served by Measure A: 9,590 (Total individuals served: 332,600)
Populations served: Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health
Service area: Ashland, Cherryland
*Includes Board of Supervisors discretionary allocation from District 3/Supervisor Chan
Background
Alameda County Community Food Bank works to create a hunger-free
community by improving food security and, by extension, community
health outcomes. The Food Bank participates in meetings with ALL IN
Alameda County, a countywide effort focused on addressing the issues
of poverty through collaboration and innovation, and helped to organize
the countywide Healthcare Convening. The Food Bank continues to test
models of collaboration with health systems that are efficient for each
partner and can help clients/patients and their families access a healthy
diet to support prevention and management of diet-sensitive chronic
illness.
Volunteers and clinic-based staff communicate with clients in English
and Spanish.
Measure A Funding Summary
The Food Bank used its Measure A allocation to achieve the following:
• Supply 43,467 pounds of food for 28,978 meals to patients/clients
at Native American Health Center and La Clínica de la Raza (target:
21,428 meals)
• Serve 2,179 households representing 9,590 individuals with these
meals, of whom 47% were adults, 46.5% children, and 6.5% seniors
Healthy Food Healthy Families:
Alameda County Community Food Bank
accfb.org
Highlights
The total number of meals served
(28,978) exceeded the target
(21,428) by 135%.
135%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 92
Background
The Alameda County Deputy Sheriffs’ Activities League (DSAL)
implements the Community Capitals Policing model, which builds
on existing community capitals (natural, human, social, economic,
built, political, and cultural) to create safer, healthier, more vibrant
communities with authentic opportunities for all.
Over 12% of Alameda County’s population is food insecure, and over
39% of this population earns too much to qualify for government
benefits such as CalFresh. To help counter this reality, DSAL works with
ALL IN Alameda County, a countywide effort focused on addressing the
issues of poverty through collaboration and innovation.
In FY 18/19, construction was completed on the Dig Deep Farms Food
Hub, a certified community commercial kitchen and distribution center.
As the home base for DSAL’s Food as Medicine and Food Recovery
programs, the Food Hub is where fresh produce is aggregated, processed,
and then distributed to farm stands, Food as Medicine Farmacies, and
low income housing residents.
DSAL provides services in English and Spanish.
Measure A Funding Summary
DSAL used its Measure A allocation to achieve the following:
• Make 8,873 pounds of nutritious food available at no cost to lower
income residents, approximately 17 pounds per person
• Complete construction of the Food Hub
• Recruit three staff members to begin operations at the Food Hub
(target: three)
Allocation: $50,000* | Expended/Encumbered: $50,000
Individuals served by Measure A: 526 (Total individuals served: 2,045)
Populations served: Low Income Adults, Children, Families, Seniors
Services provided: Public Health
Service area: Countywide
*Includes Board of Supervisors discretionary allocation from District 4/Supervisor Miley
Healthy Food Healthy Families:
Alameda County Deputy Sheriffs’
Activities League
acdsal.org
Matching Funds
$2,138,20
from the following sources:
• Community Development Block
Grants
• Community Vision
• Aramark
• CalRecycle
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 93
Background
UCSF Benioff Children’s Hospital Oakland (BCHO) works to protect and
advance the health and well-being of children through clinical care,
teaching, and research.
Through the Food as Medicine program, BCHO surveyed 180 caregivers
of children ages 9–11 years who were attending La Clinica for a
physical or follow-up visit. Sixty-three respondents, or 35%, screened
positive for food insecurity. Thirty of those families were enrolled in the
program to receive deliveries of fresh vegetables and whole grains. All
enrolled families received a booklet of community food resources to
help ensure continued greater food security. For example, participants
learned that they could access food from locations in Alameda County
through the Alameda County Community Food Bank Emergency Hotline
anonymously without needing to give any identifying information.
Measure A Funding Summary
Through the Food as Medicine program, BCHO used its Measure A
allocation to achieve the following:
• Supply 394 community-supported agriculture (CSA) vegetable
deliveries to 30 food-insecure families weekly for three months
(target: 50 families)
• Provide weekly delivery of whole grains to 30 food-insecure families
program for three months (target: 25 families)
• Ensure that the grain deliveries included 10 different whole grain
products to help increase exposure (target: five)
Allocation: $20,000* | Expended/Encumbered: $15,911
Individuals served by Measure A: 170 (Total individuals served: 230)
Populations served: Low Income Adults, Children, Families
Services provided: Public Health
Service area: Oakland
*Includes Board of Supervisors discretionary allocation from District 3/Supervisor Chan
Healthy Food Healthy Families: UCSF
Benioff Children’s Hospital Oakland
childrenshospitaloakland.org
Success Story
When Monica’s husband left the
family, the household lost their only
source of income, and their level of
food insecurity was very severe. The
Food as Medicine program delivered
foods like kale, quinoa, and brown
rice that were new to Monica’s family
but that they liked and continued
to buy on their own. Monica’s
dedication to feed her family led
her to experiment with foods she
had never seen before. When the
family received information about
food resources such as WIC, CalFresh,
and food banks, Monica immediately
started making phone calls. She was
able to re-establish her CalFresh
benefits and get food from the food
bank.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 94
FY 18/19 Allocation: $208,000 | Expended/Encumbered: $208,000
Individuals served by Measure A: 96 (Total individuals served: 235)
Populations served: Low Income, Uninsured Adults, Seniors
Services provided: Public Health
Service area: Albany, Ashland, Castro Valley, Cherryland, Dublin, Emeryville, Newark, Oakland, San Lorenzo,
Union City
Background
The Alameda County Healthy Homes Department promotes an
integrated approach for safe and healthy housing through collaborative
community initiatives, applied research, and policy developments to
improve the lives of vulnerable populations.
The Healthy Homes Department Fixing to Stay program provides
interventions to help older adult clients stay in their homes as long as
possible in housing conditions that contribute to their well-being. The
interventions include essential items such as grab bars, functioning
water heaters, and electrical work, as well as minor repairs such as
fixing a lock on a back door or replacing a broken ceiling fan. This work
enables clients to enjoy their homes safely.
Independent living homes are group living housing environments for
disenfranchised residents who face multiple obstacles including being
formerly incarcerated, elderly, or mentally ill or having other disabilities.
While many are formerly homeless and unsheltered, the Department’s
interventions ensure that these residents have good quality affordable
housing. Bringing these homes into compliance provides residents a
healthy housing environment that is advantageous to their recovery and
quality of life.
Measure A Funding Summary
The Healthy Homes Department leveraged its Measure A allocation to
achieve the following:
• Conduct outreach to 114 older adults and their families (target: 99)
• Complete 105 health and risk assessments for older adults (target:
75)
• Add 40 homes to the list of independent living homes
Matching Funds
$317,866
from Alameda County Cares Connect
funds and Minor Home Repair funds.
Healthy Homes Department Fixing to Stay
& Group Living Facilities Project
www.achhd.org
BEFORE
AFTER
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 95
• Share an updated list of independent living homes in Alameda County
with key partners three times (target: four)
• Track a city and map report to demonstrate trends and report it to key
partners three times (target: four)
• Conduct 60 site visits and related technical support activities (target:
60)
• Respond to 10 complaints/grievances related to independent living
homes, of which 70% were resolved (target: four)
Highlights
88% of older adults were linked with
health, housing, or human services
as a result of outreach efforts
(target: 75%).
88%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 96
Allocation: $10,000* | Expended/Encumbered: $10,000
Individuals served by Measure A: 79 (Total individuals served: 219)
Populations served: Indigent, Low Income, Uninsured Adults, Seniors
Services provided: Public Health
Service area: Countywide
*Includes Board of Supervisors discretionary allocation from District 1/Supervisor Haubert
Background
The HERS Breast Cancer Foundation supports all individuals healing
from breast cancer by providing post-surgical consultation, fitting
services, and products regardless of financial status.
HERS is unique in the Bay Area in that it does not turn away patients
who lack insurance, whose insurance doesn’t cover the services and
products they need, and/or who self-identify as being low income.
Through the WE Support, YOU Survive program, these individuals receive
consultation and fitting services that they would otherwise go without,
as well as post-surgical products that help their physical and emotional
healing process.
In FY 18/19, HERS opened a third Program Store location in San
Leandro, joining the existing stores in Pleasanton and Fremont. The
location makes services more accessible to residents of communities in
the immediate area such as Hayward, San Lorenzo, and Oakland.
Staff members speak English, Spanish, Malay, Mandarin, Portuguese,
Tagalog, Italian, Cantonese, and Hindi.
Measure A Funding Summary
HERS Breast Cancer Foundation used its Measure A allocation to provide
79 patients with prosthetic and other post-surgical fitting services via
the WE Support, YOU Survive assistance program (target: 63).
HERS Breast Cancer Foundation
hersbreastcancerfoundation.org
Highlights
100% of breast cancer survivors
served indicated that their
appointment experience was very
good to excellent (target: 100%).
100%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 97
Background
The HIV Education and Prevention Project of Alameda County (HEPPAC)
works to stop the further spread of preventable diseases among people
who use drugs in the community. HEPPAC’s primary population of active
substance users are marginally housed or chronically homeless residents
of Oakland. HEPPAC is the only program in Oakland that addresses the
increased risk for HIV, hepatitis C virus (HCV), and opioid overdose for
those who engage in substance use.
Harm-reduction services include syringe access, distribution of sterile
drug-using materials, and naloxone distribution. Mobile harm-reduction
services occur in communities that don’t surround HEPPAC’s thee fixed
exchange sites.
Injection-related abscess and general wound care services are offered
during fixed exchange sites. These services include safer injection
practices, vein care and rotation education, lancing, incision and drainage
(IND) packing, and cleaning wounds. Some antibiotic medication
dispensary services are available. In addition, HEPPAC provides herbal
and acupuncture services for stress management, pain management, skin
infections, and detoxification.
HEPPAC links active opioid users to Medication-Assisted Treatment (MAT)
services. Utilization of MAT can result in active users prioritizing their
physical and mental health needs, which helps increase protective behaviors
and decrease HIV and HCV risk, overdose death, and substance use.
Measure A Funding Summary
HEPPAC used its Measure A allocation to expand its existing syringe
access services, including three fixed outdoor locations and mobile harm-
reduction services. Specifically, HEPPAC’s Measure A allocation allowed it
to achieve the following:
FY 18/19 Allocation: $150,000 | Expended/Encumbered: $150,000
Individuals served by Measure A: 733 (Total individuals served: 1,948)
Populations served: Indigent, Low Income, Uninsured Adults, Seniors, Undocumented Immigrants
Services provided: Emergency Medical, Hospital Outpatient, Public Health, Substance Abuse
Service area: Oakland
HIV Education and Prevention Project of
Alameda County (HEPPAC) OPEND Program
www.casasegura.org
Highlights
98% of workshop participants
reported increased knowledge of at
least one protective behavior such
as safer injection practices or HIV/
HCV and overdose prevention.
98%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 98
• Exchange 1,086,550 sterile syringes (target: 50,000)
• Provide an average of 25 weekly hours of syringe exchange services
in Oakland (target: 25)
• Exchange 31,890 used or littered syringes (target: 100,000)
• Provide medical treatment to address soft tissue infections to 305
people who inject drugs (target: 150)
• Refer 78 people who inject drugs to HEPPAC’s onsite medical team at
the Roots Clinic (target: 150)
• Facilitate unstructured workshops to 305 syringe exchange and clinic
visitors (target: 300)
• Administer pre- and post-tests to 311 syringe exchange and clinic
participants to measure their knowledge of identifying at least one
risk-reduction practice
• Offer counseling and testing services, including 229 HIV and 166 HCV
antibody screenings, to workshop participants
• Link 38 participants to MAT programs
• Provide herbal/acupuncture services to 1,304 syringe exchange
participants
Success Story
An active opioid injector, Patricia was
diagnosed with HCV a few years ago
but never treated for it. When she
and her partner came to HEPPAC’s
syringe exchange program, they were
given harm-reduction supplies, food,
and screening services—including
HCV testing for her partner—as
well as referrals to other fixed sites.
Patricia received abscess wound
care, and both she and her partner
started treatment for HCV. Patricia
and her partner continue to access
harm-reduction supplies, food, and
resources and engage with their
peers. They have informed their
social network about how HEPPAC
assisted them and have referred
others to HEPPAC’s services.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 99
Home Visiting Services
www.acphd.org/mpcah.aspx
FY 18/19 Allocation: $2,950,000 | Expended/Encumbered: $1,350,000
Individuals served by Measure A: 969 (Total individuals served: 1,844)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families
Services provided: Public Health, Mental Health
Service area: Countywide, Homeless or Transient
Background
The Alameda County Public Health Department (ACPHD) works in
partnership with the community to ensure the optimal health and
well-being of all people through a dynamic and responsive process that
respects the diversity of the community and provides for present and
future generations.
The mission of ACPHD’s Family Health Services (FHS) is to ensure
the health and well-being of diverse families with compassionate,
comprehensive, and collaborative services. Within FHS, the staff of the
Maternal, Paternal, Child, and Adolescent Health (MPCAH) Unit work to
ensure that women, children, youth, fathers, and families achieve optimal
health and well-being through the delivery of client-centered, culturally
responsive, high quality, strength-based services that are merged with
community transformation efforts to improve neighborhood conditions.
The MPCAH Early Childhood Home Visiting System of Care provides
comprehensive home-based, family-centered, early intervention
services to high risk families with children ages 0–5 years. Some of
these families include medically fragile infants, and all face multiple
challenges. For example, a growing number of families are being
displaced due to gentrification and are now housing insecure or
homeless. This system of care helps improve birth outcomes, eliminate
health disparities, inspire families to succeed, and guide them along
their desired path for health and wellness.
Family support service (FSS) providers spend time with families in their
homes and in their communities. FSS providers are case managers,
nurses, advocates, and allies to the families they serve. They often
collaborate with other service providers, clinical and non-clinical. These
collaborations across the Early Childhood Home Visiting System of Care
include inter-and intra-agency referrals that ultimately help to reduce
the barriers in accessing developmental, educational, medical, and
mental health services, as well as other community resources.
Matching Funds
$1,589,873
from Targeted Case Management
(TCM) (Tiburcio Vasquez Health
Center and UCSF Benioff Children’s
Hospital Oakland) and Medi-Cal
Administrative Activities (MAA)
(Brighter Beginnings).
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The Early Childhood Home Visiting System of Care is composed of 12
programs, of which three were funded through Measure A:
• Brighter Beginnings focuses on serving North County’s parenting
teens and young adult families with small children. Case managers
encourage and support their clients to complete their education
while providing parenting support through the Parents as Teachers
(PAT) curriculum during individual visits and monthly groups. Parents
as Teachers promotes the optimal early development, learning, and
health of children by supporting and engaging their parents and
caregivers.
• Tiburcio Vasquez Health Center (TVHC) provides services in the
community and within a health clinic setting to pregnant and
parenting teens and young adults in South County. Collaborations
with TVHC clinic medical providers help address health-related
concerns in a timely manner for pregnant and parenting caregivers
and their children. Clients also have access to dental care providers
and SSA eligibility workers for help with health insurance and other
public benefit needs.
• UCSF Benioff Children’s Hospital Oakland’s Special Start program
works with children who are medically fragile and at high risk for
developmental delay. The program has the ability to link 100% of
their clients with developmental screening and works to ensure
that children who screen at risk for developmental concerns receive
appropriate services. The program provides families with options to
see a physical therapist and infant developmental specialists directly
in the home as a stopgap measure when community partners are
unable to provide services. Case managers recognize that parents
are more at risk for post-partum depression given the traumatic
experiences associated with neonatal intensive care unit (NICU)
hospitalizations, and they emphasize the importance of assessing
parents for depression and prioritizing mental health support for the
families they serve. Their clients can access a mental health support
team in the home if they are unable to reach services within the
community.
Services are provided primarily in English and Spanish, but there are
bicultural and bilingual staff also providing services in Cantonese.
Additional languages are accessed through interpretation services.
Measure A Funding Summary
FHS/MPCAH used its Measure A allocation to achieve the following:
• Serve 969 patients, of whom 92% were screened for depression
(target: 85%)
• Serve 527 children, of whom 95% received early developmental
screening (target: 85%)
• Ensure that 104 children ages 6–11 months were breastfed or fed
breast milk, of whom 37% were fed in this way for at least six months
(target: 60%)
Success Story
Tiburcio Vasquez Health Center
A 16-year-old mother of a
42-month-old autistic son was
depressed, had a learning disability,
and needed financial assistance,
food stamps, and medical insurance,
as well as child development and
parenting assistance. Her case
manager supported her in getting
accommodations at school as
well as a referral for therapy. The
case manager also administered a
developmental screen on the son,
which eventually led to a diagnosis
of autism. The child was linked to
speech and language therapy, as
well as physical and occupational
therapy. Because of the mom’s hard
work, she was able to graduate high
school. This family continues to be
enrolled in the program, where they
receive ongoing support.
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• Of 546 parents eligible for a Reproductive Life Plan, ensure that 71%
had a documented plan (target: 75%)
• Ensure that for 72% of children ages 0–6 months, their parent/
caregiver reported engaging in safe sleep behaviors (target: 80%)
• Refer 53% of parents who screened positive for parental depression
to mental health supports or treatment, of whom 75% received
services (target: 100% and 75%)
• Refer 68% of children who screened of concern to developmental
services, of whom 75% received services (target: 100% and 85%)
• Ensure that 68% of women consistently used contraception/birth
control if they did not want to get pregnant in the next year (target:
75%)
Success Story
UCSF Benioff Children’s Hospital
Oakland Special Start Program
A child who was receiving case
management services had been
born at 27 weeks; weighed 1,020
grams; had Bronchopulmonary
Dysplasia (BPD); was gastrostomy
tube-fed; and had hypertonia. On
one home visit, the case manager
noted that the child had lost weight
and was breathing abnormally. The
parents reported that the child had a
pediatric appointment in three days.
The case manager contacted the
pediatrician right away and arranged
for transportation to an immediate
appointment. The child was directly
admitted back to the NICU that
day. If the case manager had not
intervened at that moment, the child
might have continued to deteriorate,
resulting in a life-threatening
emergency.
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Background
The Center for Healthy Schools and Communities (CHSC) works to foster
the academic success, health, and well-being of Alameda County youth
by building universal access to high quality supports and opportunities
in schools and neighborhoods.
The Youth Resiliency Program offered through La Familia Counseling
Services is based on evidence that a critical link exists between
children’s healthy development and educational attainment, ultimately
impacting long-term health outcomes. Youth who are surrounded by
supports and opportunities such as those provided by this program
strengthen their protective factors, encounter less risk, and ultimately
show evidence of higher rates of successful transitions into adulthood,
including healthier behaviors and increased success in school and
employment, which leads to improved health outcomes throughout life.
Youth in the program benefit from being in a gender-specific
environment within their school setting that supports their
development, self-esteem, social skills, and healthy decision-making.
Program mentors not only provide individual and group support to
the youth, but connect with the school staff to improve the students’
connection to school and caring adults and their ability to develop and
excel in their classes.
La Familia also offers expanded health and wellness resources at their
Fuller Family Resource Center in Hayward, including health care and
benefits eligibility and enrollment, chronic disease education, nutrition
and fitness classes, immigration supports, and the Cultura y Bienestar
program.
La Familia staff are bilingual in Spanish and English.
Allocation: $200,000 | Expended/Encumbered: $200,000
Individuals served by Measure A: 56 (Total individuals served: 56)
Populations served: Low Income, Uninsured Children, Families
Services provided: Public Health, Mental Health, Substance Abuse
Service area: Livermore, Union City
La Familia Counseling Services: Youth Resiliency
AChealthyschools.org
Matching Funds
$77,240
from Medi-Cal Administrative
Activities (MAA).
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Measure A Funding Summary
La Familia used its Measure A allocation to achieve the following:
• Hire and train two qualified, bilingual mentors
• Enroll 23 girls and 27 boys in the gender-based mentoring program
(target: 20–25 participants each)
• Engage these 50 youth in the mentoring group, covering topics such
as mental health, substance abuse, sexually transmitted infections,
birth control, college and career, communication, and suicide
prevention (target: 40–50)
• Offer individual mentoring to these 50 youth (target: 40–50)
• Provide case management to 35 youth (target: 20–25)
• Provide crisis intervention support (suicide assessment and suspected
abuse) to two youth
• Assess all participants for health insurance status
• Refer one student and their family for health insurance and benefits
application assistance
Success Story
Lilian was referred to the program in
part because she told a staff that she
was having out-of-body experiences.
The mentor enrolled Lilian in the
group and began case management,
including connecting her to a doctor
for evaluation. Lilian had some tests
done that came back abnormal.
She had health insurance, but the
coverage was not sufficient to cover
the costs of her appointments and
tests. The mentor connected Lilian
to the Kaiser Medical Financial
Assistance program to help cover
the costs for the family so that Lilian
could get the appropriate health
care she needed.
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Background
The Unity Council helps families and individuals build wealth and assets
through comprehensive programs of sustainable economic, social, and
neighborhood development.
The Unity Council Latino Men and Boys (LMB) program helps retain
students who would otherwise disengage from formal schooling.
The service extends beyond the students who formally enroll in the
LMB course to reach the most vulnerable populations of Latino and
immigrant youth at participating school sites. Care coordination services
include facilitation of and/or participation in Coordination of Services
Teams (COST) meetings.
During FY 18/19, at Castlemont and Oakland High Schools, The Unity
Council provided a week-long job readiness training for 30 young
adults. The youth engaged in workshops that covered a range of topics
that included Know Your Rights training, legal and health services, and
protective factors for youth working in high risk, low wage sectors such
as construction and food service.
Services are offered in English and Spanish. When possible, translation is
offered in Mam.
Measure A Funding Summary
The Unity Council LMB program used its Measure A allocation to achieve
the following:
• Conduct meetings and planning sessions with school and school
health center (SHC) staff to recruit and coordinate care for 60
participants
• Deliver the Joven Noble beginning and advanced curriculum of health
presentations to 217 participants
Allocation: $200,000 | Expended/Encumbered: $200,000
Individuals served by Measure A: 217 (Total individuals served: 217)
Populations served: Indigent, Low Income, Uninsured Children, Families
Services provided: Public Health, Mental Health
Service area: Oakland, Homeless or Transient
Latino Men and Boys Program
unitycouncil.org/program/youth-achievement-programs/
Matching Funds
$405,000
from The California Endowment,
Kaiser, and the Obama Foundation.
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• Provide physical and behavioral health services at SHCs and federally
qualified health centers (FQHCs) to 150 participants
• Provide three parent workshops facilitated by LMB mentors to 75
participants
• Engage SHC staff at nine school sites in COST meetings to build their
capacity to engage Latino young men and boys in health care access
and services
• Develop and produce one mentor best practice handbook, one
program profile document for school-based leadership, and one Coro
Fellow sustainability report to share with school health providers
across Alameda County
Success Story
As a seventh grader, Emilio was
referred to LMB because of truancy
concerns, a low grade point
average, negative self-esteem, and
overall disruptive behavior. The
program provided tutoring, hosted
student-led conferences and parent
meetings, supported Emilio with
individualized mentoring, sat in
classes that he struggled with, and
held him accountable to his word.
In eighth grade, Emilio began the
first marking period with a 4.0 GPA
and was able to maintain honor roll
status throughout the semester. He
has no referrals or suspensions and
is proactive in assuming leadership
roles on and off campus when
presented with the opportunity.
Emilio is a prime example of how
this program supports young men in
addressing barriers that limit their
wellness as well as their educational
and professional aspirations.
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Background
The Lend A Hand Foundation works to enhance the quality of life of
impoverished children, youth, and families by offering educational,
cultural, and sporting activities, as well as supplies to meet basic needs.
One of the foundation’s key activities in FY 18/19 was the distribution of
hygiene kits containing toothbrushes, toothpaste, dental floss, deodorant,
wipes, and tissues to students at the Cherryland School October School
Health Fair. Students also received age-appropriate written materials
covering various health issues, as well as backpacks to hold all of their
supplies. The backpacks also contained information for parents on child-
related health issues.
Measure A Funding Summary
The Lend A Hand Foundation used its Measure A allocation to distribute
hygiene kits and backpacks to 760 students (target: 760).
Allocation: $10,000* | Expended/Encumbered: $10,000
Individuals served by Measure A: 760 (Total individuals served: 5,000)
Populations served: Low Income Children
Services provided: Public Health
Service area: Cherryland, Hayward, San Lorenzo
*Includes Board of Supervisors discretionary allocation from District 4/Supervisor Miley
Lend A Hand Foundation
lendahandfoundation.org
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LIFE ElderCare
lifeeldercare.org
FY 18/19 Allocation: $15,000* | Expended/Encumbered: $15,000
Individuals served by Measure A: 23 (Total individuals served: 389)
Populations served: Seniors
Services provided: Public Health
Service area: Countywide
*Includes Board of Supervisors discretionary allocation from District 2/Supervisor Valle
Background
LIFE ElderCare empowers the aging to live with independence and
interdependence by nourishing mind, body, and spirit.
LIFE ElderCare provides at-home fall prevention services to seniors who
cannot use the fall prevention programs offered out in the community.
This includes the many older adults who have chronic conditions,
disabilities, insufficient support, and/or frailty that presents barriers to
attending an outside program. This demographic, typically ages 70—90,
is actually at highest risk for harmful falls. All of these clients have at
least one limitation to their ability to manage the activities of daily
living.
The program looks at the whole person based on the understanding
that bad falls almost never happen due to a single factor. For example,
because someone is depressed, they don’t eat breakfast. Because of that,
they forget to take a medication. And because of that, they feel dizzy and
when they shower, they start to wobble and fall.
Program engagement last from three to seven weeks. During this time,
the program does the following:
• Teaches exercise from the National Institutes of Health proven
to reduce falls and injuries from falls. If clients need more, the
kinesiologist works with them over four to five additional weeks to
incorporate personalized strength and balance exercises into their
daily routine using the Lifestyle Integrated Functional Exercise (LiFE)
program.
• Conducts home safety assessments, starting with a collaborative
walk-through with the client in their home. If minor modifications are
needed, the program ensures that they are completed either at that
time or soon after.
• Completes a full medication review. Medication-related problems
endanger the lives of a high percentage of elders living at home,
Highlights
The number of older adults served
by the program, 389, was an increase
of 121% from the previous year and
exceeded the target of 60 by over
600%.
121%➔
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leaving them at risk for falls, dizziness, cardiac symptoms, confusion,
and other side effects that frequently result in emergency room visits
and hospitalization. If potential problems are identified, the program
arranges for a pharmacist to review and respond.
• Provides education discussing simple behavioral changes clients
can make to significantly reduce their risk of falls and injuries. These
include things like wearing sturdy slippers, staying hydrated and
well nourished, and getting eyeglass prescriptions checked more
frequently.
LIFE ElderCare is able able to serve large numbers of individuals in part
because of close partnerships with multiple nursing student cohorts,
including those from Ohlone College, Samuel Merritt College, and Cal
State East Bay. Students are trained, assigned in pairs to clients, and
monitored by their Clinical Supervisors. Students have the opportunity
to spend quality time with older adults and learn to view these adults
through a different lens than a hospital or doctor’s office setting.
Also, in an effort to provide the benefits of the program to a larger base
of clients, LIFE ElderCare has begun providing interventions to their
Meals on Wheels clients as part of the meal delivery program itself.
The current Fall Prevention Coordinator speaks Vietnamese, and all
outreach materials are translated into Chinese and Spanish. As needed,
the program uses other services and tools for translation into other
languages. Additionally, many of the nursing students speak second
languages, which allows LIFE ElderCare to better serve its culturally
diverse population.
Measure A Funding Summary
LIFE ElderCare used its Measure A allocation to provide comprehensive
fall prevention assessments and recommendations for interventions to
176 eligible adults in Alameda County age 60+ (target: 60).
Success Story
During her assessment, Ting, an
84-year-old, low income, Mandarin-
speaking woman, described how she
had to crawl over the side of the
bathtub to prevent falling and held
on to a drawer handle to get up from
the toilet. LIFE ElderCare provided
Ting a raised toilet seat with
handrails, a grab bar on the side
of the shower stall, and a transfer
bench to make it easier to get in
and out. The program also provided
a medication review, personalized
exercises, and health education and
matched Ting with a Mandarin-
speaking Friendly Visitor. This has
helped Ting avoid loneliness and
depression, which can actually make
a person more prone to falls.
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FY 18/19 Allocation: $100,000 | Expended/Encumbered: $100,000
Individuals served by Measure A: 6,969 (Total individuals served: 6,969)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health
Service area: Berkeley, Oakland
Background
LifeLong Medical Care provides high quality health and social services
to underserved people of all ages; creates models of care for the elderly,
people with disabilities, and families; and advocates for continuous
improvements in the health of its communities.
The LifeLong Heart 2 Heart (H2H) program hosts community outreach
events targeting social cohesion within the community to reduce health
inequalities, specifically cardiovascular disease. These events promote
healthy behaviors and make H2H more visible and accessible to the
community.
H2H also provides health education at community health events where
hypertension screenings are offered as a drop-in service. At these
events, community members receive hypertension education, linkages to
resources, and information on health-related topics.
In addition, H2H trains community members to become Neighborhood
Health Advocates (NHAs) and empowers them with tools to improve the
health and well-being of their community. H2H coordinates with the
NHAs to participate in community engagement activities, which include
small group presentations, community fairs, vegetable giveaways, table
talks, health screenings, and other outreach events.
Finally, H2H administers mini-grants to individuals or groups to support
implementation of a variety of health and wellness programs. Grants
awarded in FY 18/19 ranged from a demonstration to older adults on
how to prepare healthy home-cooked meals to cultivating a garden at
the South Berkeley Senior Center to offering free community fitness
classes twice per week at the Center, among others.
Services and written materials are provided in English and Spanish, with
translation services for other languages as needed.
LifeLong Medical Care Heart 2 Heart
lifelongmedical.org
Matching Funds
$65,000
from the Sutter Health Foundation.
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Measure A Funding Summary
The LifeLong H2H program used its Measure A allocation to achieve the
following:
• Organize 12 community outreach events attended by 308 participants
(target: three events)
• Provide 16 community health education training sessions to 22
residents (target: 20 residents)
• Coordinate with 29 NHAs to participate in 93 community engagement
activities to educate and link 1,929 community members to medical
resources (target: 29 activities and 100 community members)
• Administer five mini-grants to five individuals, who implemented a
variety of health and wellness programs with 185 attendees (target:
four grants to four individuals)
Highlights
The H2H program exceeded all
target goals during the project
year, including an increase of
community members served through
engagement activities of almost
2,000%, from a target of 100 to an
actual number of 1,929.
2,000%
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Background
Needle Exchange Emergency Distribution (NEED) is dedicated to
reducing drug-related harm among people who use drugs, including
preventing the transmission of HIV/AIDS, Hepatitis C, and other
blood-borne diseases. NEED offers free, anonymous services that are
participant-driven and views supporting and improving the physical
and social health of people who use drugs, and communities affected by
drug-related harm, as crucial public health work.
NEED is the only harm-reduction services organization in Berkeley and
one of only four in Alameda County. It offers syringe access and disposal
to hundreds of people who use drugs in the East Bay for free, year-round.
NEED also offers the opioid overdose reversal drug naloxone.
Measure A Funding Summary
NEED used its Measure A allocation to achieve the following:
• Make 2,421 service contacts (target: 1,750)
• Distribute 1,040,979 syringes through all sites (target: 500,000)
• Safely dispose of 403,485 used syringes by a licensed medical waste
disposal company (target: 200,000)
• Ensure that 98% of weekly sites were adequately stocked with
syringes and other supplies (target: 100%)
• Distribute more than 2,000 doses of naloxone
Allocation: $25,000* | Expended/Encumbered: $25,000
Individuals served by Measure A: 281 (Total individuals served: 2,421)
Populations served: Indigent, Low Income, Uninsured Adults, Seniors
Services provided: Public Health, Substance Abuse
Service area: Outside of Alameda County, Homeless or Transient
*Includes Board of Supervisors discretionary allocation from District 5/Supervisor Carson
Needle Exchange Emergency Distribution
berkeleyneed.org
Success Story
A Latin American woman in her
sixties requested some syringes for
herself and several friends who use
methamphetamine. She explained
that the supplies NEED offered made
it easier for her to help her friends
use their drugs safely. She recalled
how difficult it was to obtain
syringes in the days before services
like NEED were available. She
remembered people resharpening
used syringes with matchbooks
or pleading with pharmacists
to purchase a new package. The
woman also took a naloxone kit in
case anyone she knew took opioids
occasionally or by accident. She
expressed her appreciation that
NEED workers are friendly and
nonjudgmental.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 112
Nutrition Services in West Oakland:
City Slicker Farms
www.acphd.org/nutrition-services
FY 18/19 Allocation: $50,000* | Expended/Encumbered: $50,000
Individuals served by Measure A: 800 (Total individuals served: 40,000)
Populations served: Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health
Service area: Countywide
*Includes Board of Supervisors discretionary allocation from District 5/Supervisor Carson
Background
The Alameda County Public Health Department works in partnership
with the community to ensure the optimal health and well-being of
all people through a dynamic and responsive process that respects
the diversity of the community and provides for present and future
generations.
A program of the Public Health Department’s Community Health
Services Division, Alameda County Nutrition Services promotes and
supports healthy eating and physical activity through committed
partnership with communities to reduce chronic disease and improve
long-term health.
City Slicker Farms contracts with Nutrition Services to install raised
bed gardens in locations throughout Alameda County, including senior
housing sites, public housing sites, one senior center, one Head Start
school site, one Oakland Unified School District continuation high
school, and one school with special needs students.
In addition to garden beds, City Slicker provides soil, plants, and garden
and nutrition education to residents. They also provide follow-up garden
education mentorship visits with seasonal crops for planting and pest
management for gardens installed in prior years. The mentorship
educational classes help City Slicker staff build relationships with site
staff, residents, and/or students to ensure enthusiasm for the gardens as
well as maximum produce harvests.
Gardens installed increase access to fresh fruits and vegetables for
community members living within Alameda County’s disadvantaged
communities. Additionally, City Slicker Farms’ services contribute to
improving community members’ lives by increasing physical activity
Highlights
100% of garden beds were in good
condition, including being weeded,
having amended soil, and having no
pest infestation, to yield produce to
seniors (target: 100%).
100%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 113
through gardening and increasing social connectedness among those
who garden.
Services are provided in English, Spanish, and Chinese.
Measure A Funding Summary
Nutrition Services used its Measure A allocation to contract with City
Slicker Farms to achieve the following:
• Build 20 garden beds total at nine low income community sites
(target: 20 beds at 10 sites)
• Make 16 mentor and technical assistance visits at senior sites where
gardens had previously been installed (target: 16)
Highlights
80% of participants demonstrated
increased gardening knowledge after
a mentor visit (target: 80%).
80%
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Background
The Oakland Unified School District (OUSD) works to build a full-service
community district focused on high academic achievement while serving
the whole child, eliminating inequity, and providing each child with
excellent teachers, every day.
The Surgeon General’s Report indicates that 10% of students will
need a mental health service during their K–12 education. In Oakland,
where students are exposed to high rates of poverty and community
violence, this number is higher. Providing early mental health services
to children that are free of charge, culturally competent, child-centered,
and easily accessible at school serves to remove barriers to learning
that if unchecked could result in long-term negative outcomes including
generational poverty, unemployment, and homelessness.
School-based mental health services are expensive to procure, and
most schools lack resources to purchase a licensed therapist or social
worker. For OUSD, mental health interns represent a viable solution to
fill gaps in services at a fraction of the cost. Interns receive a stipend for
their year-long internship, which covers transportation costs and child
therapy-related supplies or expenses. In return, schools receive a half-
time clinician who can see any students and provide a range of services,
many of which are not covered by insurance, including Medi-Cal.
Services are provided in English, Spanish, and Cantonese.
Measure A Funding Summary
OUSD used its Measure A allocation to achieve the following:
• Recruit and place 30 mental health interns in 15 schools (target: 30
interns in 15 schools)
• Provide school-based mental health services to 886 referred students
Allocation: $15,000* | Expended/Encumbered: $15,000
Individuals served by Measure A: 886 (Total individuals served: 5,357)
Populations served: Low Income Children
Services provided: Mental Health
Service area: Oakland
*Includes Board of Supervisors discretionary allocation from District 3/Supervisor Chan
Oakland Unified School District:
Behavioral Health Stipends
ousd.org
Success Story
A fifth grade student with a high
number of discipline referrals and
suspensions was facing expulsion.
After meeting with the mental
health intern, who shared her
ethnic and cultural background,
the student’s mother agreed to try
counseling for her son. Through
therapy, the student eventually
shared that he and his mother
had been homeless for several
months, following her break-up
with his father because of domestic
violence. The intern connected the
mother with a program that helped
her secure a job and move into a
transitional shelter for domestic
violence victims. At the termination
of his counseling, the student had
had no fights in two months and was
improving academically.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 115
Background
For this project, Oakland Unified School District (OUSD) set out to
provide clean drinking water for all OUSD students and staff. This helps
reduce consumption of sugary drinks and promotes better health.
Measure A Funding Summary
OUSD used its Measure A allocation to install 27 hydration stations in
district schools (target: 27).
Allocation: $100,000 | Expended/Encumbered: $100,000
Individuals served by Measure A: 11,585 (Total individuals served: 11,585)
Populations served: Adults, Children
Services provided: Public Health
Service area: Oakland
Oakland Unified School District:
Water Hydration Stations
ousd.org
Highlights
100% of students and staff reported
great satisfaction in knowing they
have clean drinking water
(target: 100%).
100%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 116
Public Health Prevention Initiative
FY 18/19 Allocation: $3,027,743 | Expended/Encumbered: $2,914,911
Individuals served by Measure A: 39,010 (Total individuals served: 115,200)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Emergency Medical, Hospital Outpatient, Public Health, Mental Health, Substance Abuse
Service area: Countywide, Homeless or Transient
Background
The Alameda County Public Health Department (ACPHD) works in
partnership with the community to ensure the optimal health and
well-being of all people through a dynamic and responsive process
respecting the diversity of the community and providing for present and
future generations.
The programs and organizations receiving Measure A funding under the
Public Health Prevention Initiative funding include the following:
• Asthma Start (see the separate “Asthma Start” entry on page 70)
• California Prostitutes Education Project (CAL-PEP)
• Child Health & Disability Prevention (CHDP) Developmental
Screening—Help Me Grow
• City of Berkeley—School-Linked Health Services Program
• Community Assessment, Planning, and Evaluation (CAPE) Unit
• Diabetes
• East Oakland Boxing Association (EOBA)
• Health Equity Policy & Planning—City/County Neighborhood Initiative
(CCNI)
• Healthy Retail Program
• HIV Education and Prevention Project of Alameda County (HEPPAC)
• Immunization Section
• Language Services for Starting Out Strong Home Visiting Programs
• Lotus Bloom
• Mandela MarketPlace
• Niroga Institute
• Nutrition Services
• Office of Dental Health (see the separate “Alameda County Dental
Health” entry on page 38)
• Project New Start
• Public Health Nursing (PHN) Healthy Living Project
Matching Funds
$985,697
from the following sources:
• Title XIX federal funds through
the Maternal, Child, and
Adolescent Health (MCAH)
program
• OFCY funds
• Medi-Cal Administrative Activities
(MAA)
• Merck Foundation
• City of Berkeley grant
• Oakland Literacy Coalition
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Measure A Funding Summary
Measure A funds are used for a broad array of services that benefit the
residents of Alameda County. The Public Health Prevention Initiative
programs used Measure A funding to help achieve the following.
CAL-PEP
• Conduct five health communications/public information (HCPI) events
for 66 HIV-positive clients designed to increase knowledge of HIV
disease, medication adherence, and viral suppression among African
American HIV-positive individuals and their sexual partners (target:
five events for 30 clients)
• Administer a pre- and post-test quiz to 36 HCPI participants (target:
30)
• Refer 10 partners of HIV-positive clients to HIV testing services, of
whom all 10 received services (target: 10)
• Refer and link five high risk negative individuals to PrEP services
(target: five)
• Verify 14 PrEP referrals by a unique identifying HIV testing number
and notes (target: five)
CHDP Developmental Screening—Help Me Grow
• Develop developmental screening goals and promote the use of a
standardized screening tool at 58 pediatric sites (target: 60)
• Provide monthly site visits to reinforce screening practices and offer
technical assistance to clinic staff at 57 sites (target: 60)
• Collect screens from 56 sites monthly, enter results, and track
screening data (target: 60)
City of Berkeley—School-Linked Health Services Program
• Provide 73 health consultations and community resources to school
staff (target: 50)
• Conduct 74 encounters with school staff regarding immunization
compliance (target: 50)
• Make 31 Health Education and Attendance for Life (HEAL) case
contacts (target: 25)
• Attend 14 Student Attendance Review Board (SARB) and School
Attendance Review Team (SART) meetings (target: 15)
• Publicize the Breathmobile asthma mobile clinic through 15 outreach
encounters with school staff (target: 15)
• Make 31 contacts between Breathmobile host site school staff and
Breathmobile staff (target: 15)
CAPE Unit
• Receive 61 and complete 50 data requests from stakeholders within
two weeks of receipt (target: 75)
Highlights
CAL-PEP
97% of participants increased or
maintained their knowledge and
awareness of HIV, its treatment, and
viral suppression (target: 85%).
97%
Success Story
CHDP Developmental Screening—Help
Me Grow
Linda, age two-and-a-half, was
referred to Help Me Grow by her
pediatrician based on fine motor
concerns and concerns about her
social-emotional development.
Linda’s parents reported that she did
not show interest in playing with
toys, seemed disengaged, and would
often just wander around the house
seeming lost. The parents were
provided with different strategies
to support her behavior and fine
motor skills at home. Linda was also
connected to a playgroup that was
specifically designed for children
with developmental and behavioral
concerns. After a few months in the
playgroup, Linda’s mother reported
that Linda was more engaged in
activities, was getting along with
other kids, and seemed happier
overall.
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Diabetes
• Enroll 160 clients into diabetes self-management education (DSME)
classes (target: 120)
• Ensure that 128 clients successfully completed DSME (target: 100)
• Lower the baseline A1c or maintain a goal of lower than 7% in 118
clients
• Lower the baseline blood pressure or maintain it at lower than
140/90 in 115 clients
EOBA
• Ensure that 158 youth participated in cooking, gardening, and/or
physical activity programs (target: 150)
• Ensure that 50 EOBA youth participated in the Youth Leadership
program (target: 40)
• Ensure that 94 EOBA youth boxers participated in the Boxing
Leadership program (target: 40)
• Reach 1,611 households through the food distribution program
(target: 1,350)
Health Equity Planning & Policy—CCNI
• Ensure that five West Oakland (WO) residents took formal elected
leadership roles (target: seven)
• Host 10 monthly Resident Action Council (RAC) membership meetings
hosted by RAC leaders (target: 10)
• Conduct two development training sessions with WO RAC elected
leaders (target: two)
• Ensure that three RAC elected leaders participated in technical
assistance consultations (target: four)
• Provide 24 technical assistance consultations for three WO RAC
elected leaders (target: 12 sessions for four leaders)
• Enact two contracts with organizations to provide long-term
leadership development and community-building and engagement
opportunities (target: two)
• Host two meetings between the WO RAC and Congress of
Neighborhoods (CoN) at large community efforts (target: two)
• Host two transition planning meetings between CCNI staff and WO
RAC leaders (target: two)
• Ensure that 15 WO youth participated in a youth leadership
development and civic engagement training program (target: 10)
• Provide 10 technical assistance consultations for two Sobrante Park
(SP) RAC leaders (target: 12 sessions for four leaders)
• Host seven monthly meetings where SP elected leaders came
together to plan RAC activities (target: 10)
• Facilitate one meeting between Roots Community Clinic (fiscal
sponsor) and the leaders of the SP RAC (target: two)
• Enact a contract with one organization, CoN, to provide long-term
leadership development and community building and engagement
opportunities (target: one)
• Host two meetings between SP RAC leaders and CoN (target: two)
Success Story
Health Equity Policy & Planning—
CCNI
The chairperson of the WO RAC,
Annette, proposed a partnership
with the City of Oakland called
Friday Night Live (FNL), a program
designed to curb violence and build
community by offering a safe space
for youth and families on Friday
nights. The RAC recruited 13 West
Oakland high risk youth ages 15 to
22 to help organize and carry out
the five-week program, which over
1,200 youth and families attended.
Activities included a backpack
giveaway for 100 students, blood
pressure screenings, football games,
rock climbing, diabetes information,
art-making, dental check-ups and
referrals, live music, DJ, food, dance
and hula hoop contests, open-air
movies, and lots of safe fun.
Highlights
EOBA
100% of youth reported that the
cooking, gardening, and physical
activity programming contributed to
their health (target: 85%).
100%
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Healthy Retail Program
• Host outreach events at 10 stores for 1,863 community participants
(target: 10 stores for 2,500 participants)
HEPPAC
• Distribute 350 information brochures about local health care
coverage to 221 residents during syringe access services (target: 300
flyers to 150 residents)
• Inform 308 residents about HEPPAC’s public/littered syringe pick-up
services in the community (target: 250)
• Make 400 HEPPAC participants aware of available HIV and HCV
services (target: 156)
Immunization Section
• Create 173 perinatal Hepatitis B case reports to identify women of
child-bearing age infected with hepatitis B disease (target: 180)
• Create 44 STD reports to identify new primary cases of syphilis
(target: 44)
Language Services for Starting Out Strong Home Visiting Programs
• Provide 275 medical interpretation services to clients (target: 275)
• Translate three English materials, including brochures and flyers, into
multiple languages (target: five)
Lotus Bloom
• Recruit 40 parents to attend 18 meetings to generate ideas and
activities for wellness in their community (target: 40 parents and six
meetings)
• Implement four family engagement night programs integrating
physical activity for 358 participants (target: four programs)
• Train 163 parents and staff in the Physical Movement and Health
Food Policy (target: three)
• Conduct six Community Playtime events attended by 1,175
community members to encourage physical activity for children and
their families (target: six events)
• Conduct nutrition and gardening classes for 18 participants (target:
two)
Mandela Partners
• Identify and engage one store in the Ashland area to participate in
the program (target: two)
• Provide outreach activities including recipe and food tasting demos
and nutrition education to 67 total community members (target: 500)
Niroga Institute
• Provide semester-long twice-weekly Dynamic Mindfulness (DMind)
stress resilience and social-emotional learning sessions to 714
students (students: 700)
Highlights
Immunization Section
100% of ACPHD-administered
vaccines were entered into the
California Immunization Registry
(CAIR) (target: 100%).
100%
Success Story
Niroga Institute
In one mindfulness session, students
were practicing noticing sounds
in their environment and how the
sounds affect their feelings. A girl in
the classroom began to cry as she
was listening to the instructions.
When asked what was wrong,
she responded that she was sad
because she missed her mother. The
instructor asked if other students
ever got sad because they missed
their mom, and they all agreed. Then
a little girl next to her gave her a
hug, and then two other students
came to give her a hug. Soon she
was laughing and happy thanks to
her compassionate classmates.
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• Provide daylong DMind training with an accompanying video
curriculum and follow-up coaching to 30 teachers at each school
(target: 25)
• Ensure that 17 teachers led DMind for their students (target: 15)
Nutrition Services
• Through Cooking for Health Academy, provide 12 class series to assist
193 class participants in learning ways to provide healthful meals for
their families (target: eight series to 160 participants)
• Through the Nutrition Services Retail Program, provide 13 grocery
store tours and 91 cooking demonstrations to give 3,933 participants
tools and resources to make healthier food choices (target: 80
demonstrations and 24 tours)
• Provide technical assistance to 50 community-based organizations
to create events that provided and encouraged healthy eating and
beverages (target: 30)
Project New Start
• Conduct 11 tattoo removal clinics for 65 high risk youth (target: 12
clinics for 60 youth)
• Perform 1,600 tattoo removal treatments (target: 1,440)
PHN Healthy Living Project
• Provide four courses of nine lessons each for 54 students who set
personal goals, learned about healthy eating habits and exercise, and
considered how to make lifestyle changes that promote health and
fitness (target: four courses for 40 students)
Success Story
Project New Start
Suzy hated looking at herself in the
mirror because she had tattoos on
her face, neck, and arms. She has
three children and was homeless
for several years. She decided to
live with her grandparents and get
her life in order. She had several
outstanding parking tickets she
could not pay, which kept her from
getting her driver’s license. She
explained: “Project New Starts
means everything to me, because
you wrote a letter on my behalf for
court indicating that I was in the
program, and I got all the tickets
dismissed.” Suzy is now enrolled in
community college, completing her
AA degree as a medical assistant.
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Public Health Prevention Initiative: Emergency
Medical Services (EMS) Injury Prevention
acgov.org/ems
FY 18/19 Allocation: $225,077 | Expended/Encumbered: $225,077
Individuals served by Measure A: 687 (Total individuals served: 688)
Populations served: Indigent, Low Income, Uninsured Adults, Seniors
Services provided: Hospital Outpatient, Public Health, Mental Health, Substance Abuse
Service area: Alameda, Ashland, Berkeley, Castro Valley, Cherryland, Fremont, Hayward, Livermore, Newark, Oakland,
Pleasanton, San Leandro, San Lorenzo, Sunol, Union City
Background
Alameda County Emergency Medical Services (EMS) provides quality
emergency medical services and prevention programs to improve
the health and safety of residents in Alameda County. The Senior
Injury Prevention Program (SIPP), an EMS program, works to prevent
unintentional injuries or accidents among older adults and to raise
awareness of the need for injury prevention programs for older adults.
SIPP providers, and the services they offer, include the following:
• City of Fremont. The Afghan Elderly Association’s Health Promotion
Program consists of four interrelated components that are utilized
in the home and at the Afghan Elderly Association (AEA) offices,
the Healthy Aging Program (HAP), and the Afghan Health Promoter
Program. The AEA has trained Health Promoters who connect
seniors to health services in the community and provide emotional
support. The program includes the Linkages Program, which provides
information, referrals, and assistance to participants, including
translation, completing forms, transportation, housing, and other
community services; medication assistance and counseling, in which
medication reviews take place both at the weekly HAP program and
in the participants’ homes, and medication information is entered
into a database that analyzes it for possible negative effects and/
or interactions; the Happy, Healthy Me Program, a chronic condition
self-management program in which participants identify problems
and healthy goals; and health education groups, including diabetes
education and the Matter of Balance fall prevention class. The
program is offered in Dari and Pashtu.
• DayBreak Adult Care Centers. In the Medication Safety program, a
nurse or social worker visits the elderly in their home to assist with
their day-to-day management of medications. Program nurses are
bilingual in English and Chinese.
Matching Funds
$150,000
The City of Fremont and Afghan
Elderly Association Health Promoter
Program leveraged its Measure
A allocation to obtain $150,000
in matching funds from City of
Fremont general funds and Medi-
Cal Administrative Activities (MAA)
funds.
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• St. Mary’s Center. St. Mary’s offers a medication safety program to help
participants gain a better understanding of the medications they are
taking and learn how to implement healthier lifestyles. Through the
Cal-State University East Bay (CSUEB) Community Nursing program,
nursing students from CSUEB provide linkages to program participants
to stay in compliance with their medication regimen and receive
further medical services when needed. The student nurses support the
program’s wellness coordinators and participants by accompanying
participants to primary care appointments when major interactions on
medication or other interventions are needed. Services are provided in
English, Spanish, Tagalog, Cantonese, and Mandarin.
• Senior Support Program of the Tri-Valley. The medication safety
program assists clients to have the tools and knowledge necessary
to safely take their medications, serves as a double-check for medical
systems to ensure medications are being taken safely, and provides
older adults with a free resource to reduce fall risks related to
medication errors. The program helps older adults who are trying
to manage complex medication conditions on top of navigating the
health system within the confines of various insurance plans as well as
multiple doctors and pharmacies, which do not always communicate.
• United Seniors of Oakland and Alameda County (USOAC). USOAC offers
a medication safety training program and conducts outreach to seniors
through community sites.
Measure A Funding Summary
SIPP providers used their Measure A allocation to achieve the following:
• City of Fremont and Afghan Elderly Association Health Promoter
Program
- Provide Health Promoter services to 262 refugee, immigrant, and
low income seniors over 60 years of age (target: 28)
- Ensure that 265 clients have a primary physician (target: 84)
- Assist 41 clients with obtaining access to specialty physicians or
services (target: 11)
- Assist 120 clients with obtaining services that help them access, use,
and benefit from medical services (target: 35)
- Provide medication review, assistance, and education to 35 clients
(target: 35)
- Provide health information and education to 201 clients (target: 25)
- Ensure that 52 clients complete an assessment of their ability to
self-manage chronic conditions (target: 25)
- Help 22 clients improve and/or complete at least one self-
management goal (target: 18)
- Complete 46 fall and home safety assessments (target: 35)
- Complete 58 mental health screens (target: 35)
- Offer emotional support to 247 clients (target: 35)
- Refer 113 clients to and/or assist them in accessing entitlement,
community, and supportive service programs (target: 77)
Success Story
City of Fremont and Afghan Elderly
Association Health Promoter Program
Widowed in her 40s, Ms. Noori,
now in her 50s, was depressed and
anxious. She had developed insulin-
dependent diabetes mellitus (IDDM),
experienced a few minor strokes, and
had some falls. The Health Promoter
helped educate Ms. Noori on how to
manage her diabetes and properly
inject insulin. She attended and
translated at Ms. Noori’s medical
appointments and made sure Ms.
Noori’s medications were properly
monitored. The Health Promoter also
referred Ms. Noori to mental health
services and a fall prevention class.
With this support, Ms. Noori has
been more consistent in managing
her diabetes, not sustained any
falls, and developed a more positive
outlook about her life and future.
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• DayBreak Adult Day Centers
- Complete medication safety assessments for 40 participants
(target: 40)
• St. Mary’s Center
- Enroll 58 participants in the 12-week medication safety program
for older adults (target: 47)
- Provide health screenings to 44 enrolled participants (target: 37)
- Send 17 medication interaction reports to the participant’s primary
care provider or pharmacist for assessment (target: 24)
- Complete 1,282 weekly medication safety compliance calls (target:
1,128)
- Conduct 1,152 face-to-face medication safety conversations (target:
564)
- Provide a 12-week review to 45 enrolled participants (target: 24)
- Give information and guidance to 62 participants regarding the
disposal of expired, misused, or unused medication (target: 28)
- Give recommended nutrition education and exercise
encouragement to 64 participants (target: 37)
- Provide medication management assistance devices to 22
participants (target: 24)
• Senior Support Program of the Tri-Valley
- Enroll 39 low income residents age 60 or older living in the Tri-
Valley in the medication safety services program (target: 38)
• United Seniors of Oakland and Alameda County
- Provide medication safety training to 286 seniors through one-on-
one and/or group sessions (target: 150)
- Conduct outreach to 7,400 seniors through community sites (target:
250)
Success Story
St. Mary’s Center
Betty, a 79-year-old African
American, engaged in a 12-week
workshop at her residence building
where a wellness coordinator
facilitated weekly classes to discuss
medication safety. Betty learned
about the safe disposal of unused,
unwanted, or expired medications.
With the support of the program,
Betty was informed that she was
taking three medications that had
major interactions, and those reports
were sent to her provider. With the
support of the program, Betty was
able to inform her provider of the
findings, and together they made
corrections on the medication
prescribed. She has fewer side-effect
symptoms now that her medication
has been revised.
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Public Health Services for Homeless Residents:
Abode Services
www.abodeservices.org
FY 18/19 Allocation: $107,123 | Expended/Encumbered: $107,123
Individuals served by Measure A: 192 (Total individuals served: 815)
Populations served: Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health, Mental Health, Substance Abuse
Service area: Fremont, Newark, Union City
Background
Abode Services works to end homelessness by helping low income
unhoused people, including those with special needs, secure stable,
supportive housing and by advocating for the removal of the causes of
homelessness.
The Abode Services HOPE Project links homeless individuals to street
medicine, mobile clinic services, and primary care providers in traditional
clinic settings to ensure that these individuals receive health care.
Outreach staff also work to link individuals to the new Alameda County
Coordinated Entry System, with the goal of securing housing for them.
HOPE Project staff speak Spanish and English, and interpretation and
translation services are used to provide services in other languages as
needed.
Measure A Funding Summary
Abode Services used its Measure A allocation to achieve the following:
• Provide 1,198 hours of housing outreach (target: 1,040)
• Provide outreach and engagement services to and enroll 192
individuals in the outreach program (target: 150)
• Perform 1,198 hours of referral and case management services
(target: 312)
• Make 1,018 outreach contacts to enrolled clients (target: 1,350)
• Distribute 1,419 hygiene and other supply kits to homeless
unsheltered individuals (target: 150)
• Make 15 complete housing referrals for eligible clients (target: 60)
• Help 15 enrolled clients collect and submit all needed documents for
a permanent supportive housing referral (target: 50)
Highlights
Abode Services exceeded its target
for referral and case management
services by almost 400%, and for the
number of hygiene and other supply
kits distributed by almost 950%.
950%
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Background
The Sandra Wing Healing Therapies Foundation provides public health
services for low income adults, families, and seniors with cancer in the
Tri-Valley area.
Measure A Funding Summary
During the first six months of its funding cycle, the Sandra Wing Healing
Therapies Foundation used its Measure A allocation to achieve the
following. Note that the target numbers are for the full 12–month cycle:
• Receive 37 applications and provide services to 75 cancer patients
(target: 108 patients)
• Assign 139 clients to care team members
• Increase the number of practitioners to 32 (target: 33)
• Ensure that 82.5% of care team members had a patient list of fewer
than 10 patients (target: 90%)
• Distribute 873 informational brochures to 56.5% of the target
chemotherapy and radiation centers and hospitals (target: 1,000
brochures to 50% of target sites)
Allocation: $10,000* | Expended/Encumbered: $5,000 for first six months of funding cycle
Individuals served by Measure A: 28 (Total individuals served: 154)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health
Service area: Dublin, Livermore, Pleasanton
*Includes Board of Supervisors discretionary allocation from District 1/Supervisor Haubert
Sandra Wing Healing Therapies
Foundation
healingtherapiesfoundation.org
Highlights
85% of clients indicated that
their Care Team Member helped
them cope with the physical and
emotional difficulties they were
experiencing (target: 70%).
85%
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Senior Injury Prevention Program
alamedasocialservices.org/staff/departments/adult_and_aging
FY 18/19 Allocation: $123,191 | Expended/Encumbered: $123,191
Individuals served by Measure A: 357 (Total individuals served: 357 )
Populations served: Indigent, Low Income, Uninsured Adults, Seniors
Services provided: Public Health
Service area: Countywide
Background
The Alameda County Area Agency on Aging (AAA) works to ensure and
sustain a life free from need and isolation for all older Alameda County
residents. Through leadership and collaboration, AAA’s community-based
system of care provides services that support independence, protect
the quality of life of older Californians and persons with functional
impairments, and promote older adult and family involvement in the
planning and delivery of services.
AAA’s Senior Injury Prevention Program (SIPP) includes the following
components:
• Enhance Fitness. This program is designed to improve the overall
functional fitness and well-being of older adults.
• Geri-Fit®. This is a progressive resistance strength program designed
to increase strength, flexibility, range of motion, mobility, gait, and
balance in older adults.
• Home Meds. This is a medication management program designed to
address medication-related problems and errors that endanger the
lives and well-being of community-dwelling elders.
• Lifestyle-integrated Functional Exercise (LiFE). This physical activity
program is designed to improve the overall functional fitness and
well-being of older adults.
• A Matter of Balance. This physical activity program is designed to
reduce fall risk, reduce fear of falling, improve falls self-management,
improve falls self-efficacy, and promote physical activity.
• Minor home modifications. SIPP provides residential modifications of
homes that are necessary to facilitate the ability of older individuals
to remain at home and that are not available under other programs.
• Tai Chi: Moving for Better Balance. This physical activity program is
designed to improve balance, strength, and physical performance for
older adults to reduce fall frequency.
Services are offered in English and Spanish.
Highlights
98% of class participants were
satisfied with the amount of
individual attention and level of
challenge in the exercises (target:
90%).
98%
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Measure A Funding Summary
SIPP used its Measure A allocation to provide the following:
• 1,891 Enhance Fitness sessions to 34 unduplicated participants
(target: 1,606 sessions to 34 participants)
• 239 Geri-Fit sessions to 77 unduplicated participants (target: 157
sessions to 77 participants)
• Home Meds medication management to 105 unduplicated consumers
(target: 75)
• LiFE sessions to 15 unduplicated participants (target: 14)
• 53 Matter of Balance classes to 12 unduplicated participants (target:
53 classes to 12 participants)
• Minor home modifications to 38 unduplicated consumers (target: 24)
• 515 Tai Chi: Moving for Better Balance classes to 76 unduplicated
participants (target: 772 classes to 76 participants)
Success Story
Sharon, a 61-year-old African
American female, is a participant in
the Enhance Fitness program. When
she began experiencing multiple
symptoms from the medication she
was taking, she decided to contact
the Home Meds program to get her
medication reviewed. Upon review,
Sharon realized that several of her
medications interacted with some of
the foods she was consuming. She
worked with her Health & Fitness
Coordinator to make changes in
her nutrition habits to remove the
foods that were causing interaction
and make healthier choices when
shopping. Sharon shared her
experience with other women in
her residence building and was able
to recruit other members to the
program.
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Background
The East Oakland Collective (EOC) is a member-based community
organizing group serving the communities of deep East Oakland by
working towards racial and economic equity. With programming in civic
engagement and leadership, economic empowerment, neighborhood
and transportation planning, and homeless services and solutions, EOC
helps amplify underserved communities from the ground up.
Distributing nutritious food and essential supplies to transient,
unhoused, low income, and uninsured populations not only helps
address some of the basic needs for this population but also provides
a conduit to gain trust and allows for the dissemination of information
and referrals. This population often lacks the knowledge of resources
and/or struggles with connecting with agency and government
assistance. EOC acts as the middle person to connect the served
population to housing and shelter referrals, while also advocating for
more resources to encampments.
Measure A Funding Summary
EOC used its Measure A allocation to distribute the following to
individuals who are no to low income or who are unsheltered and living
in homeless encampments across Oakland:
• 19,400 nutritious meals to 9,085 unduplicated individuals (target:
15,000 meals to 2,500 individuals)
• 4,006 hygiene and medical supply packages to 4,006 unduplicated
individuals (target: 15,000 packages to 2,500 individuals)
Allocation: $15,000* | Expended/Encumbered: $15,000
Individuals served by Measure A: 5,464 (Total individuals served: 14,010)
Populations served: Low Income, Uninsured Adults, Families, Seniors
Services provided: Public Health
Service area: Oakland, Homeless or Transient
*Includes Board of Supervisors discretionary allocation from District 4/Supervisor Miley
Social Good Fund, Inc. (The East Oakland Collective)
eastoaklandcollective.com
Highlights
53.75% of meal recipients reported
that they would not have received a
nutritious meal that day otherwise
(target: 50%).
53.75%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 129
Background
Spectrum Community Services improves the health and safety of seniors
and low income residents in Alameda County by enhancing their quality
of life and helping them age at home with dignity.
Spectrum’s Fall Prevention classes and workshops help seniors to avoid
falls by working on cardiovascular endurance, upper-body and lower-
body strengthening, balance, and flexibility. The program includes
the Enhance Fitness exercise class, which includes fall prevention
tips. Classes are offered free to participants. Select classes are taught
bilingually in Chinese and Spanish.
The classes also help community members become part of a group of
individuals that have common concerns regarding aging. They alleviate
isolation and loneliness by creating an atmosphere that makes it
easy for people to make friends. They also provide a forum for sharing
information about important issues and discussing what is happening in
participants’ communities.
Measure A Funding Summary
The Spectrum Fall Prevention program used its Measure A allocation to
achieve the following:
• Provide 452 weekly one-hour Enhance Fitness exercise classes to
1,340 seniors, representing 172 unique participants per week, at
locations in Castro Valley, Oakland, and San Leandro (target: 450
classes to 800 seniors, representing 60 unique participants per week)
• Provide 234 weekly one-hour Enhance Fitness exercise classes to 192
seniors, representing 73 unique participants per week, at locations in
Fremont and Hayward (target: 650 seniors, representing 50 unique
participants per week)
Allocation: $55,000 | Expended/Encumbered: $55,000
Individuals served by Measure A: 245 (Total individuals served: 1,062)
Populations served: Indigent, Low Income, Uninsured Seniors
Services provided: Public Health
Service area: Castro Valley, Fremont, Hayward, Newark, Oakland, Pleasanton, San Leandro, San Lorenzo, Union City
*Includes Board of Supervisors discretionary allocation from District 2/Supervisor Valle and District 4/Supervisor Miley
Spectrum Community Services, Inc.:
Fall Prevention Program
spectrumcs.org
Success Story
A year after joining the Spectrum
Fall Prevention exercise class,
Dianne, 72, had hip replacement
surgery. Six weeks later, Dianne
returned to the class—compared
to a typical hip replacement
patient, who does not return to
class for two to three months.
A few weeks after her return,
Dianne was on her feet and
exclaimed, “This is the first time I
have done this without pain!”
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 130
• Conduct 362 fitness assessments at locations in Castro Valley,
Oakland, and San Leandro (target: 240)
• Conduct 105 fitness assessments at locations in Fremont and
Hayward (target: 50)
• Provide 46 weekly fall prevention tips at locations in Castro Valley,
Oakland, and San Leandro, and 46 at locations in Fremont and
Hayward (target: 44 each)
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 131
Background
Spectrum Community Services improves the health and safety of seniors
and low income residents in Alameda County by enhancing their quality
of life and helping them age at home with dignity.
Through the Meals on Wheels program, healthy meals are available
for seniors ages 60 years and older who are unable to prepare their
own food and have difficulty with mobility. Fresh, nutritious meals
are distributed during the week, and chilled or frozen meals can be
preordered for weekends and holidays. These nutritious meals are
essential to the senior recipients’ health.
The daily wellness and safety check from the Meals on Wheels
volunteers who visit with each older adult breaks the cycle of isolation
and helps prevent depression. In addition, many of the seniors the
program serves are not connected to other community-based services.
Through a thorough assessment process, the program often identifies
additional resources to help these older adults.
Measure A Funding Summary
The Spectrum Meals on Wheels program used its Measure A allocation
to deliver 15,819 meals to 132 homebound seniors in Dublin, Livermore,
Pleasanton, and Sunol (target: 18,692 meals to 64 seniors).
Allocation: $150,000* | Expended/Encumbered: $75,000 for first six months of funding cycle
Individuals served by Measure A: 97 (Total individuals served: 488)
Populations served: Indigent, Low Income Seniors
Services provided: Public Health
Service area: Dublin, Livermore, Pleasanton, Sunol
*Includes Board of Supervisors discretionary allocation from District 1/Supervisor Haubert
Spectrum Community Services, Inc.:
Meals on Wheels
spectrumcs.org
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 132
Background
Women’s Cancer Resource Center (WCRC) creates opportunities for
women with cancer to improve their quality of life through education,
supportive services, and practical assistance.
WCRC allows for multiple points of entry to its services. As clients
receive support, they are introduced to other WCRC programs that may
support their global wellness. Additionally, they may be connected
to programs outside of WCRC. For example, if a client reaches out to
WCRC expressing a need to be connected to other people as a way to
manage her sadness, the WCRC volunteer works to address the client’s
self-stated need for a support group. Next, the volunteer explores other
WCRC offerings that might help the client connect to others so she feels
less isolated. WCRC’s Wellness Workshops provide opportunities for
connectedness and support.
Services are provided in English and Spanish.
Measure A Funding Summary
WCRC used its Measure A allocation to achieve the following:
• Have 17 staff and volunteers provide information on cancer-related
resources and referrals to an average of 267 individuals per quarter,
through 1,381 hours of support to callers and walk-in clients (target:
12 staff/volunteers supporting 260 individuals per quarter by offering
1,560 hours of support)
• Offer 232 affinity-based support groups for women with cancer led by
an average of 7.7 staff and consultants (target: 276 groups led by 10
staff/consultants)
• Offer free psychotherapy services from 29 therapists to 39 low income
women with cancer (target: 35 therapists and 70 women)
• Provide 11 case consultation sessions led by licensed staff (target: 10)
• Provide three professional development in-service sessions for
volunteer therapists (target: three)
Allocation: $20,000* | Expended/Encumbered: $20,000
Individuals served by Measure A: 981 (Total individuals served: 1,330)
Populations served: Indigent, Low Income, Uninsured Adults, Families, Seniors
Services provided: Public Health, Mental Health
Service area: Countywide
*Includes Board of Supervisors discretionary allocation from District 5/Supervisor Carson
Women’s Cancer Resource Center
wcrc.org
Success Story
Cleo engaged with WCRC after she
received a metastatic breast cancer
diagnosis and needed someone to
talk to about her shock, sadness, and
frustration. As her cancer progressed,
Cleo felt that it would be useful
to access WCRC’s Free Therapy
Program (FTP) to receive 12 free
psychotherapy sessions, removing
a cost barrier for her. WCRC paired
Cleo with a licensed volunteer
therapist who met with Cleo to
process her worry, fear, and anger
about having to live with metastatic
cancer in her 40s. Cleo felt the
FTP played an important role in
supporting her mental health.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 133
Youth and Family Opportunity
Initiatives
achealthyschools.org
FY 18/19 Allocation: $2,704,654 | Expended/Encumbered: $2,704,654
Individuals served by Measure A: 19,610 (Total individuals served: 19,610)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health, Mental Health, Substance Abuse
Service area: Countywide, Homeless or Transient
Background
The Center for Healthy Schools and Communities (CHSC) works to foster
the academic success, health, and well-being of Alameda County youth
by building universal access to high quality supports and opportunities
in schools and neighborhoods.
The countywide Youth and Family Opportunity (YFO) initiative provides
a variety of supports and opportunities to youth to strengthen their
protective factors, encounter less risk, and ultimately show evidence
of higher rates of successful transitions into adulthood, which lead to
improved health outcomes throughout life. YFO partners are situated
in the County’s areas of highest need based on social determinants of
health and work to address those needs to interrupt cycles of inequity
and create schools and communities that support all young people to
thrive.
In addition to the formal health and wellness services offered to youth
and families, YFO organizations also offer family support and youth
development services as part of their holistic programming and may
serve as the safety net for a young person or family who is just short of
extreme crisis.
The organizations involved in the YFO initiative include the following:
• Alameda Family Services (AFS) provides an array of health and
wellness services to families, including outreach, information and
referrals, health and benefit enrollment assistance, case management,
and workshops on topics such as on parenting education, talking
to parents about sexual abuse prevention, and healthy eating. AFS
facilitates access to health-related services for youth, families, and
seniors through their collaboration with 31 partner organizations.
• Alternatives in Action (AIA) provides a full continuum of cultural-
responsive health and wellness supports through a myriad of
partnerships. AIA’s health and wellness and youth development
Matching Funds
$2.5M
from the following sources:
• Medi-Cal Administrative Activities
(MAA)
• Alameda County funding:
Board of Supervisors, Probation
Department, Social Services
Administration
• Local and national foundations
• Federal grants
• City funding
• Individual donors
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 134
activities include gardening and healthy living, violence prevention,
self-esteem, gender-based empowerment, identity development,
healthy relationships, and social justice.
• Berkeley Youth Alternatives (BYA) provides culturally competent case
management, behavioral health, and youth development services
to low income children and youth ages 6–18 and their families.
Activities and supports include the SPARK Health Program, nutrition
and gardening programs, health screenings, one-on-one counseling,
mentoring, physical fitness activities, and health clinic services with
community partners.
• East Bay Asian Youth Center (EBAYC) provides school-day and after-
school holistic supports, including care coordination, individual
case management and referrals, mentoring, and youth development
activities. EBAYC coordinates the Coordination of Services Team
(COST) and participates in the Culture and Climate Team at Oakland
High School, including training school staff and partners.
• Fremont Family Resource Center (FFRC) is a collaboration of 24 state,
County, City of Fremont, and nonprofit organizations working together
to serve families living in the Tri-Cities. As a “one stop” resource center,
they provide case management and referrals to a wide array of health,
wellness, and basic needs supports, including Medi-Cal and benefits
enrollment, internal and external referrals to health and behavioral
health services, and family financial stability through SparkPoint.
• Fremont Unified School District offers supports across the three tiers
of prevention, early intervention, and treatment; behavioral health
coordination and infrastructure; and linkages to primary care services
and other health-related resources in the community. The Program
Managers support the district and partners in expanding the multi-
tiered system of supports and in implementing effective COST, which
are the core of the system of identification, referral, and service
delivery for students. The district also supports truant students and
families and works to engage and support families via Parent Cafes.
• La Familia Counseling Services serves low income, underserved,
primarily Spanish-speaking communities in Hayward with health
access and family support services through a partnership with the
Hayward Unified School District (HUSD). La Familia runs a Parent
Ambassador Program to conduct outreach and provides case
management and referrals to HUSD youth and their families. La
Familia also offers health and wellness resources at HUSD sites
and at their Fuller Family Resource Center, including health care
and benefits eligibility and enrollment, chronic disease education,
nutrition and fitness classes, and immigration support.
• Newark Unified School District’s (NUSD) Newark Parent Partner
Program provides health access and family support services,
primarily through workshops and referrals to partner organizations.
Partnerships with over 30 organizations enable families to access
health and benefits enrollment and health care, basic needs support,
legal aid, and mental health supports. Workshops focus on positive
parenting, adapting to a new culture and parenting, and nutrition.
Success Story
BYA
As a seventh grader, Jessica was
failing all her classes, shutting
down verbally and emotionally,
and being disrespectful at home.
BYA staff suggested counseling
and participation in the BYA after-
school program to help with
Jessica’s social skills and academics.
In the beginning, Jessica was
unapproachable and very angry.
She stayed with BYA in the eighth
grade and really started to change.
She was smiling more, and staff
noticed her a few times laughing
and playing games with other kids.
Jessica told staff that she wanted
to prepare for high school, and that
year, with tutoring, she was able
to increase her math, reading, and
writing skills.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 135
• REACH Ashland Youth Center offers a variety of programs for youth
that increase their healing, sense of connection, and belonging, as
well as increasing their access to health care. REACH clinical case
managers and community health outreach workers specifically focus
on youth health and wellness. REACH partners with community
providers to provide onsite behavioral, physical, and dental health
services; health education and internships; youth leaderships;
recreation and fitness; arts and creativity; education; and career and
employment supports.
• The Tri-Valley Health Initiative is a collaboration between the school
districts; the cities of Pleasanton, Dublin, and Livermore; County Board
of Supervisor Districts 1 and 4; the Alameda County Health Care
Services Agency; Kaiser Permanente; and Stanford Valley Care Health.
The Initiative supports Community Health and Wellness Events in
all three cities to provide immunizations; physical, dental, vision, and
other health screening and referrals; health education; and health
care enrollment to youth and families.
• Union City Family Center (UCFC) offers a range of onsite supports and
referrals to a vast partnership collaborative for children and families
in the New Haven Unified School District, specifically in the Decoto
neighborhood of Union City. For parents, UCFC staff and partners
provide health and wellness workshops that include wellness,
mindfulness, and health eating. They also provide fathers and mothers
groups and parent affinity groups (Filipino, Chinese, Asian-Indian, and
Latino). UCFC has also launched a food distribution program, which is
one of the largest food distribution sites in Alameda County.
• Youth Radio provides wraparound health and wellness support
to youth enrolled in their media arts education and internship
programs. Services include a self-assessment of needs and interests
and a bio-psycho-social assessment (SIGECAPS), case management,
behavioral health services, and healthy food. Case managers work
with youth to navigate a wide range of challenges and opportunities
and refer youth for basic needs and counseling services through their
collaboration with community-based organizations.
YFO organizations employ bilingual, bicultural staff, many of whom are
bilingual in at least one other language.
Measure A Funding Summary
YFO Initiative providers used their Measure A allocation to achieve the
following:
• Hold 101 community events focused on raising awareness of free and
affordable health care services, at which 25,479 contacts were made
(target: 60–70 events and 20,000 contacts)
• At the events, provide the following:
- Application assistance to enroll in CalFresh, CalWORKs, or other
public benefits to 481 families (target: 350–400)
Highlights
98% of youth agreed their
program helped them get services
or opportunities they wouldn’t
otherwise have (target: 85%).
96% of youth and families agreed
or strongly agreed they now had
places to go for health and wellness
services (target: 85%).
98%
96%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 136
- Information about health insurance and benefits eligibility and/or
referrals to an offsite location for application assistance to 3,967
families (target: 3,000)
• Serve over 200 children and families at one health fair and three
smaller health events in the Tri-Valley (target: 250 children and
families)
• Through the UCFC food bank, provide healthy snacks to more than
5,000 youth and 3,000 adults (target: 3,500)
• Serve 1,003 youth at the REACH Ashland Youth Center onsite Health
Center (target: 1,000)
• Serve 2,338 youth through care coordination, case management, and
referrals (target: 1,000)
• Serve 403 youth through individual and group counseling (target:
150)
• Engage 654 youth in health and wellness workshops focused on
health education and healthy lifestyle choices (target: 1,000)
• Enable 25 youth to participate in leadership development activities
that increase resiliency by focusing on personal growth, health and
wellness, and leadership (target: 20–30)
• Enable 300 youth to participate in arts and enrichment activities that
increase resiliency and social-emotional well-being (target: 272)
• Provided college and career support to 125 youth
• Provide support with chronic attendance issues to 335 youth
• Enable 156 youth to participate in college and career readiness
activities
• Enable 594 youth to participate in digital media training and
internships
• Provide case management to 4,692 parents/caregivers (target: 2,500)
• Make home visits with resource referrals to 331 parents/caregivers
• Provide individual counseling and support groups to 150 parents/
caregivers
• Provide crisis intervention, including basic needs support, to 655
parents/caregivers
• Ensure that 326 parents/caregivers participated in health and
wellness workshops focused on health education and healthy lifestyle
choices (target: 300)
• Ensure that 102 parents/caregivers participated in leadership
development activities that increase resiliency and ability to support
their children’s healthy development and success (target: 100)
• Enable 78 parents/caregivers to participate in career readiness
classes
• Enable 385 parents/caregivers to participate in financial literacy
• Enable 2,699 parents/caregivers to participate in school-based
engagement efforts
Success Story
La Familia
The Parent Ambassador Supervisor
was contacted about mental health
services for a student at one of the
middle schools who had recently
lost her mother. The Supervisor told
the girl’s father about the services
La Familia’s Cultura and Bienestar
program offers, along with other
supports. The Supervisor worked to
ensure the consent forms were filled
out and the referral was smooth,
especially given how overwhelmed
the father was with the loss. The
program was able to successfully
connect the student to grief
counseling and continued to follow
up with home visits until both the
student and father felt there was no
longer a need.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 137
APPENDICES
APPENDIX A: Measure A Auditor-Controller Report
APPENDIX B: FY 18/19 Budget Information
APPENDIX C: FY 18/19 Measure A Fund Distribution by Provider or Program
APPENDIX D: Maps: Geographic Distribution of Providers Funded by Measure A in FY 18/19
Map 1 Alameda County Public Health Programs
Map 2 Alameda County Behavioral Health Care Services
Alcohol and Other Drug Providers
Map 3 Alameda County Behavioral Health Care Services
Mental Health Community-Based Organization Providers
Map 4 School-Based Health Centers
Map 5 HealthPAC Provider Network
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 138
150 160 170
REVENUE RECEIVED EACH FISCAL YEAR (FY 04/05 THROUGH FY 18/19)
Alameda Health System Board of Trustees Alameda County Board of Supervisors
FY 04/05
FY 05/06
FY 06/07
FY 07/08
FY 08/09
FY 09/10
FY 10/11
FY 11/12
FY 12/13
FY 13/14
FY 14/15
FY 15/16
FY 16/17
FY 17/18
FY 18/19
$106,756,815 $35,585,604
APPENDIX A
Measure A Auditor-Controller Report
FY 04/05 through FY 18/19
Measure A Funds received from the state and the distribution of the funds according to the provisions of Measure A:
TOTAL REVENUE RECEIVED (FY 04/05 THROUGH FY 18/19)
$1.80 BILLION
Alameda County Board of Supervisors$451 MILLION
Alameda Health System Board of Trustees$1,353 MILLION
130 1401201101009080
Millions of dollars
706050403020100
$60,117,363 $20,039,121
$81,323,423 $27,107,808
$84,709,434 $28,236,479
$86,353,758 $28,784,587
$78,795,611 $26,265,206
$70,406,165 $23,468,723
$77,220,213 $25,740,069
$83,787,603 $27,929,200
$89,281,278 $29,760,426
$95,071,058 $31,690,352
$102,780,581 $34,260,195
$114,221,279 $ 38,073,760
$123,148,555 $41,049,520
$98,654,234 $32,884,744
75%
25%
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 139
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2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 141
APPENDIX C:
FY 18/19 MEASURE A FUND DISTRIBUTION
BY PROVIDER OR PROGRAM
GROUP 1: BEHAVIORAL HEALTH
MEASURE A ALLOCATION FY 18/19
EXPENDED/ENCUMBERED FY 18/19
Behavioral Health and Alcohol and Other Drug (AOD) Community-Based Providers
Alameda County Mental Health Association 40,175 20,811
Alameda Family Services 9,176 -
Asian Health Services, Inc. 10,257 -
Axis Community Health, Inc. 6,710 -
Berkeley Addiction Treatment Services, Inc. 5,498 -
Bi-Bett Corporation 2,594 -
Bonita House, Inc. 61,311 -
Building Opportunities for Self-Sufficiency (BOSS) 33,921 33,920
Center for Independent Living 2,627 2,627
Crisis Support Services of Alameda County 35,478 35,478
CURA 39,307 -
Filipinos Advocates for Justice 19,259 19,205
Horizon Services, Inc. 13,116 13,116
Humanistic Alternatives to Addiction 2,493 -
Institute for the Advanced Study of Black Family Life & Culture 80,596 -
LifeLong (EBCRP) 36,511 -
Magnolia Women's Recovery Programs, Inc. 11,812 9,581
Native American Health Center, Inc. 30,815 -
New Bridge Foundation, Inc. 41,371 4,469
Second Chance, Inc. 86,805 -
Senior Support Program of the Tri-Valley 40,602 27,969
Southern Alameda County Comite for Raza 122,556 24,186
St. Mary's Center 45,528 43,793
Thunder Road-Adolescent Treatment 9,242 -
Uplift Family Services 38,520 20,427
Unallocated 3,233 -
Total Allocation 829,513 255,582
Center for Empowering Refugees and Immigrants (CERI) 86,096 86,096
Center for Healthy Schools and Communities (School-Based Behavioral Health Initiative)
Emery Unified School District 40,178 40,178
Hume Center 143,492 143,492
Unallocated 452,586 452,586
Total Allocation 636,256 636,256
Cherry Hill Detoxification and Sobering Center (Horizon Services, Inc.) 2,295,875 1,982,018
Criminal Justice Screening and In-Custody Services 4,306,000 4,306,000
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GROUP 1: BEHAVIORAL HEALTH
MEASURE A ALLOCATION FY 18/19
EXPENDED/ENCUMBERED FY 18/19
Health Services for Unaccompanied Immigrant Youth
La Familia Counseling Services 172,191 172,191
Unallocated 4,457 4,457
Total Allocation 176,648 176,648
La Familia Counseling Services (Glad Tidings) 20,000 20,000
Mental Health Services for Juvenile Justice Center 360,000 360,000
GROUP 2: HOSPITAL, TERTIARY CARE, OTHER
MEASURE A ALLOCATION FY 18/19
EXPENDED/ENCUMBERED FY 18/19
St. Rose Hospital 1,500,000 1,500,000
UCSF Benioff Children's Hospital Oakland 2,000,000 -
GROUP 3: PRIMARY CARE
MEASURE A ALLOCATION FY 18/19
EXPENDED/ENCUMBERED FY 18/19
Alameda County Dental Health
Axis Community Health 257,580 300,000
Unallocated - 144,237
Total Allocation 257,580 444,237
Center for Elders' Independence 57,397 57,397
Center for Healthy Schools and Communities (School Health Centers)
Alameda Family Services 124,200 124,200
Children's Hospital & Research Center 99,360 99,360
City of Berkeley 74,520 74,520
East Bay Agency for Children 49,680 49,680
East Bay Asian Youth Center 49,680 49,680
La Clinica de La Raza, Inc. 397,440 397,440
LifeLong Medical Center 149,040 149,040
Native American Health Center 198,720 198,720
Tiburcio Vasquez Health Center 149,040 149,040
Unallocated 755,400 755,400
Total Allocation 2,047,080 2,047,080
Direct Medical and Support Services (Oakland): Preventive Care Pathways 229,587 229,587
Fremont Aging and Family Services 57,397 57,397
Health Enrollment for Children 300,000 300,000
Health Services for Day Laborers
Multicultural Institute 95,662 95,662
Street Level Health Project 95,662 95,662
Unallocated 89,300 -
Total Allocation 280,624 191,324
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GROUP 3: PRIMARY CARE
MEASURE A ALLOCATION FY 18/19
EXPENDED/ENCUMBERED FY 18/19
Medical Costs for Juvenile Justice Services
Niroga Institute 89,152 89,152
Victims of Crime 90,000 79,118
Unallocated 332,739 343,621
Total Allocation 511,891 511,891
Primary Care Community-Based Organizations
Alameda Health Consortium:
Asian Health Services 610,520 610,520
Axis Community Health 638,300 638,300
Davis Street Family Resource Center 107,123 107,123
La Clínica de La Raza 1,796,318 1,796,318
LifeLong Medical Center 694,001 694,001
Native American Health Center 269,219 269,219
Tiburcio Vasquez Health Center 869,872 869,872
Tri-City Health Center 591,503 591,503
West Oakland Health Council 176,151 176,151
Unallocated 2 2
Total Allocation 5,753,009 5,753,009
Tiburcio Vasquez Health Center 40,000 40,000
GROUP 4: PUBLIC HEALTH
MEASURE A ALLOCATION FY 18/19
EXPENDED/ENCUMBERED FY 18/19
ACCMA (Alameda-Contra Costa Medical Assoc.) Community Health Foundation 20,000 20,000
Alameda Boys & Girls Club, Inc. 114,794 114,794
Alameda County Asthma Start 100,000 100,000
Alameda County Community Food Bank 15,000 15,000
Center for Early Intervention on Deafness 57,397 57,397
City of San Leandro Senior Services 57,397 57,397
Countywide Plan for Seniors (Getting the Most Out of Life) 250,000 152,456
Countywide Plan for Seniors (Home-Based Nursing Case Management)1 500,000 500,114
Countywide Plan for Seniors (Injury Prevention, Meals, Nutrition)
Afghan Elderly Association 30,402 30,402
Daybreak Adult Care Centers 52,174 52,174
Life ElderCare, Inc. 37,938 37,938
LifeLong Medical Care 36,850 36,850
Mercy Brown Bag 51,750 51,750
Rebuilding Together Oakland 6,105 6,105
Senior Support Program of the Tri-Valley 16,774 16,774
SOS/Meals on Wheels-North 382,950 382,950
SOS/Meals on Wheels-North 16,426 10,248
Spectrum Community Services 85,249 85,249
St. Mary's Center 30,490 30,490
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 144
GROUP 4: PUBLIC HEALTH
MEASURE A ALLOCATION FY 18/19
EXPENDED/ENCUMBERED FY 18/19
Countywide Plan for Seniors (Injury Prevention, Meals, Nutrition) (Continued)
Unallocated 50,700 56,878
Total Allocation 797,808 797,808
Eden Youth and Family Center 15,000 15,000
Emergency Preparedness, Mitigation, Response, & Recovery 250,000 112,466
EMS Ambulance Providers to Serve 5150 Indigent Population - 815,000
EMS Corps
Berkeley Youth Alternatives (BYA) 78,742 78,742
Other Program Expenses 529,049 529,049
Total Allocation 607,791 607,791
George Mark Children's House 50,000 50,000
Health Services for Persons Who Inject Drugs: HIV Education &
Prevention Project of Alameda County (HEPPAC) OPEND 160,684 160,684
Healthy Food Healthy Families (AC Deputy Sheriff's Activities League, Inc.) 50,000 50,000
Healthy Homes Department: Fixing to Stay & Group Living Facilities Project 208,000 208,000
HERS Breast Cancer Foundation 10,000 10,000
HIV Education & Prevention Project of Alameda County (HEPPAC) OPEND 85,000 85,000
Home Visiting Services
Brighter Beginnings 350,000 350,000
Native American Health Center/Undetermined 190,224 -
Tiburcio Vasquez Health Center 590,000 590,000
UCSF Benioff Children's Hospital Oakland 693,681 693,681
Unallocated (473,735) (283,511)
Total Allocation 1,350,170 1,350,170
La Familia Counseling Services (Youth Resiliency) 200,000 200,000
La Familia Counseling Services 30,000 30,000
Lend A Hand Foundation, Inc. of Northern California 10,000 10,000
Life ElderCare 15,000 15,000
LifeLong Medical Care: Heart 2 Heart 100,000 100,000
Nutrition Services in West Oakland: City Slicker Farms 75,000 75,000
Oakland Unified School District 115,000 115,000
Public Health Services for Pacific Islanders - 78,354
Public Health Prevention Initiative
California Prostitutes Education Project 52,025 52,025
Center for Oral Health 152,114 152,114
City of Berkeley 193,715 193,715
East Oakland Boxing Association 56,272 56,272
HIV Education and Prevention Project of Alameda County 47,294 47,294
Lotus Bloom 36,577 36,577
Mandela Partners (previously Mandela MarketPlace) 130,715 130,715
Niroga Institute 55,458 55,458
Tides (Hope Collaborative) 85,698 85,698
Unallocated 2,217,875 2,105,043
Total Allocation 3,027,743 2,914,911
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 145
GROUP 4: PUBLIC HEALTH
MEASURE A ALLOCATION FY 18/19
EXPENDED/ENCUMBERED FY 18/19
Public Health Prevention Initiative: EMS Injury Prevention 225,077 225,077
Public Health Services for Homeless Residents: Abode Services 107,123 71,853
Sandra J Wing Healing Therapies Foundation 10,000 10,000
Senior Injury Prevention Program 123,191 123,191
Social Good Fund, Inc. (The East Oakland Collective) 15,000 15,000
Spectrum Community Services, Inc. 55,000 55,000
Spectrum Community Services, Inc.: Meals on Wheels Program 75,000 75,000
UCSF Benioff Children's Hospital Oakland 20,000 20,000
Washington Hospital (Capital) 50,000 50,000
Women's Cancer Resource Center 20,000 20,000
Youth and Family Opportunity Initiatives
Alameda Family Services 114,794 114,794
Alternatives in Action (AIA) 286,985 286,985
Berkeley Youth Alternatives (BYA) 114,794 114,794
City of Fremont 172,191 172,191
Dublin Unified School District 19,131 19,131
East Bay Asian Youth Center (EBAYC) 114,794 114,794
Fremont Unified School District 114,794 114,794
Livermore Unified School District 19,132 19,132
New Haven Unified School District 114,794 114,794
Newark Unified School District 114,794 114,794
Pleasanton Unified School District 19,131 19,131
Other Program Expenses 1,499,320 1,541,133
Total Allocation 2,704,654 2,746,467
Note:
1. Actuals that exceed the budget will be offset by reduced expenditures in the next fiscal year.
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 146
APPENDIX D
MAPS: GEOGRAPHIC DISTRIBUTION OF
PROVIDERS FUNDED BY MEASURE A IN FY 18/19
Map 1 Alameda County Public Health Programs
Map 2 Alameda County Behavioral Health Care Services
Alcohol and Other Drug Providers
Map 3 Alameda County Behavioral Health Care Services
Mental Health Community-Based Organization Providers
Map 4 School-Based Health Centers
Map 5 HealthPAC Provider Network
2018–2019 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 147
MAP 1
ALAMEDA COUNTY PUBLIC HEALTH PROGRAMS FUNDED BY MEASURE A IN FY 18/19
#PROVIDER CITY
1 Axis Community Health Dublin
2 Brighter Beginnings Oakland
3 California Prostitutes Education Project Oakland
4 Center for Oral Health Oakland
5 City of Berkeley Berkeley
6 East Oakland Boxing Association Oakland
7 HIV Education and Prevention Project of Alameda County Oakland
#PROVIDER CITY
8 Lotus Bloom Oakland
9 Mandela Partners (previously Mandela MarketPlace)Oakland
10 Niroga Institute Oakland
11 Tiburcio Vasquez Health Center Hayward
12 Tides (Hope Collaborative)Oakland
13 UCSF Benioff Children's Hospital Oakland Oakland
MAP 1
ALAMEDA COUNTY PUBLIC HEALTH PROGRAMS
FUNDED BY MEASURE A IN FY 18/19
NOTE: Unincorporated areas, including Ashland, Castro Valley, Cherryland, Fairview,
San Lorenzo, and Sunol, shown lined. Cities shown in color.
MAP 2
ALAMEDA COUNTY BEHAVIORAL HEALTH CARE SERVICES ALCOHOL AND OTHER DRUG PROVIDERS
FUNDED BY MEASURE A IN FY 18/19
#PROVIDER CITY
1 Alameda Family Services Alameda
2 Axis Community Health, Inc. Pleasanton
3 Berkeley Addiction Treatment Services, Inc.Berkeley
4 Bi-Bett Corporation Oakland
5 Carnales Unidos Reformando Adictos Fremont
6 East Bay Community Recovery Project (LifeLong)Oakland
7 Filipino Advocates for Justice Oakland
8 Humanistic Alternatives to Addiction, Research,
and Treatment
Oakland
9 Horizon Services, Inc. Hayward
10 Institute For the Advanced Study of Black Family
Life & Culture, Inc.
Oakland
#PROVIDER CITY
11 La Familia Counseling Services Hayward
12 Magnolia Women's Recovery Programs, Inc.Oakland
13 Native American Health Center, Inc.Oakland
14 New Bridge Foundation, Inc.Berkeley
15 Second Chance, Inc.Newark
16 Senior Support Program of the Tri-Valley Pleasanton
17 St. Mary's Center Oakland
18 Uplift Family Services (formerly EMQ Families
First)
Campbell
19 Thunder Road (Bay Area Community Services)Oakland
MAP 2
ALAMEDA COUNTY BEHAVIORAL HEALTH CARE SERVICES
ALCOHOL AND OTHER DRUG PROVIDERS
FUNDED BY MEASURE A IN FY 18/19
NOTE: Unincorporated areas, including Ashland, Castro Valley, Cherryland, Fairview,
San Lorenzo, and Sunol, shown lined. Cities shown in color.
MAP 3
ALAMEDA COUNTY BEHAVIORAL HEALTH CARE SERVICES
MENTAL HEALTH COMMUNITY-BASED ORGANIZATION PROVIDERS
FUNDED BY MEASURE A IN FY 18/19
#PROVIDER CITY
1 Abode Services, Inc.Fremont
2 Asian Health Services Oakland
3 Bonita House, Inc.Oakland
4 Building Opportunities for Self Sufficiency Berkeley
5 Center for Empowering Refugees and Immigrants Oakland
6 Center for Independent Living Berkeley
7 Crisis Support Services of Alameda County Oakland
8 Mental Health Association of Alameda County Oakland
9 Southern Alameda County Committee for Raza (La Familia Counseling Services)Hayward
MAP 3
ALAMEDA COUNTY BEHAVIORAL HEALTH CARE SERVICES
MENTAL HEALTH COMMUNITY-BASED ORGANIZATION PROVIDERS
FUNDED BY MEASURE A IN FY 18/19
NOTE: Unincorporated areas, including Ashland, Castro Valley, Cherryland, Fairview,
San Lorenzo, and Sunol, shown lined. Cities shown in color.
MAP 4
SCHOOL HEALTH CENTERS FUNDED BY MEASURE A IN FY 18/19
#PROVIDER CITY
1 Alameda High SHC Alameda
2 San Leandro High San Leandro
3 Berkeley High SHC Berkeley
4 BTA Health Center Berkeley
5 Chappell Hayes–McClymonds High Oakland
6 Elmhurst/Alliance SHC Oakland
7 Emery SHC Emeryville
8 Encinal High SHC Alameda
9 Fremont Tiger Clinic Oakland
10 Frick Health Center Oakland
11 Fuente–REACH AYC San Leandro
12 Havenscourt Oakland
13 Hawthorne Oakland
14 Hayward High Hayward
#PROVIDER CITY
15 Island Health & Wellness Center Alameda
16 Logan High SHC Union City
17 Madison SHC Oakland
18 Rising Harte Oakland
19 Roosevelt Middle Oakland
20 San Lorenzo SHC San Lorenzo
21 Shop 55 Oakland High Oakland
22 Skyline High SHC Oakland
23 TechniClinic Oakland
24 Tennyson SHC Hayward
25 United for Success/Life Academy Oakland
26 West Oakland Middle SHC Oakland
27 Youth Heart Oakland
28 Youth Uprising Oakland
MAP 4
SCHOOL HEALTH CENTERS FUNDED BY MEASURE A IN FY 18/19
NOTE: Unincorporated areas, including Ashland, Castro Valley, Cherryland, Fairview,
San Lorenzo, and Sunol, shown lined. Cities shown in color.
MAP 5
HEALTHPAC PROVIDER NETWORK FUNDED BY MEASURE A IN FY 18/19
#CITY
Alameda Health System (site locations listed below)
1 Alameda Hospital Alameda
2 Eastmont Wellness Oakland
3 Fairmont Hospital San Leandro
4 Hayward Wellness Hayward
5 Highland Hospital Oakland
6 John George Psychiatric Pavilion San Leandro
7 Newark Wellness Newark
8 San Leandro Hospital San Leandro
Asian Health Services (site locations listed below)
9 Asian Medical Center Oakland
10 Frank Kiang Medical Center Oakland
12 Rolland & Kathryn Lowe Medical Center Oakland
Axis Community Health (site locations listed below)
12 Axis Community Health - Hacienda Pleasanton
13 Axis Community Health - Livermore Livermore
14 Axis Community Health - Pleasanton Pleasanton
Davis Street Community Center Inc
15 Davis Street Family Resource Center San Leandro
La Clinica de la Raza (site locations listed below)
16 Clinica Alta Vista Oakland
17 San Antonio Neighborhood Health Center Oakland
18 Transit Village Oakland
LifeLong Medical Care (site locations listed below)
19 Ashby Health Center Berkeley
20 Downtown Oakland Clinic Oakland
#CITY
21 Howard Daniel Clinic Oakland
22 LifeLong Medical Care-East Oakland Oakland
23 Over 60 Health Center Berkeley
24 West Berkeley Family Practice Berkeley
Native American Health Center
25 Seven Directions Oakland
St. Rose Hospital
26 St. Rose Hospital (ER/IP)Hayward
Tiburcio Vasquez Health Center (site locations listed below)
27 Tiburcio Vasquez Firehouse Clinic Hayward
28 Tiburcio Vasquez Hayward Hayward
29 Tiburcio Vasquez San Leandro San Leandro
30 Tiburcio Vasquez Silva Clinic Hayward
31 Tiburcio Vasquez Union City Union City
Tri-City Health Center (site locations listed below)
32 Tri-City Health Center - Irvington Fremont
33 Tri City Health Center - Liberty Fremont
34 Tri City Health Center - Main Street Fremont
35 Tri City Health Center - Mowry I Fremont
36 Tri City Health Center - Mowry II Fremont
37 Tri City Health Center - State Fremont
West Oakland Health Center (site locations listed below)
38 Albert J. Thomas Medical Clinic Oakland
39 East Oakland Health Center Oakland
40 West Oakland Health Center Oakland
41 William Byron Rumford Medical Center Berkeley
The Health Program of Alameda County, also known as HealthPAC (and formerly known as CMSP or ACE), is a County program that provides affordable health care to uninsured people living in
Alameda County. Services are provided through one of the nine community-based clinics that are part of the network or through the Alameda Health System (dba Alameda County Medical Center).
MAP 5
HEALTHPAC PROVIDER NETWORK FUNDED BY MEASURE A IN FY 18/19
NOTE: Unincorporated areas, including Ashland, Castro Valley, Cherryland, Fairview,
San Lorenzo, and Sunol, shown lined. Cities shown in color.