HomeMy WebLinkAboutfy-19-20-measure-a-report-web-versionMeasure A —
Health Care for All
Measure A
Essential Health Care Services Tax Ordinance
MEASURE A CITIZEN OVERSIGHT COMMITTEE
14TH REPORT TO THE ALAMEDA COUNTY
BOARD OF SUPERVISORS AND THE PUBLIC
Review of Expenditures
July 1, 2019 – June 30, 2020
Measure A — Health Care for All
MEASURE A
Essential Health Care Services Tax Ordinance
MEASURE A CITIZEN OVERSIGHT COMMITTEE
14TH REPORT
TO THE ALAMEDA COUNTY BOARD OF SUPERVISORS
AND THE PUBLIC
REVIEW OF EXPENDITURES IN
Fiscal Year (FY) 2019/2020
July 1, 2019 – June 30, 2020
PHOTO CREDITS
Clockwise from top left: LIFE ElderCare; Health Services for Day Laborers: Multicultural Institute; Alameda
Boys & Girls Club, Inc.; Health Services for Day Laborers: Street Level Health Project; HERS Breast Cancer
Foundation; Alameda Boys & Girls Club, Inc.
Page 7 (L to R): Family Paths; Tiburcio Vasquez Health Center, Inc.; Drivers for Survivors; Health Services
for Day Laborers: Street Level Health Project; Alameda Boys & Girls Club, Inc.
Page 9: Alameda Boys & Girls Club, Inc.
Page 10: Home Visiting Services; Health Services for Day Laborers: Street Level Health Project
Page 11: Medical Costs for Juvenile Justice Center: Niroga Institute
Page 12: Center for Healthy Schools and Communities; Emergency Medical Services (EMS) Corp
Page 13: Public Health Prevention Initiative; LifeLong Medical Care Heart 2 Heart
Page 14: Health Services for Day Laborers: Multicultural Institute
Page 22: Center for Healthy Schools and Communities (School-Based Behavioral Health Initiative)
Page 29: La Familia Counseling Services (Glad Tidings)
Page 40: UCSF Benioff Children’s Hospital Oakland
Page 57, 59: Health Services for Day Laborers: Multicultural Institute
Page 60, 61: Health Services for Day Laborers: Street Level Health Project
Page 66: Medical Costs for Juvenile Justice Center: Niroga Institute
Page 68: Medical Costs for Juvenile Justice Center: Victims of Crime
Page 75: Tiburcio Vasquez Health Center, Inc.
Page 77: Washington Hospital Healthcare Foundation
Page 82: Alameda Boys & Girls Club, Inc.
Page 88: Center for Early Intervention on Deafness
Page 90: Countywide Plan for Seniors: Getting the Most Out of Life
Page 97: Drivers for Survivors
Page 101: Emergency Medical Services (EMS) Corps
Page 104: Family Paths
Page 106: HIV Education and Prevention Project of Alameda County (HEPPAC)
Page 107, 108: Healthy Food Healthy Families: Alameda County Deputy Sheriffs’ Activities League
Page 111: Healthy Food Healthy Families: Native American Health Center
Page 117: HERS Breast Cancer Foundation
Page 118: Home Visiting Services
Page 123: Latino Men and Boys Program
Page 125: LIFE ElderCare
Page 126: LifeLong Medical Care Heart 2 Heart
Page 131, 135: Public Health Prevention Initiative
Page 141: Safe Alternatives to Violent Environments (SAVE)
Page 142, 144: Senior Injury Prevention Program
Page 148: Service Opportunities for Seniors (Meals on Wheels)
Page 151: Spectrum Community Services, Inc.: Fall Prevention Program and Meals
Page 154: Youth and Family Opportunity Initiatives
CONTENTS
Measure a Citizen Oversight COMMittee MeMbers ................................................................................6
...............................................................................................................................7
................................................................................................................15
...................................................16
Behavioral Health and Alcohol and Other Drug Community-Based Providers ............................................21
Center for Healthy Schools and Communities (School-Based Behavioral Health Initiative) ............................23
Cherry Hill Detox and Sobering Station .................................................................................................25
Criminal Justice Screening and In-Custody Services ................................................................................27
La Familia Counseling Services (Glad Tidings) ........................................................................................29
Mental Health Services for Juvenile Justice Center ...................................................................................30
Mental Health Services for Newcomers and Immigrants (CERI) .................................................................32
Mental Health Services for Unaccompanied Immigrant Youth ..................................................................34
Substance Use Disorder Services .........................................................................................................36
hOspital, tertiary Care, Other
St. Rose Hospital ................................................................................................................................38
UCSF Benioff Children’s Hospital Oakland ............................................................................................40
priMary Care
Alameda County Dental Health ............................................................................................................45
Center for Elders’ Independence .........................................................................................................47
Center for Healthy Schools and Communities (School-Based Behavioral Health Initiative) ...........................48
Direct Medical and Support Services (Oakland): Preventive Care Pathways ...............................................51
Direct Medical and Support Services: Roots Community Health Center.....................................................53
Health Insurance Enrollment ...............................................................................................................55
Health Services for Day Laborers: Multicultural Institute ...........................................................................56
Health Services for Day Laborers: Street Level Health Project ...................................................................59
Health Services for Unaccompanied Immigrant Youth ............................................................................61
Medical Costs for Juvenile Justice Center: Direct Service Planning and Administration .................................63
Medical Costs for Juvenile Justice Center: Niroga Institute .......................................................................65
Medical Costs for Juvenile Justice Center: Victims of Crime ......................................................................67
Primary Care Community-Based Organizations .....................................................................................69
Roots Community Health Center ..........................................................................................................72
Tiburcio Vasquez Health Center, Inc. ....................................................................................................74
Washington Hospital Healthcare Foundation .........................................................................................76
West Oakland Health Center ...............................................................................................................77
publiC health
Alameda Boys & Girls Club, Inc. ...........................................................................................................81
Alameda County Pharmacist Association ...............................................................................................83
Area Agency on Aging Meals on Wheels Program ..................................................................................84
Asthma Start......................................................................................................................................85
Center for Early Intervention on Deafness ..............................................................................................87
Countywide Plan for Seniors: Getting the Most Out of Life .......................................................................89
Countywide Plan for Seniors: Home-Based Nursing Case Management ....................................................91
Countywide Plan for Seniors: Senior Injury Prevention Program ................................................................93
COVID-19 Crisis Response Services ......................................................................................................94
Dana Burrell (Glass Door Communications) ...........................................................................................95
Drivers for Survivors ...........................................................................................................................96
Eden United Church of Christ (Padres Unidos)........................................................................................97
Eden Youth and Family Center .............................................................................................................98
Emergency Medical Services Corps ...................................................................................................100
Ernestine C. Reems Community Services ..............................................................................................101
Family Paths ....................................................................................................................................102
Health Services for Persons Who Inject Drugs:
HIV Education and Prevention Project of Alameda County .....................................................................104
Healthy Food Healthy Families: Alameda County Community Food Bank ................................................106
Healthy Food Healthy Families: Alameda County Deputy Sheriffs’ Activities League .................................107
Healthy Food Healthy Families: La Clinica De La Raza............................................................................109
Healthy Food Healthy Families: Native American Health Center ..............................................................110
Healthy Food Healthy Families: Roots Community Health Center ............................................................111
Healthy Food Healthy Families: UCSF Benioff Children’s Hospital Oakland ...............................................112
Healthy Food Healthy Families: West Oakland Health Council, Inc. .........................................................113
Healthy Homes Department Fixing to Stay & Group Living Facilities Project ..............................................114
HERS Breast Cancer Foundation .........................................................................................................116
Home Visiting Services ......................................................................................................................117
Homelessness 3-Year Action Plan ........................................................................................................119
La Familia Counseling Service: Youth Resiliency ...................................................................................120
Latino Men and Boys Program ............................................................................................................122
LIFE ElderCare .................................................................................................................................124
LifeLong Medical Care Heart 2 Heart ..................................................................................................125
Love Never Fails...............................................................................................................................127
Nutrition Services in West Oakland: City Slicker Farms .........................................................................128
Public Health Prevention Initiative ......................................................................................................130
Public Health Prevention Initiative: EMS Injury Prevention ......................................................................135
Public Health Services for Homeless Residents: Abode Services ............................................................138
Safe Alternatives to Violent Environments ............................................................................................140
Senior Injury Prevention Program ........................................................................................................141
Senior Support Program of the Tri-Valley .............................................................................................146
Service Opportunities for Seniors (Meals on Wheels) ............................................................................147
Southern Alameda County Comite de la Raza Mental Health DBA La Familia Counseling Services ..............148
Spectrum Community Services, Inc.: Fall Prevention Program and Meals ................................................149
UCSF Benioff Children's Hospital Oakland (FIND Desk Services) .............................................................151
Youth and Family Opportunity Initiatives .............................................................................................152
appendiCes
appendix a: Measure a auditOr-COntrOller repOrt Fy 04/05 thrOugh Fy 19/20 .......................................... 157
............................................................................................. 158
appendix C: Fy 19/20 Measure a Fund distributiOn by prOvider Or prOgraM .................................................. 160
appendix d: Maps: geOgraphiC distributiOn OF prOviders Funded by Measure a in Fy 19/20 ............................... 166
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 6
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 about the Measure A Citizen Oversight Committee, please
contact the Alameda County Health Care Services Agency at MeasureA@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 Ann E. Maris, PhD Alameda County Taxpayers Association, Inc.
Seat 4 (vacant) Alameda County Mental Health Board
Seat 5 Nestor Castillo Alameda County Public Health Commission
Seat 6 (vacant) Alameda Central Labor Council
Seat 7 Rachel Richman Alameda Central Labor Council
Seat 8 Rebecca Rozen Hospital Council of Northern & Central California
Seat 9 Frank Staggers Jr., M.D. Alameda-Contra Costa Medical Association
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 David Haubert
Seat 14 (vacant) District 2 Supervisor Richard Valle
Seat 15 Charles Go, Ph.D. District 3 Supervisor Dave Brown
Seat 16 Linda Tangren District 4 Supervisor Nate Miley
Seat 17 (vacant) District 5 Supervisor Keith Carson
ALAMEDA COUNTY HEALTH CARE SERVICES AGENCY STAFF
Colleen Chawla, Agency Director
Kristel Acacio, Finance Director
James Nguyen, Administrative & Financial Services Manager
Tamara Lawson, Program Financial Specialist
Justine Eclipse, Secretary
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 7
About the Measure A Citizen
Oversight Committee
O ne 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 Measure A
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
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.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 7
FY 2019/2020 Measure A Executive Summary
(July 1, 2019 – June 30, 2020)
Revenue & Expenditures: At a Glance
Of the $157,068,735* that Measure A generated in FY 19/20, 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
Fairmont
4.7%
John George
7.8%
San Leandro
7.7%
Highland Acute
37.9%
Park Bridge
1.4%
Alameda Hospital
8.5%
Provider Services
28.1%
Ambulatory
3.9%
Public Health 35%
Behavioral Health 20%
Primary Care 24%
Hospital, Tertiary Care, Other 21%
* 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.
$39.2 M Allocation
of Measure A Funds Approved by
the Board of Supervisors**
$117.8 M Allocation
of Measure A Funds to
Alameda Health System
75%
$117.8 M
GENERATED
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 8
25%
$39.2 M*
GENERATED
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 9
Alameda Boys & Girls Club
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 80,779 individuals, or 4.9% of County
residents, remain uninsured, according to the American Community
Survey estimates for 2020. (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.
Moreover, the novel coronavirus (COVID-19) pandemic, which began in
December 2019, has disproportionately impacted vulnerable populations
in Alameda County, including older adults and seniors, persons
experiencing homelessness, and communities of color. Collectively, many
of the community-based organizations, health care providers, County
agencies, and school and city partners funded by Measure A responded to
the pandemic to expand COVID-19 testing and contract tracing; support
shelter-in-place, isolation, quarantine, and protective measures, especially
for high risk groups; and participate in other countywide responses to
address the needs of marginalized communities most impacted by the
pandemic.
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.
Touching the Lives of Many…
Even in the face of COVID-19, many Measure A providers continued to
serve large numbers of County residents. For example, the 75% of Measure
A tax revenues that supports AHS enabled them to provide services to
119,276 patients in FY 19/20. Providers under the Public Health Prevention
Initiative served a cumulative total of 36,916 County residents through
Measure A, while the member agencies of the Primary Care Community-
Based Organizations served 15,082 residents.
AHS served over 119,276
County residents through
Measure A in FY 19/20,
while the Alameda County
Public Health Department
Public Health Prevention
Initiative served over
36,916.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 10
Home Visiting Services
…And Covering the Wide Variety of County
Residents
The extent of Measure A’s reach is reflected in more than numbers alone.
Measure A funding supports providers throughout the County, in every
Supervisory district stretching from Berkeley to Fremont to Livermore.
Some funding recipients offer services to the general population, while
others focus on resident subgroups, including seniors, youth, the
unhoused, the incarcerated, and those struggling with substance use. And
an increasing number of providers offer services in the County’s wide array
of languages—beyond English and Spanish, these include Cantonese,
Farsi, Mandarin, Punjabi, Tagalog, and Vietnamese, among many others.
Achieving and Exceeding Goals
Measure A funding recipients typically met, and often exceeded, their
targets for service delivery. For example, La Familia provided free food to
1,624 low income families during 150 distribution events, compared to
a target of 150 families at 20 events. Similarly, the Healthy Food Healthy
Families: Alameda County Deputy Sheriffs’ Activities League had 5,547
“food prescriptions” redeemed at their Food as Rx Clinic, compared to
a target of 1,500. And the LifeLong Medical Care Heart 2 Heart (H2H)
program served 2,899 community members at community health events,
comparted to a target of 100—an increase of almost 2,900%.
Pivoting to Meet COVID-19 Challenges
In response to the unprecedented challenges presented by the COVID-19
pandemic, Measure A recipients showed an impressive ability to adapt
so as to continue serving the community. Providers who typically offer
in-person physical and mental health services quickly shifted to telehealth,
including phone- and video-based contacts. Among these providers
were UCSF Benioff Children’s Hospital Oakland, Tiburcio Vasquez Health
Center, and the Countywide Plan for Seniors: Getting the Most Out of Life
advance care directive program. The Unity Council: Latino Men and Boys
Program offered virtual job readiness training. In-person classes such as
those offered for fall prevention by the Senior Injury Prevention Program
partners or mindfulness by Niroga Institute were made available online.
Some programs such as La Familia Counseling Services began conducting
at-home and outdoor visits. The City of San Leandro and Spectrum
Community Services, Inc., shifted their onsite meal programs to pickup
and delivery, among many other providers who added or increased the
capacity of their meal services. Many providers also added distribution of
PPE, hand sanitizer, and related supplies to their service delivery. Through
two allocations, the Alameda County Office of Homeless Care and
Coordination (OHCC), in coordination with HCSA, supported housing of
displaced persons due to the pandemic.
Health Services for Day Laborers
Street Level Health
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 11
Addressing the Whole Person
Beyond physical health, many Measure A recipients focused on mental and
behavioral health issues with programs that support improved outcomes in
personal and social development for clients ranging from youth to seniors.
Through the Center for Healthy Schools and Communities (CHSC) School-
Based Behavioral Health Initiative, 92% of clients agreed or strongly
agreed that the school-based health canter helped them deal with stress
and anxiety better, while 85% of Mental Health Services for Newcomers
and Immigrants (CERI) clients who received a referral to mental health
treatment services were successfully connected to services.
Making a Measurable Impact
Recipient surveys reveal a high level of satisfaction with Measure A-funded
services. At St. Rose Hospital (SRH), the patient satisfaction score for the
overall hospital rating increased 6.4 points from the preceding year to
74.8. At Roots Community Health Center, 100% of clients reported high
satisfaction with the program, improved health status, and improved
management of their health conditions.
Increasing Knowledge to Support Better Outcomes
More than just addressing existing health issues, many Measure A
providers focus on knowledge and education as a way to prevent health
and life crises before they occur. Eden Youth and Family Center provided
youth with individual or group life skills training that covered health,
wellness, drug prevention, and nutrition information to increase their
knowledge of maintaining a healthy lifestyle. At Safe Alternatives to Violent
Environments (SAVE), 100% of clients reported increased knowledge of
community resources. And 82% of HIV Education and Prevention Project
of Alameda County (HEPPAC) wound care services participants increased
their knowledge of vein rotation and safer injection techniques.
Generating Additional Funds
Many Measure A recipients leveraged their allocations to receive
additional funds from other sources. Over 40% of recipients leveraged
their Measure A allocation to obtain matching funds from government
programs, private and public foundations, and individuals. These matching
funds often represented a more-than-50% return on the allocation, and
sometimes exceeded 100%. The CHSC School-Based Behavioral Health
Initiative received a return of over 300% in matching funds, Healthy Food
Healthy Families: Alameda County Deputy Sheriffs’ Activities League nearly
750%, and the Center for Healthy Schools and Communities (School
Health Centers) over 900%.
$61.77
MILLION
$39.2
MILLION
Measure A Funds
Approved by the
Board of Supervisors
Matching
Funds
Medical Costs for Juvenile Justice Center
Niroga Institute
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 12
Center for Healthy Schools and Communities
Seeding Innovative Programs and Services
In addition to the COVID-specific pivots mentioned above, Measure A
funds continued to provide a foundation for innovation in health care
among County providers. These ranged from the Countywide Plan for
Seniors Injury Prevention & Nutrition Services’ community gardening
program in low income senior housing to a peer-to-peer mentoring
program implemented on a middle and high school campus through the
CHCS School-Based Behavioral Health Initiative. In addition, CHSC began
rollout of new data collection tools to better capture results-based metrics
of both the direct services and systems support work that the organization
provides, while through Alameda County Behavioral Health Care
Services, the Center Point Substance Use Disorder Helpline initiated new
procedures to manage its pending services list for residential treatment
and started a three-way call appointment-setting procedure with providers
and callers.
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
Emergency Medical Services (EMS) Corp
in primary and preventive care. In addition, the public health system,
which has experienced long-term underfunding, requires additional
resources to build a strong and qualified workforce and modern data and
information systems to deliver essential public health services. 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.
The COVID-19 pandemic has had a profound negative impact on the
mental health and well-being of people, with increasing numbers of
people experiencing anxiety, depression, loneliness, and other mental
health concerns. Furthermore, the increased isolation as a result of the
shelter-in-place and social distancing measures highlighted the critical
ways natural, social, and built environments affect mental health and the
need for more clean and healthy outdoor spaces, particularly in urban
Alameda County.
Note: The Committee believes it is important to present any concerns it
noticed while reviewing Measure A recipient reports. At the same time, the
Committee wants to make clear that raising a concern does not necessarily
mean that a problem exists with a recipient’s use of Measure A funds. For
example, the concern might arise because of incomplete or inaccurate
reporting, not because of any inappropriate use of funds.
Insufficient Reporting
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 questions posed by the Committee to 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 were not measurable, and many stated
positive outcomes that were not supported with quantifiable data.
RECOMMENDATIONS
• HCSA should receive continued 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.
• Organizations that do not provide adequate information may not be
considered for future funding.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 13
Public Health Prevention Initiative
LifeLong Medical Care (Heart 2 Heart)
Economic Impacts from COVID-19
While the U.S. economy has had more than eight years of growth following
the Great Recession, the COVID-19 pandemic could continue to affect
the global and local economy as a result of production and supply chain
slowdowns and financial market disruptions, 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.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 14
Health Services for Day Laborer
Multicultural Institute
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 15
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 19/20, Measure A generated $157,068,735 (not including interest earned). The funds were allocated as follows:
Alameda Health System (75%): $117,801,551
Alameda County (non-AHS) (25%): $39,267,184
TOTAL: $157,068,735
In FY 19/20, the Alameda County approved budget totaled $3.5 billion. The Alameda County Health Care Services Agency*
approved budget totaled $927 million, or 26.2% of the total County budget. Measure A revenues not specifically designated
for AHS accounted for $38,004,832, 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 19/20,
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
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 the median time from decision to admit to inpatient
bed at the Highland Hospital Emergency Department (ED). This not
only reduces congestion in the ED but also improves quality of care and
patient satisfaction, can decrease the number of patients leaving without
being seen, and minimizes exposures to COVID-19 and other infectious
diseases in waiting areas.
• Quality: Decrease hospital-acquired infections and harms. This 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. This partnership ensures helps ensure that
patients reach prior levels of function with effective home health care.
FY 19/20 Allocation: $118,001,551 | Expended/Encumbered: $118,001,551
Individuals served by Measure A: 119,276 (Total individuals served: 119,276)
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
FY 19/20: 75% of Measure A Funds Allocated to
Alameda Health System
alamedahealthsystem.org
Matching Funds
$30 M
through an Intergovernmental
Transfer.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 16
• Workforce Development: Reduce workplace injury. The ability to provide
a safe environment for staff and volunteers is not only a priority for the
health of employees but also essential to providing high quality patient
care.
In response to COVID-19, AHS successfully implemented telemedicine and
other patient-focused technology. In a just a few weeks, AHS doubled the
number of remote visits. Telephone and video visits led to an improved
patient experience that included ambulatory telephone visits, ambulatory
video, behavioral health visits, and resident-to-visitor skilled nursing home
visits. To further leverage technology and to ensure equity, teams also built
an online classroom to prepare and share best practices with patients and
clinicians.
AHS also erected fully operational COVID-19 triage tents in their hospital
parking lots to minimize COVID-19 exposure on campuses and utilized
technology to help keep patients and their families connected by use of
iPads at the bedside.
Other actions AHS took in response to COVID-19 included eliminating
elective surgeries to reduce risk of exposure to COVID-19 and allow for
an increased census due to the COVID-19 patient surge; expediting
COVID-19 lab testing for staff, patients, community members, and health
care workers; providing enhanced benefits and support to the essential
workforce, including child and family care, family medical leave, and
isolation housing; and waiving or reducing out-of-pocket costs for
employees associated with testing and treatment for COVID-19.
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 Achievements
AHS does not have programs specifically or separately supported by
Measure A funds. As a result, the results below are for AHS as a whole. Its
overall 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 19/20, Measure A helped AHS achieve the following across its
strategic pillars.
Access
AHS decreased the time from decision to admit to inpatient bed at the
Highland Hospital ED to five hours, 25 minutes (target: eight hours).
Success Story
Mr. T was hit by a car while riding
a motorized skateboard. He
spent ten days in the hospital
and suffered multiple internal
injuries that included surgery to
remove his spleen. In addition,
he broke several bones in his legs
and had to learn to walk again
with the support of many physical
therapists. Mr. T credits his
recovery to the trauma physicians,
surgeons, nurses, physical
therapists, and staff. Everyone on
his care team continually checked
on him and made themselves
available to answer his questions.
Mr. T showed his appreciation
by creating and posting a video
called “Thank You Highland
Hospital” on his YouTube channel.
Highlights
Access
AHS exceeded its target time from
decision to inpatient bed by almost
three hours.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 17
It continued multidisciplinary rounds with all medicine and surgical teams
daily, added a new physician shift to increase the capacity for admission
and transfer from Highland Hospital to Alameda Hospital, and efficiently
responded to hospital surges.
Quality
AHS reduced the hospital-acquired infections (HAI) index to 3.20 and the
number of hospital-acquired harms (HAH) per 1,000 discharges to 1.45
(targets: 6.29 and 2.22).
It continued monitoring and daily collaboration with unit staff, increased
scrutiny on hand hygiene during the COVID pandemic, and conducted
routine peer review of confirmed harms to share learnings across
departments and divisions and improve safe patient care and the adoption
of best practices.
Experience
AHS increased its HCAHPS scores for hospital ratings, with 70.1% giving
a 9 or 10 rating (target: 69.2%; state average: 70%). It also increased its
CGCAHPS scores for provider ratings, with 74.9% giving a 9 or 10 rating
(74.29%; state average: 77%).
AHS implemented Highland Hospital’s Care Champion Committees, with
the goal of engaging staff, reviewing data, and improving care; Alameda
Hospital’s Patient Experience Committee to address service and service
recovery; and No Pass Zones, an intervention that empowers all staff to
respond to call lights and decrease patient waits.
It also established Greet-Introduce-For-Thank you (GIFT), a communication
tool designed to help drive a culture of human connections and pivoted to
virtual Ambulatory Care visits during COVID-19.
Network
AHS decreased the rehospitalization rate for home health patients within
30 days to 7.94% (target: 14.4%).
The Care Management and Social Services teams continued facilitating
patient transfers to home health and conducted monthly joint operations
meetings to review metrics and performance issues. They also proactively
monitored patients to predict potential declines in health and ensure
interventions were put in place immediately to prevent a readmit.
Workforce Development
AHS reduced the number of workplace injuries occurring during the year
to 234 (target: 252), with 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
54% and HAH by nearly 35%.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 18
It revised its Injury Illness and Prevention Plan (IIPP) to focus on
management, leadership, employee protection, hazard identification
and assessment, hazard prevention and control, education and training,
and program evaluation/improvement. AHS also held monthly meetings
with departments exhibiting high claim rates to review claims and
discuss potential workplace safety measures, had ergonomic vendors
complete over 300 preventative ergonomic evaluations, and established
a Workplace Violence Prevention program covering risk assessment,
reporting/recording obligations, incident response and investigation, and
training.
Highlights
Network
AHS exceeded is target rate for
rehospitalizations by almost 50%.
Workforce
Development
Since FY 14/15, the AHS injury rate
per 100 full-time employees has
dropped from 9.7 to 6.2.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 19
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 20
FUNDS ALLOCATED BY THE ALAMEDA COUNTY BOARD OF SUPERVISORS
BEHAVIORAL HEALTH
Behavioral Health and Alcohol and Other Drug Community-Based Providers ..................................21
Center for Healthy Schools and Communities (School-Based Behavioral Health Initiative) ..................23
Cherry Hill Detox and Sobering Station .......................................................................................25
Criminal Justice Screening and In-Custody Services ......................................................................27
La Familia Counseling Services (Glad Tidings) ..............................................................................29
Mental Health Services for Juvenile Justice Center .........................................................................30
Mental Health Services for Newcomers and Immigrants (CERI) .......................................................32
Mental Health Services for Unaccompanied Immigrant Youth ........................................................34
Substance Use Disorder Services ...............................................................................................36
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 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. Community-based organizations (CBOs)
provide mental health services under contract with BHCS to meet the
diverse cultural and language needs of County resident populations.
In response to the COVID-19 pandemic, all teams secured PPE for their
staff and consumers as well as provided information around safety during
the health crisis. In addition, the County moved many meetings and
collaborations to virtual, enabling quick sharing of information and health
orders updates.
Services are provided in Spanish, Vietnamese, Cantonese, and Mandarin.
Measure A Funding Achievements
Measure A funding helped BHCS providers achieve the following:
• La Familia Adult Service Team provided 3,560 service hours and 802
medication support hours to 119 unique clients, with an average monthly
caseload of 85 clients (target: 5,320 service hours and 875 medication
support hours to 150 clients, with an average monthly caseload of 112
clients).
• Mental Health Association of Alameda County (MHAAC) Family
Caregiver provided 849 service hours and responded to 973 questions
from family caregivers and consumers (target: 1,026 service hours and
3,600 questions).
FY 19/20 Allocation: $150,000 | Expended/Encumbered: $150,0000
Individuals served by Measure A: 26,361 (Total individuals served: 26,361)
Populations served: Indigent Adults, Families, Seniors
Services provided: Mental Health, Substance Abuse
Service area: Countywide
Behavioral Health and Alcohol and Other Drug
Community-Based Providers
www.acbhcs.org
Matching Funds
$150,000
from Medi- Cal.
Highlights
57%
57% of ABODE HOPE clients received
at least one non-cash benefit such
as WIC, CalFresh, CalWORKs,
child care, or transportation
(target: 30%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 21
• MHAAC Certification Hearing Representation Program provided 10,570
service hours; interviewed 5,624 certified patients; and attended 4,772
certification review hearings (target: 5,465 service hours; 2,000–4,000
interviews; and 2,000–4,000 hearings).
• Patient’s Right Advocacy Program provided 3,919 service hours and
responded to 10,270 calls (target: 2,722 service hours and 900–1,200
calls).
• ABODE Homeless Outreach for People Empowerment (HOPE) provided
4,207 service hours to 2,606 outreach contacts (target: 5,594 service
hours to 3,600 contacts).
Highlights
89.5%
89.5% of ABODE HOPE clients
accessed health insurance
(target: 70%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 22
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 care 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 support 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 a 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 in 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. In response to the global COVID-19
FY 19/20 Allocation: $1,333,336 | Expended/Encumbered: $1,333,336
Individuals served by Measure A: 17,585 (Total individuals served: 17,585)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Mental Health, Substance Abuse
Service area: Countywide, Homeless or Transient
Center for Healthy Schools and Communities
(School-Based Behavioral Health Initiative)
achealthyschools.org
Matching Funds$4.2 M
from the Tobacco Master
Settlement Fund (TMSF), Medi-Cal
Administrative Activity (MAA),
and Mental Health Services Act
Prevention and Early Intervention
(MHSA PEI).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 23
pandemic and countywide shelter-in-place mandate, DHWCs and SBCCs
quickly pivoted to support Alameda County families.
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 Achievements
Through the School-Based Behavioral Health Initiative, CHSC-supported
sites used their Measure A allocations to achieve the following:
• Refer 5,189 students to Early Intervention Behavioral Health services, of
whom 71% were connected to services
• Refer 5,748 students to Treatment services, of whom 65% were
connected to services
• Provide 20,647 hours of treatment services
• Implement the Coordination of Service Team (COST) program at 268
schools in 14 school districts (target: 250 schools in 14 districts)
• Refer 17,585 students to COST services
• Have DHWCs provide:
- 431 hours of capacity-building trainings and consultations to school
districts and staff and 66 hours to parents and caregivers to support
the behavioral, social, and emotional health of young people
- 2,453 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
- 2,559 hours of coaching and consultation
• Through the SBCCs, develop and implement a peer-to-peer mentoring
program on a middle/high school campus focused on promoting
behavioral, academic, and community engagement skills and training
and teaching 55 high school mentors who served 86 middle school
students and offered activities twice a week for the entire middle school
of 400 students
Success Story
After his father died in China, a
senior student was living in a small
studio with his mother. When she
passed away due to cancer, the
student was fending for himself.
The student’s teacher referred
him to COST, and the team
immediately went into action to
get him food, gift cards, telehealth
support, and connection with an
older sibling in the Bay Area. The
COST team checked in with the
student regularly and met him at
his diploma pick-up to make sure
he received a graduation picture
and felt celebrated. His guidance
counselor also connected him
with the Student Health Center at
the university he began attending
in the fall.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 24
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.
Measure A funds allow Cherry Hill to provide medical triage to address
clients’ physical health as well as their sobering and detox needs. In
response to the COVID-19 pandemic, medical staff offered the option
of telehealth appointments to meet client health and medication needs.
Medical staff were also trained by the Alameda County Public Health
Department to provide COVID-19 testing onsite at the Sobering Center.
The Detoxification and Sobering Centers provide a safe place for addicted
and alcoholic individuals to come and receive life-saving services such
as health stabilization, medication-assisted therapy, and withdrawal
management. Cherry Hill offers services in English, Spanish, and Tagalog
and partners with Alameda County Behavioral Health Care Services for
additional interpreter services.
FY 19/20 Allocation: $2,295,875 | Expended/Encumbered: $2,295,875
Individuals served by Measure A: 7,934 (Total individuals served: 7,934)
Populations served: Indigent, Low Income, Uninsured Adults, Seniors
Services provided: Substance Abuse
Service area: Countywide, Homeless or Transient, Outside of Alameda County
Cherry Hill Detox and Sobering Station
Highlights
100%
100% of discharged clients were
referred to residential treatment,
outpatient, or community support
services (target: 90%).
Matching Funds
$1.78 M
from Whole Person Care, Drug
Medi-Cal (DMC), and the Substance
Abuse Prevention and Treatment
Block Grant (SABG) program.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 25
Measure A Funding Achievements
Cherry Hill Detoxification and Sobering Centers used its Measure A
allocation to achieve the following:
• Provide detoxification services to 2,129 individuals (target: 2,094)
• Maintain a daily occupancy of 22.79 residents at the Detoxification
Center (target: 27)
• Provide a total annual bed day service capacity of 8,911 (target: 8,377)
• Admit 20.38 clients each day for sobering services (target: 20)
Highlights
92%
92% of intoxicated clients were
engaged in services for a
minimum of six hours per episode
(target: 50%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 26
Background
Alameda County Behavioral Health Care Services (BHCS) works to
maximize the recovery, resilience, and wellness of all eligible Alameda
County residents who develop or are experiencing 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. Providing supportive mental health services helps decrease the
risk for mental health/psychiatric decompensation, including suicide and
self-harm, as well as dangerous behavior towards others. AFBH assesses
clients for emergency psychiatric holds, refers clients to John George
Psychiatric Hospital for treatment when needed, and helps connect clients
to treatment in the community when they are released from jail.
AFBH provided a full range of mental health services to incarcerated clients
at Santa Rita Jail, despite significant challenges presented by COVID-19,
including a mass release of inmates at the beginning of the pandemic.
AFBH coordinated discharge planning efforts to ensure that mental health
clients being released would be offered specialized services and resources
to help prevent homelessness and other high risk outcomes.
AFBH ensured its staff had a full spectrum of PPE, met with staff regularly to
address their questions around safety, coordinated onsite COVID testing,
and added telehealth as an alternative to in-person visits. AFBH also
developed educational materials about COVID for a wide range of learning
abilities and languages.
In FY 19/20, AFBH also began a relationship with the Safe Landing Center,
who provide reentry support services from a trailer in the Santa Rita Jail
parking lot. AFBH staff worked closely with Safe Landing staff to ensure
collaboration around discharge planning and referrals, and trained staff
FY 19/20 Allocation: $4,307,599 | Expended/Encumbered: $4,307,599
Individuals served by Measure A: 3,925 (Total individuals served: 3,925)
Populations served: Indigent, Low Income, Uninsured Adults, Seniors
Services provided: Mental Health
Service area: Countywide
Criminal Justice Screening and In-Custody Services
Success Story
After a stay at Napa State Hospital,
Mr. D was transported to Santa
Rita Jail to await a court hearing.
AFBH staff connected him to a
forensic Full Service Partnership
(FSP), which provides intensive
outpatient care to people in the
criminal justice system. AFBH staff
requested Mr. D’s bloodwork and
records from Napa, completed
the paperwork recommending
conservatorship, and worked with
community partners to ensure Mr.
D would be connected to services
after his hearing. When Mr. D was
released, the forensic FSP helped
him find temporary housing.
Currently, Mr. D lives in supportive
aggregate housing, is no longer
conserved, and receives services
to support his mental health
recovery.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 27
how to determine whether a client was exposed to COVID on their housing
unit at the jail.
AFBH staff at Santa Rita Jail speak the following languages: Spanish,
Mandarin, Vietnamese, Tagalog, Hindi, Punjabi, Japanese, Farsi, and
Russian.
Measure A Funding Achievements
AFBH used its Measure A allocation to achieve the following:
• Provide 24-hour, seven-day-per-week in-person clinical staffing at the jail
• Each month, provide an average of:
- 1,696 hours of mental health services to 959 individuals (target: 1,500
hours)
- 144 hours of crisis intervention services (target: 100)
• Be available to Sheriff’s Department and medical staff either on call or in
person 24 hours daily, seven days per week 100% of the time for consult
regarding mental health needs, crises, and services in the jail (target:
100%)
• Each month, complete an average of:
- 301 new mental health and substance abuse disorder assessments
(target: 275)
- 579 face-to-face medication evaluations (target: 550)
- 270 non-face-to-face medication supportive services (target: 250)
Highlights
100%
100% of individuals in crisis received
follow-up treatment, including
referral for acute psychiatric
hospital services for those who met
5150 criteria (target: 100%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 28
Background
La Familia Counseling Services provides underserved multicultural
communities with the tools and support necessary to build resilience,
wellness, and economic power.
In response to the COVID-19 pandemic, La Familia transitioned to virtual
services and performing outreach to and connecting with clients via
teletherapy. In addition, they provided warm meals once a week in
conjunction with Mandela Market and another community business.
Services are provided to clients in English and Spanish.
Measure A Funding Achievements
La Familia used its Measure A allocation to achieve the following:
• Provide one-on-one and family behavioral health services to 21
individuals and families (target: 29)
• Conduct four one-on-one intensive case management services,
excluding behavioral health services (target: seven)
• Conduct 12 psycho-education workshops and/or support groups in
relation to wellness (target: 12)
• Conduct outreach, information, and referrals to basic needs and services
to 225 participants (target: 250)
• Refer:
- 111 workshop/support group participants to the Family Resource
Center (target: 248)
- 131 participants to the Glad Tidings site (target: 248)
- 149 participants to other community-based organizations (target: 248)
La Familia Counseling Services (Glad Tidings)
lafamiliacounseling.org
FY 19/20 Allocation: $272,391* | Expended/Encumbered: $272,391
Individuals served by Measure A: 914 (Total individuals served: 914)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health, Mental Health, Substance Abuse
Service area: Castro Valley, Cherryland, Hayward, Oakland, San Leandro, San Lorenzo, Union City,
Homeless or Transient
*Includes Board of Supervisors discretionary allocation from District 2/Supervisor Valle
Highlights
93%
93% of participants reported
improved life skills, social/
emotional well-being, and
community and school
connectedness (target: 80%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 29
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 are experiencing serious mental health, alcohol, or drug
concerns.
In FY 19/20, the JJC Guidance Clinic successfully implemented several
major improvements to mental health services for youth detained at the JJC:
• Enhanced screening. The Guidance Clinic partnered with the JJC medical
clinic to implement a screening tool to be administered to all youth
upon being booked into the JJC. The screening tool assess youth risk
for depression, self-harm, and suicide. Youths determined to be at-risk
receive a more thorough mental health assessment and a treatment or
safety plan as needed.
• Improved care planning: Guidance Clinic clinicians, psychiatrists, and
manager now participate in weekly JJC care coordination meetings to
cross-share information with Probation staff to better serve and support
youth with ongoing mental health needs. This process also provides
important information to the Guidance Clinic staff member who works
in the JJC Transition Center (JJC TC) and conducts referrals upon release/
reentry.
• Increased supports. Youth who require ongoing mental health supports
have increased and documented treatment/support plans that are
shared with JJC partners. These plans identify a youth’s needs, triggers,
coping mechanisms, and recommended supports and are used to avoid
unnecessary confrontations, crises, or hospitalizations.
The Guidance Clinic and JJC Medical clinic also implemented the Patient
Health Questionnaire to improve the identification and referral process
for youth in crisis. This provides JJC a process for early identification of
youth who are at risk for harming themselves, which triggers a referral to
a behavioral health clinician. In addition, the Guidance Clinic offers an
FY 19/20 Allocation: $360,000 | Expended/Encumbered: $360,000
Individuals served by Measure A: 66 (Total individuals served: 491)
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 youth was detained at the JJC
because of a domestic violence
situation with their mom. Upon
the youth’s release, a Guidance
Clinic staff member made a referral
to Eden Counseling Services.
The staff member also provided
the youth with their contact
information in case the youth
needed to speak to someone.
While waiting to be connected
to a therapist in the community,
the youth had several disputes
with their parents and reached
out to the staff person for support.
The staff member continued to
support the youth until they were
established with a community
therapist. The youth was also
referred to a BHCS-contracted
provider who serves youth on
probation.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 30
adolescent sex-offender treatment program and conducts court-ordered
psychological evaluations.
Services are available in Cantonese, Spanish, and Vietnamese.
Measure A Funding Achievements
BHCS used its Measure A allocation to achieve the following:
• 83% of youth booked into the JJC were seen by a mental health clinician
(target: 80%).
• 97% of youth referred for crisis counseling services were seen by a
mental health clinician (target: 90%).
• 100% of youth/families who requested a referral to a community mental
health provider received a referral upon discharge from the JJC (target:
90%).
• 60% of youth referred for community mental health services upon
discharge completed a visit with a community mental health provider
(target: 70%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 31
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 clients are
Cambodian refugees living in Oakland. Through a grant from Alameda
County’s Underserved Ethnic and Language Populations program, CERI
has started serving other Southeast refugees and asylees countywide.
The CERI Youth Program serves youth from a variety of backgrounds,
including those who identify as Cambodian American, Vietnamese
American, African American, Latinx, and multiracial. The Youth Leadership
Program offers a safe space for teens and Transition-Age Youth who live in
low income neighborhoods and are at risk for gang involvement, school
dropout, substance abuse, and sex trafficking. Youth develop community
organizing skills, explore mental health and personal wellness issues, and
set education and career goals. CERI also operates Wellness in Action
(WIA), a workforce development program that recruits individuals from
underserved refugee and immigrant communities to work as community
wellness outreach workers within their communities.
Throughout the COVID-19 pandemic, CERI staff stayed in touch with clients
and offered counseling sessions by phone and Zoom and provided laptops
to several families so that the children could participate in distance learning
and clients could participate in CERI activities. CERI now holds weekly town
hall meetings by Zoom attended by more than 60 people. CERI leveraged
FY 19/20 Allocation: $86,096 | Expended/Encumbered: $86,096
Individuals served by Measure A: 47 (Total individuals served: 425)
Populations served: Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Mental Health
Service area: Alameda, Berkeley, Fremont, Hayward, Oakland, Pleasanton, San Leandro
Mental Health Services for Newcomers
and Immigrants (CERI)
lafamiliacounseling.org
Matching Funds
$671,546
from the Mental Health Services Act
(MHSA), Medi-Cal Administrative
Activities (MAA), City of Oakland
funding, and private grants.
Highlights
97%
97% of clients receiving mental health
services agreed or strongly agreed
that they feel more connected
to their culture and community
(target: 90%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 32
its Measure A funding to obtain several COVID-19 emergency grants to
help very low income clients with basics such as food, rent, and utilities
during the pandemic, including meal delivery.
CERI clients also work with local Asian community groups to fight ICE
raids and deportation orders devastating the Cambodian community. This
anti-deportation work is part of a larger effort within CERI to provide civic
education, information, and advocacy training for its clients. In response
to cutbacks in food stamps, for example, CERI helped SSI recipient clients
register with CalFresh. CERI also helps clients register to vote, understand
the ballot, and educate themselves about their rights in American society.
Services are offered in Burmese, Khmer, Mien, and Vietnamese.
Measure A Funding Achievements
CERI used its Measure A allocation to achieve the following:
• Hold 23 community events (target: five)
• Hold 26 monthly psycho-education workshops to community groups
(target: 24)
• Conduct nine support groups (target: six)
• Host 31 culturally based education workshops (target: three)
• Make 24 mental health consultations with community-based
organizations, community leaders, health care providers, and/or
community groups (target: eight)
• Engage 33 clients in preventive counseling (target: 40)
• Provide 10 referrals to Alameda County Behavioral Health Care Services
mental health treatment (target: six)
Success Story
After receiving a letter from ICE
that he was being deported to
Cambodia, Rouen reached out
to CERI for assistance. CERI, in
collaboration with Asian Law
Caucasus and Asian Prisoners
Support Committee, organized
a rally at the ICE building in
San Francisco. After Rouen was
detained by ICE, CERI provided
therapy and care management
for his wife and children. The
family received support with
schooling, financial support
for food and basic needs, and
case management. Rouen’s wife
even took a job at CERI as a care
manager and outreach worker.
Over time, the Alameda County
District Attorney office vacated
Rouen’s conviction and dismissed
his record, enabling him to return
home.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 33
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.
CHSC’s Unaccompanied Immigrant Youth (UIY) program provides school-
based, school-linked, and community-based services to UIY youth and
families/caregivers so that they can access resources and services to improve
their physical, mental, and socio-emotional health and well-being and meet
basic needs. The program also builds the capacity of school systems to
better identify and link UIY and their caregivers to services and supports.
In FY 19/20, the program funded and partnered with La Familia and
Eden Church (the UIY Care Team) to provide direct and capacity-building
services through case managers located at school and community sites in
the Fremont, Hayward, Newark, and New Haven school districts.
In response to the COVID-19 pandemic, the UIY Care Team pivoted to
virtual/teleservice provision and case management and focused on
responding and meeting the immediate and basic needs of UIY students
and families who were greatly impacted by the pandemic. The team
provided daily hot meals, groceries, basic supplies, and PPE to UIY
students and their families and assisted families in receiving public benefits
and philanthropic grants to support their food security, economic, and
housing stability. The team also supported UIY families and students with
virtual case management, workshops, and community-based services to
meet their basic needs and protect their well-being and economic security.
FY 19/20 Allocation: $350,000 | Expended/Encumbered: $350,000
Individuals served by Measure A: 1,210 (Total individuals served: 1,210)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families
Services provided: Public Health, Mental Health
Service area: Cherryland, Fremont, Hayward, Newark, Union City
Mental Health Services for Unaccompanied
Immigrant Youth
achealthyschools.org
Matching Funds
$242,502
from Alameda County Behavioral
Health Care Services (BHCS),Medi-
Cal Administrative Activities
(MAA), and the Mental Health
Services Act (MHSA).
Highlights
87%
87% of UIY clients agreed that
because of the services they have a
place to go when they need health
and wellness services (target: 80%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 34
CHSC also developed a new evaluation framework to better capture
results-based metrics of both direct services and system support
throughout the center’s programs, including the UIY Care Team.
Services are provided primarily in Spanish. All direct staff are bilingual in
Spanish and English. Presentations and workshops for school educators
and community partners are conducted in English.
Measure A Funding Achievements
The UIY Program used its Measure A allocation to achieve the following:
• Provide 1,163 hours of high quality, culturally competent, language-
specific direct services to 596 UIY students and 484 families/caregivers
• Conduct 14 outreach activities for identifying and connecting with UIY in
schools and the community (target: 20)
• Distribute 497 information materials related to UIY services and
programs (target: 600)
• Link 105 UIY students to health insurance and health and wellness
services such as applications for Medi-Cal insurance enrollment,
specialty mental health services, and primary care visits (target: 115)
• Identify and open 71 preventative counseling cases with UIY student
clients (target: 85)
• Hold 15 workshops for UIY and families/caregivers to increase access to
health and wellness services (target: 14)
• Conduct 126 home visits to address health and wellness issues and
resources and support to UIY and families/caregivers (target: 15)
• Provide:
- 255 consultation sessions with school district teachers, staff, and
providers to develop their capacity to support UIY students and their
families
- 13 consultation sessions with school administrators to develop their
capacity to support UIY students and their families
Success Story
A 17-year-old male who left family
in Honduras had been living with
his cousin for one year and was
given 48 hours to move out. The
UIY Care Team Case Manager
connected the student to a family
who hosted and supported him
to continue his education. The
student was also connected to
an attorney who took his case at
no cost and helped him obtain
his work permit. The student
graduated high school and is
attending adult school for one
year. He plans to transfer to a
community college as he works
to save for college. He continues
living with his host family and
receiving support from the
community.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 35
Background
Alameda County Behavioral Health Care Services (BHCS) works to
maximize the recovery, resilience, and wellness of all eligible Alameda
County residents who develop or are experiencing serious mental health,
alcohol, or drug concerns.
Measure A funds were used to fund a portion of the Center Point Substance
Use Disorder (SUD) Helpline to provide SUD screening and referrals,
care navigation, and connection to treatment and recovery programs for
residents seeking help for a substance addiction.
In FY 19/20, the SUD Helpline initiated new procedures to manage its
pending services list for residential treatment. It also started a three-way-
call appointment-setting procedure with SUD providers and callers. This
has enabled SUD Helpline counselors and care navigators to provide more
timely access to treatment for beneficiaries and helped maximize available
residential bed capacity.
All SUD services are available to clients with the use of a language
translation line and/or counselors who speak their language.
Measure A Funding Achievements
The Center Point SUD Helpline used its Measure A allocation to achieve:
• Receive and respond to 1,444 calls for SUD-related information or
screening and referral for SUD services (target: 940)
• Connect 693 unique individuals to substance treatment
• Answer 100% of phone calls in less than 30 seconds during normal
business operating hours (target: 95%)
• Provide callers with a wait time of 12 seconds (target: less than five
minutes)
• Drop or miss only four percent of calls (target: five percent)
• Provide care navigation service to 34% of residential-referred callers
FY 19/20 Allocation: $450,000 | Expended/Encumbered: $450,000
Individuals served by Measure A: 464 (Total individuals served: 1,498)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Substance Abuse
Service area: Countywide
Substance Use Disorder Services
www. acbhcs.org
Success Story
A male client was hospitalized
numerous times due to drinking
and using and ended up in the
ICU after suffering two seizures.
The doctors informed him that
he would die if he continued on
his current path. When a friend
gave him the SUD Helpline phone
number he phoned from his
hospital room, knowing that if
he went home alone, he would
relapse. He reached an SUD
Helpline care navigator and was
connected to Diablo Valley Ranch
(DVR) via a three-way call. He
arrived at DVR the next morning.
The client is still in the program
and is looking into studying
addiction at a local university.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 36
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 37
FUNDS ALLOCATED BY THE ALAMEDA COUNTY BOARD OF SUPERVISORS
HOSPITAL, TERTIARY CARE, OTHER
St. Rose Hospital ......................................................................................................................38
UCSF Benioff Children’s Hospital Oakland...................................................................................40
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 37
FY 19/20 Allocation: $7,504,000 | Expended/Encumbered: $7,504,000
Individuals served by Measure A: 16,110 (Total individuals served: 21,469)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Emergency Medical, Hospital Inpatient, Hospital Outpatient
Service area: Countywide, Homeless or Transient
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 hospital outpatient
services for indigent, low income, underinsured populations in Central and
Southern Alameda County.
Over 75% of SRH’s inpatient admissions are generated through the
emergency department (ED). With the Measure A supplemental funding,
SRH 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 in
diagnosing patients quickly provides better patient care and enhanced
quality of service.
SRH offers 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. Since SRH physicians are now able to write or
release 5150s as part of this program, they no longer need to take HPD
away from their primary duties.
In addition, SRH operates as a Center for Excellence in Cardiac Care
and is designated as a 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.
St. Rose Hospital
strosehospital.org
Matching Funds
$8.5M
from an intergovernmental transfer
through Medi-Cal.
Highlights
74.8
The patient satisfaction score for
the overall hospital rating increased
6.4 points from the preceding year to
74.8 (target: 79.3).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 38
In 2019, SRH implemented Meditech Expanse as the hospital’s new
medical record platform. With minimal additional vendor costs, SRH used
departmental managers and staff to design and implement the information
technology system to mirror current workflows and documentation processes.
COVID-19 caused the redirection of organizational resources to focus on
the pandemic. Process/time measures were impacted due to the time
constraints that were directly related to the increased time needed for
processing COVID-19 patients, testing, ensuring infection prevention
protocols were always in place, and consistent ED documentation and
time-stamping. Despite COVID-19, SRH was able to start the optimization
of the Meditech system, quickly collect and respond to government
agencies with requests for data, and maintain process and impact measure
quality as compared to prior years.
In addition to Meditech, SRH was able to implement a buprenorphine pilot
study and a hand hygiene program, focus on medication reconciliation and
bar-coding improvements, and initiate a midline program.
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
Measure A Funding Achievements
SRH used its Measure A allocation to achieve the following:
• Achieve zero patients with elective C-sections prior to 39 weeks
• Achieve a 112-minute wait time from the decision to admit to the time the
patient is admitted and leaves the ED (national average: 84 minutes)
• For over 200 myocardial infarction patients who received percutaneous
cardiac intervention, limit the average time from entering the emergency
room door to the time of receiving their procedure to 69 minutes, with
88.24% of patients receiving their procedure within 90 minutes (target:
average of 70 minutes, 85% of patients within 90 minutes)
• Meet the Sepsis Core Measure Bundle treatment and time frames 65% of
the time (national average: 65%)
• Achieve zero patient safety occurrences for:
- Deaths in low mortality diagnosis-related groups
- Falls with hip injury
- Accidental puncture or laceration
- Postoperative sepsis
- Pressure ulcers
- Postoperative acute kidney injury requiring dialysis
- Iatrogenic pneumothorax
- Postoperative hemorrhage/hematoma
- Deaths among surgical patients with serious treatable conditions
• Maintain a success rate of 16.88% for NTSV C-sections, thus maintaining
SRH’s status as a referral center for high risk pregnancies (target: less than
23.9%)
Success Story
A patient presented to the SRH
ED and was admitted for a small
bowel obstruction. They write:
“When I entered the emergency
department, I had no medical
insurance. I was admitted for
several days and, because of the
charity program offered at St.
Rose, I received assistance during
these hard times. I am the sole
provider for my family and was
in desperate need for financial
assistance. If this charity program
wasn’t available, I’d still be paying
the medical bills to this day. I am
very grateful for this amazing
program for all the great help.”
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 39
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 supports three programs/activities:
• The pediatric trauma unit in the Emergency Department (ED), specifically
to provide adequate staffing for the large volume of children seen there
• The Center for Child Protection (CCP), which treats children who
experience abuse and other types of trauma
• Two school-based clinics in Oakland
Trauma Services
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.
FY 19/20 Allocation: $2,000,000 | Expended/Encumbered: $2,000,000
Individuals served by Measure A: 1,396 (Total individuals served: 28,438)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families
Services provided: Emergency Medical, Hospital Outpatient, Public Health, Mental Health, Substance Abuse
Service area: Countywide
UCSF Benioff Children’s
Hospital Oakland
ucsfbenioffchildrens.org
Matching Funds
$1M
through an intergovernmental
transfer using supplemental funds
from the California Department of
Health Care Services.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 40
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.
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.
CCP
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.
The COVID-19 pandemic and extended shelter-in-place order led to a
sharp increase in child maltreatment and family violence at the same
time that many agencies charged with supporting children and families
significantly reduced services or closed altogether. CCP remained fully
operational during FY 19/20, delivering medical services in compliance
with all state, County, and hospital regulatory guidelines and transitioning
psychotherapy services to telehealth formats. CCP medical and
administrative staffed participated in numerous events including webinars
Success Story
An adolescent female from
Namibia moved to Oakland with
her father. When she went to the
Chappell Hayes Health Center
at McClymonds High School for
a medical visit, she had been in
the area for over two months but
not enrolled in school. She had a
positive tuberculosis blood test
and required latent tuberculosis
treatment. Over the next few
weeks, Chappell Hayes staff saw
the young woman several times,
offering medical follow-up and
case management. They provided
her with the vaccines required for
school enrollment, helped with
enrollment, and linked the family
to economic resources. They also
connected the family to culturally
sensitive community resources to
help build social connections.
Highlights
.6%
The percentage of trauma cases
that ended in fatality was 0.6%,
compared to a national benchmark of
2.5%.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 41
to make sure all stakeholders understood strategies for promoting child
safety during the pandemic as well as avenues for safely accessing services.
CCP restructured the department’s mental health services in an effort
to both ensure children are receiving the most effective and efficient
services and prepare for the anticipated increase in child abuse case post-
pandemic.
School-Based Health Services
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
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.
The two school-based health centers rapidly pivoted to providing virtual
telehealth services during the COVID-19 shelter-in-place order. They
provided training for school staff on trauma-informed teaching during the
pandemic and ongoing consultation to school staff for student mental
health support. They also launched a school-based health education team
that provided virtual comprehensive sex education to students, virtual
classroom presentations directly connecting students to medical and
behavioral health care at the health centers, and case management.
Services are provided to patients who speak over 50 languages. BCHO
has on-site Spanish interpreters, and video- and phone-based interpreters
are provided for other languages.
Highlights
100%
100% of patients agreed that
health center staff made them feel
welcome and taught them things
that were useful to staying healthy
(target: 90%).
100% of sexually active patients
strongly agreed or agreed that the
school health center helped them to
use protection more often (target:
100%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 42
Measure A Funding Achievements
BCHO used its Measure A allocation to achieve the following:
ED and CCP
• Provide specialized treatment quickly for 987 children who have acute
physical trauma (target: 1,000)
• Serve 315 unique patients at CCP (target: 600)
• Assess 114 children in the ED for maltreatment (target: 100)
• Provide individual or group psychotherapy to 89 unique children (target:
200)
• Perform 59 non-inpatient forensic or medical examinations related to
sexual or physical abuse (target: 125)
• For the most severe trauma-related injuries, reduce the average time
between admission and:
- When a patient received a CT scan to 38 minutes (target: under 60
minutes)
- The decision to admit to 43 minutes (target: under 60 minutes)
• Reduce the average length of stay in the ED to 92 minutes (target: under
120 minutes)
• Contact and schedule 90% of referrals from law enforcement for non-
acute forensic examinations within five days (target: 100%)
• Contact 89% 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)
School-Based Clinics
• At McClymonds High School Chappell Hayes and Youth Uprising Health
Centers, provide:
- 2,294 in-person and remote health encounters (target: 1,500)
- 664 in-person and remote behavioral health encounters (target: 1,000)
- 341 health education encounters (target: 300)
Highlights
100%
100% of patients strongly agreed or
agreed that the health centers helped
them eat better or exercise more
(target: 100%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 43
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 44
FUNDS ALLOCATED BY THE ALAMEDA COUNTY BOARD OF SUPERVISORS
PRIMARY CARE
Alameda County Dental Health ..................................................................................................45
Center for Elders’ Independence ...............................................................................................47
Center for Healthy Schools and Communities (School-Based Behavioral Health Initiative) .................48
Direct Medical and Support Services (Oakland): Preventive Care Pathways .....................................51
Direct Medical and Support Services: Roots Community Health Center ...........................................53
Health Insurance Enrollment .....................................................................................................55
Health Services for Day Laborers: Multicultural Institute .................................................................56
Health Services for Day Laborers: Street Level Health Project .........................................................59
Health Services for Unaccompanied Immigrant Youth ..................................................................61
Medical Costs for Juvenile Justice Center: Direct Service Planning and Administration .......................63
Medical Costs for Juvenile Justice Center: Niroga Institute .............................................................65
Medical Costs for Juvenile Justice Center: Victims of Crime ............................................................67
Primary Care Community-Based Organizations ...........................................................................69
Roots Community Health Center ................................................................................................72
Tiburcio Vasquez Health Center, Inc. ..........................................................................................74
Washington Hospital Healthcare Foundation ...............................................................................76
West Oakland Health Center .....................................................................................................77
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 44
Background
The Alameda County Office of Dental Health supports efforts to improve
the oral health of Alameda County residents by partnering with the
community to assess oral health status and resources and to ensure access
to community-based services and oral health education. We actively
engage in policy development that incorporates evidence-based dental
disease prevention and promotes oral health equity.
The 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 0–5 years at Women, Infants, and Children centers (WIC),
as well as continuity and referral for regular follow-up dental care in the
community. At WIC Dental Days:
• Families learn about 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.
• 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 visiting the dentist during their pregnancy.
FY 19/20 Allocation: $257,580 | Expended/Encumbered: $257,580
Individuals served by Measure A: 7,679 (Total individuals served: 19,480)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health
Service area: Countywide, Homeless or Transient
Alameda County Dental Health
dental.acphd.org
Matching Funds
$736,832
from Maternal, Child, and
Adolescent Health (MCAH)
and Child Health and Disability
Prevention (CHDP).
Highlights
100%
100% of health care professionals
receiving oral health training reported
having increased their knowledge
(target: 75%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 45
Dental Health collaborated with other Community Health Services Division
programs, including Tobacco, Chronic Disease, Project New Start, Alcohol
and Other Drug Prevention, Nutrition Services, and WIC, to participate
in existing community events and/or to host an outreach event. This
ensured that community residents received more comprehensive health
information in a one-stop shop.
COVID-19 impacted Dental Health’s ability to provide in-person dental
services, due to the fact that WIC clinics were closed to in-person
appointments. In response, WIC moved to providing services via the
phone. COVID-19 also impacted Dental Health’s ability to conduct in-
person outreach and collaborate with community partners to host events.
Dental Health focused on providing dental hygiene kits to community
partners that serve families though drive-by food and diaper giveaways.
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 Achievements
Dental Health used its Measure A allocation to achieve the following:
• At WIC Dental Days:
- Provide oral health education to 471 parents/guardians of infants and
children ages 0–5 years (target: 775)
- Have 451 infants and children ages 0–5 years attend (target: 750)
- Provide an oral health assessment to 446 infants and children (target:
750)
- Give a fluoride varnish application to 415 children, representing
93% of those who received an oral assessment (target: 675 children,
representing 90% of those receiving an assessment)
- Refer 58% of infants and children in attendance for long-term care
coordination with a dentist (target 65%)
• Provide oral health training to 37 health care professionals working with
underserved populations though public health organizations, community-
based organizations, and community health clinics (target: 100)
• Participate in 18 community events and/or presentations (target: 25)
• At community events, conduct outreach to 3,289 community members
(target: 1,500)
• At Axis Community Health:
- Participate in six community events (target: four)
- Provide 3,368 dental patient visits to community members (target: 5,000)
- Ensure that 65% of children and youth who received care coordination
were provided dental care (target: 50%)
Highlights
3,289
The Office of Dental Health more than
doubled their outreach goal of 1,500
by reaching 3,289 community
members through community
events.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 46
Background
The Center for Elders’ Independence (CEI) provides high quality,
affordable, integrated health care services to the elderly that 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.
After Caring for the Caregiver classes were suspended due to the
COVID-19 shelter-in-place, CEI offered phone support to caregivers who
were formerly or presently enrolled. In addition to reassurance calls,
caregivers were able to attend a bi-weekly Zoom check.
Services are provided in English, Spanish, and Cantonese.
Measure A Funding Achievements
CEI used its Measure A allocation to achieve the following:
• Enroll 56 caregivers in the Caring for the Caregiver program (target: 40)
• Complete one Caring for the Caregiver series with eight classes (target:
four series with 28 classes)
FY 19/20 Allocation: $57,397 | Expended/Encumbered: $57,397
Individuals served by Measure A: 56 (Total individuals served: 56)
Populations served: Low Income Adults, Families, Seniors
Services provided: Emergency Medical, Hospital Inpatient, Hospital Outpatient, Public Health,
Mental Health, Substance Abuse
Service area: Alameda, Albany, Ashland, Berkeley, Castro Valley, Cherryland, Dublin, Emeryville, Fairview,
Hayward, Livermore, Oakland, Piedmont, Pleasanton, San Leandro, San Lorenzo
Center for Elders’ Independence
cei.elders.org
Success Story
Fred Chavez is caregiving for his
98-year-old mom, who suffers
from dementia. He joined the
Caring for the Caregiver series
and describes this experience
as life-transforming. He learned
about his mom’s condition
and was able to improve his
communication with her and
respond to her behaviors in a
more constructive way. He felt
much less frustrated and was
even able to enjoy their time
together. During the COVID-19
shelter-in-place order, Fred joined
the bi-weekly Zoom check-in
forum, where he continued to
benefit from the peer support,
guidance, and camaraderie of
other caregivers dealing with
challenges similar to the ones he is
experiencing.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 47
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
• Physical health
• Behavioral health
• Oral health
• Youth development and academic outcomes
• Integration of health and wellness support services
The COVID-19 pandemic led to many of the SBHC sites closing in March
2020, greatly impacting staffing and services offered to clients. Despite
these challenges, the SBHCs quickly pivoted and modified their services
to meet student and family needs. This included telephone and email
outreach to students and families to assess needs and educate them
about telehealth options and services available at the lead agencies.
The SBHCs also distributed community resource guides, assisted with
food distribution and public benefits enrollment, and provided referrals
for critical basic needs. Some sites continued to provide urgent medical
and dental care; most converted in-person medical appointments to
telephone/video appointments where possible. They also provided
FY 19/20 Allocation: $1,350,000 | Expended/Encumbered: 1,350,000
Individuals served by Measure A: 13,274 (Total individuals served: 13,274)
Populations served: Indigent, Low Income Adults, Children, Families
Services provided: Public Health, Mental Health, Substance Abuse
Service area: Alameda, Ashland, Berkeley, Cherryland, Emeryville, Hayward, Oakland, San Leandro, San
Lorenzo, Sunol, Union City
Center for Healthy Schools and Communities
(School-Based Behavioral Health Initiative)
achealthyschools.org
Matching Funds
$12.3M
from:
• Medi-Cal and other third-party
billing
• Tobacco Master Settlement
Agreement funding
• Kaiser Foundation
• Early Periodic Screening,
Diagnosis, and Treatment
(EPSDT)
• Funding from the County, cities,
school districts, and state and
federal governments
• Private grants
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 48
individual and group behavioral health services via telehealth, and youth
development through the provision of virtual after-school activities.
Throughout all of these efforts, maintaining the health and safety of their
staff was a major priority, through the provision of masks and proper PPE.
Many school-based staff were reassigned within their organizations from
closed SBHC locations to ones that remained or were later approved to
reopen. As County partners, the SBHCs developed the Health Education
Collaborative for health educators and site supervisors to engage with
students and young people more effectively through virtual platforms.
Many SBHC staff are bilingual in Spanish, Mam, Cantonese, or Vietnamese.
Other languages are accommodated through translation services where
needed.
Measure A Funding Achievements
CHCS used its Measure A funding to achieve the following:
Increased Access to Care
• Maintain 28 SBHC sites (target: 28)
• Offer SBHC access to 36,703 students countywide (target: 38,000)
• Register 13,274 students as clients (target: 15,000)
• Conduct 42,463 visits with registered clients (target: 60,000)
Physical Health
• Provide 20 medical service hours per week at 27 sites (target: 20 hours)
• Conduct:
- 22,649 medical visits (target: 26,000)
- 7,303 first aid visits (target: 7,200)
- 1,268 health education clinical visits (target: 3,600)
• For youth ages 0–18, make:
- 12,769 non-clinical health fair/outreach contacts (target: 20,000)
- 15,979 non-clinical first aid supplies contacts (target: 15,000)
- 861 non-clinical health education for nutrition contacts (target: 3,000)
- 3,761 non-clinical health education for reproductive health contacts
(target: 6,000)
- 801 non-clinical screening and other contacts (target: 3,000)
- 573 non-clinical health education for tobacco and alcohol/drug use
contacts (target: 500)
- 277 non-clinical physical activity contacts (target: 300)
- 1,030 non-clinical vision screening contacts (target: 500)
• For adults over age 18, make 409 non-clinical first aid supplies contacts
(target: 300)
Behavioral Health
• Conduct 10,473 behavioral health service visits (target: 16,000)
• Provide 26 hours of behavioral health service per week at 25 sites
(target: 25 hours)
Highlights
96%
96% of clients agreed or strongly
agreed that the SBHC helped them
feel like they had an adult they
could turn to if they needed help
(target: 90%).
Success Story
A parent brought in a recently
immigrated student who needed
immunizations for school entry.
The student did not have active
health insurance, although the
parent was planning to enroll
them under the parent’s Medi-
Cal. SBHC staff was able to enroll
the student into Gateway for
temporary coverage and provide
the needed immunizations. After
learning about the SBHC services
offered, the family also obtained
dental appointments and are now
up-to-date with routine cleanings.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 49
• Discuss 352 youth in non-clinical school staff consultations involving
607 staff and 5,523 youth in Coordination of Services Team (COST)
consultations involving 1,940 staff (target: 5,000 students and 2,500
staff)
• For youth ages 0–18, make:
- 429 non-clinical crisis intervention/grief contacts for individuals and
groups (target: 500)
- 455 non-clinical restorative justice/circle contacts conducted by SBHC
staff and other groups (target: 200)
- 19,044 non-clinical school safety/climate presentation/activity
contacts (target: 10,000)
- 719 non-clinical self-esteem/social skills groups contacts (target: 500)
- 385 non-clinical trauma screening contacts (target: 750)
Oral Health
• Provide 13 hours of dental service per week at 12 sites (target: 12 hours at
12 sites)
• Conduct 3,195 visits with dental services (5,000)
• Provide dental services to 1,318 clients (target: 1,750)
• Make 3,720 non-clinical dental screening contacts to youth ages 0–18
(target: 3,000)
Youth Development and Academic Outcomes
• For youth ages 0–18, make:
- 1,890 non-clinical youth development contacts, such as advisory
board, leadership, advocacy, etc. (target: 1,500)
- 4,789 non-clinical peer health education group contacts (target: 1,000)
- 337 non-clinical job training/career exploration contacts, such as
applying, internships, and shadowing (target: 750)
- 507 non-clinical acculturation support contacts for newcomers and
unaccompanied youth (target: 500)
- 892 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 22
sites (target: 21)
• For adults over age 18, make:
- 5,760 non-clinical health fair/outreach contacts (target: 3,500)
- 2,530 non-clinical parent/family support contacts (target: 2,000)
- 2,780 non-clinical school safety/climate presentation/activity contacts
(target: 1,000)
- 749 staff workshop/training contacts (target: 1,000)
• For youth ages 0–18, make 1,447 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 COST programs at 22 sites (target: 28)
Highlights
96%
96% of clients were sent back to
class after a medical visit rather
than going home, which helped them
to avoid missing valuable classroom
instruction time (target: 90%).
Success Story
After a school community lost
a student to suicide, the school
reached out to the SBHC to plan
how to best support the students,
teachers, and community as a
whole. SBHC staff collaborated
with school personnel to check-in
with students and had behavioral
health providers from other
parts of the program stationed
at the SBHC to check in with any
students dropping in, as well as
reaching out to any at-risk students
who had come through the SBHC
that year. The SBHC also program
offered no-cost groups, one for
the parents and one for the teens.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 50
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 educational videos and literature, providing
health care services for individuals re-entering the community from the
prison system, and conducting health fairs and community education
presentations at schools, churches, and other community sites.
In response to the COVID-19 pandemic, Preventive Care Pathways
increased their hours to provide testing and vaccines to the community and
set up mobile services to reach those who were not able to come into their
facilities. By collaborating with other community organizations, Preventive
Care Pathways was able to provide more resources to the community that
included free testing, masks, hand sanitizers, and other supplies, as well
as access to free food and housing. They also used the media to present
education related to screening and testing.
Services are provided in English, Spanish, and Ara.
Measure A Funding Achievements
Preventive Care Pathways used its Measure A allocation to achieve the
following:
• Conduct 4,618 medical visits to 734 unduplicated low income patients
with Alameda Alliance or Anthem Blue Cross Medi-Cal (target: 2,500
visits to 500 patients)
• Screen 498 patients for Hepatitis C as a part of a basic health screening
(target: 400)
• Provide treatment for 56 patients who tested positive for Hepatitis C, of
whom 71% received or completed treatment (target: 80%)
• Coordinate one health fair/workshop attended by 100 participants
FY 19/20 Allocation: $229,587 | Expended/Encumbered: $229,587
Individuals served by Measure A: 4,618 (Total individuals served: 4,618)
Populations served: Indigent, Low Income, Uninsured Adults, Seniors
Services provided: Emergency Medical, Hospital Outpatient, Mental Health
Service area: Countywide, Homeless or Transient
Direct Medical and Support Services (Oakland):
Preventive Care Pathways
drwatsonwellness.com
Matching Funds
$137,800
from Alameda County Social
Services Agency and General
Assistance funding, Medi-Cal
Administrative Activities (MAA),
and in-kind funding.
Highlights
100%
100% of patients who tested positive
for diabetes, Hepatitis C, and/
or prostate screenings at an event
received follow-up care (target:
80%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 51
(target: six health fairs/workshops with 50 participants)
• At the health fair/workshop, provide 85 Hepatitis C and/or prostate
cancer screenings, representing 85% of attendees (target: 25%)
• Provide Covered California or Medi-Cal application assistance to 282
uninsured residents, of whom 100% submitted an application (target:
200 residents, with 50% submitting an application)
• Have 79 applications that received assistance and were approved
for Medi-Cal select the Preventive Care Pathways James A. Watson
Wellness Center as their primary care provider, representing 67% of such
applications (target: 50%)
• Attend 25% of Covered California CEE Alameda County partnership
meetings that were held (target: 50%)
Highlights
82%
82% of patients reported that they
would not know where else to go,
would go to the emergency room, or
wouldn’t do anything to address their
health care needs if they didn’t know
about the Preventive Care Pathways
James A. Watson Wellness Center
(target: 50%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 52
Background
Roots Community Health Center works to uplift those impacted by
systemic inequities and poverty. They accomplish this through medical and
behavioral health care, health navigation, workforce enterprises, housing,
outreach, and advocacy.
Roots utilized Measure A funding to build out an entire behavioral health
suite in deep East Oakland, where these services are sorely needed.
This provides a conducive space for support groups and workshops for
community members with mild, moderate, and severe mental illness.
The build-out of the behavioral health suite allowed Roots to better
position themselves to obtain ongoing behavioral health funding that they
otherwise would not have been able to obtain due to inadequate facilities.
The COVID-19 pandemic necessitated a shift in how Roots provided
many of their services, and the renovated behavioral suite has proven to
be a tremendous asset in this shift. Clinicians have had ample space to
physically distance from one another, and each office is suitable to conduct
telehealth visits. Clinicians are able to remain onsite each day for in-person
support to those who present in crisis, and navigators and eligibility/
enrollment specialists are always available for in-person and telephonic
support.
Measure A Funding Achievements
Roots used its Measure A allocation to achieve the following:
• Build or renovate seven rooms at the Roots Community Health Center
to provide behavioral health and eligibility/enrollment services (target:
seven)
• Provide onsite behavioral health services to 1,073 unduplicated patients
because of the new space
FY 19/20 Allocation: $250,000 | Expended/Encumbered: $250,000
Individuals served by Measure A: 195 (Total individuals served: 10,287)
Populations served: Indigent, Low Income Adults, Children, Families, Seniors
Services provided: Public Health, Mental Health
Service area: Hayward, Oakland, San Leandro, Homeless or Transient
Direct Medical and Support Services:
Roots Community Health Center
www.rootsclinic.org
Success Story
Mr. A sought mental health
therapy after moving out
of a residential religious
community. He was experiencing
homelessness but was able to
secure a bed in a shelter. He was
raised by his single mother and
older brother. He had a history
of gang association, selling and
using illegal substances, and
incarceration. After engaging in
behavioral health services, Mr.
A opened a small business and
stated that he felt more confident
with managing his finances,
enough to move into a permanent
residence. He worked to shift
his interpersonal relationships,
got engaged to be married, and
became closer to his father and
extended family members.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 53
• Hire three staff (target: three)
• Submit:
- 262 renewal Medi-Cal applications
- 301 CalFresh applications, of which 108 were approved
• Hire one clinical navigator to assist patients that are not eligible for
navigation services under other programs (target: one)
• Make 105 navigation visits serving 45 clients
Highlights
95%
95% of clients in the clinic and 100%
of clients in the navigation program
self-reported improvement in their
health status.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 54
Background
The Alameda County Health Care Services Agency Health Insurance
Enrollment Assistance department prescreens County residents on the
phone and provides information and referrals for application assistance for
the following health and social service programs: Medi-Cal, CalFresh, Cash
Aid, and HealthPAC. Health Insurance Technicians (HITs) can schedule
enrollment assistance appointments to complete applications.
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.
In FY 19/20, benefits assistance was provided to clients according to the
following percentages by program:
• Medi-Cal: 61%
• HealthPAC: 19%
• CalFresh: 13%
• Covered California: 6%
• CalWORKs: 1%
Services are provided in English, Spanish, and Cantonese.
Measure A Funding Achievements
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 7,836
low income County residents (target: 7,800)
• Receive 4,683 calls on the HIT assistance toll-free line (target: 3,000)
FY 19/20 Allocation: $300,000 | Expended/Encumbered: $300,00
Individuals served by Measure A: 1,410 (Total individuals served: 7,836)
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
Health Insurance Enrollment
www.acgov.org/health/indigent/hiea.htm
Success Story
During the pandemic, many
community members found
themselves needing health
insurance due to contracting the
coronavirus. One such family
reached out to Health Insurance
Enrollment Assistance after being
referred by the hospital. This
family of five had all contracted
coronavirus and were without
health insurance. They had been
afraid of applying for insurance
since they were undocumented
and were worried they would
have to pay thousands of dollars
in medical bills. The HIT helped
them apply for Medi-Cal with
retroactive coverage for the
entire family, as well as helping
the parents apply for HealthPAC
so they could seek medical care
in the future. The entire family
ultimately received coverage.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 55
Background
The Multicultural Institute (MI) accompanies immigrants in their transition
from poverty and isolation to workforce participation and prosperity.
MI offers ongoing free health activities and services to low income,
monolingual Spanish-speaking, and uninsured individuals. MI is a trusted
organization that brings the health services to the community members
where they are and to the street corners where day laborers regularly
congregate. The majority of the community served by MI does not
easily access medical, dental, vision, health coverage, and enrollment
services. They have even less access to regular preventive doctor visits.
All this results in individuals less likely getting proper treatment for health
conditions that could be prevented with the proper care.
MI staff provides health case management support and offers assistance
in navigating the health system. Through this help, individuals are able to
solve their immediate health needs, enroll in health coverage, and register
with a primary care doctor. MI often offers free services that individuals
typically do not have access to.
In FY 19/20, MI successfully enhanced and increased access to health
services, activities, and support through its cultural- and linguistic-
appropriate model. Additionally, MI continued to invest resources and time
to cultivate and strengthen partnerships that increase individuals’ access to
these services. Highlights include the following:
• Blood pressure workshops/screenings. MI continued to partner
with LifeLong Medical Center to cohost diabetes and blood pressure
workshops and provide medical screenings during street outreach.
• Optometry. Through a partnership with the UC Berkeley School of
Optometry, a total of 30 uninsured individuals received free eye exams
and an updated eye prescription. They were treated with care and each
received free eyewear.
FY 19/20 Allocation: $95,662 | Expended/Encumbered: $95,662
Individuals served by Measure A: 692 (Total individuals served: 738)
Populations served: Indigent, Low Income, Uninsured Adults, Families, Seniors
Services provided: Hospital Outpatient, Public Health
Service area: Berkeley, Oakland, Homeless or Transient
Health Services for Day Laborers:
Multicultural Institute
mionline.org
Highlights
98%
98% of individuals served felt
prepared for the referred service
(target: 90%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 56
• Flu shot. Before the COVID-19 outbreak, MI partnered with Walgreens to
host a one-time flu shot event for day laborers to receive the shot for free
on the street corners.
• Community-building. As a way to build community among the day
laborers, MI hosted monthly street clean-ups for day laborers to help
keep the neighborhood clean. For Thanksgiving, MI distributed 125
healthy food baskets to day laborers and other low income individuals.
MI was able to host its yearly Christmas Day Laborer Event in December,
where day laborers received a hot meal, Christmas gifts, and raffle items
and participated in a healthy eating workshop.
• Social worker/therapist. MI continued to offer its monthly Alameda
Health System mobile health van visits and monthly social worker
sessions through the Alameda County Health Care for the Homeless
program. In addition, a therapist was assigned to MI monthly.
• Client study. MI partnered with the University of California Berkeley
Public Health Department and the California Initiative for Health Equity
& Action (Cal-IHEA) and organized interviews with the day laborer
community served by MI to gauge their insight and opinions about social
and economic factors that affect their health and well-being. Through
this study, MI and Cal-IHEA identified and analyzed the mental and
physical health needs of day laborers, the risks and abuses day laborers
encounter when looking for work, and their day-to-day interactions in the
community where they seek employment.
The COVID-19 pandemic caused MI to pause the majority of its in-person
activities. MI staff shifted its service model of daily street outreach to a
remote and virtual program delivery method. MI has also been sharing
COVID-19-related preventive measures and information in Spanish and
English to the community through texts, individual phone calls, WhatsApp
chats, video calls, and its Facebook page. In addition, MI has offered
COVID-19 direct services and resources including COVID-19 updates,
preventive measures, and resources; distribution of food essentials and
PPE; advocacy and application support by helping constituents complete
relief, rental, and financial assistance applications; and direct service and
health support/referrals.
Services are provided primarily in Spanish and, when needed, in English.
Measure A Funding Achievements
Measure A funding helped MI achieve the following:
• Provide outreach to 692 unduplicated day laborer and other low income
clients (target: 700)
• Contact 100% of day laborers on the street during daily street outreach
(target: 80%)
• Register 94% of outreached day laborers with MI (target: 80%)
• Perform 118 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)
Success Story
Jorge, a 65-year-old Mexican,
has been a day laborer for over
10 years. Jorge was skeptical
about COVID-19 and dismissed
MI’s COVID-19 information, PPE,
and resources. He believed
that COVID-19 was a fake illness
created by the government.
He was one of the few day
laborers that would not wear
a mask while seeking work on
street corners, and he would
not socially distance. Jorge
tested positive for COVID but
questioned the results because he
was asymptomatic. The second
time he tested positive, he was
severely symptomatic and stayed
in quarantine for more than
two weeks. Staff provided him
PPE, COVID-19 information and
resources, and essential food
items.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 57
• Host and/or co-sponsor 10 health care trainings or workshops for 186
participants on topics that included occupational health and safety,
sexual health, oral health, and substance abuse (target: eight trainings/
workshops with 120 participants)
• Arrange eight health screening events serving 131 unduplicated
individuals (target: four events serving 100 individuals)
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 58
Background
Street Level Health Project (SLHP) is an Oakland-based community center
dedicated to improving the health and well-being of underinsured,
uninsured, and recently arrived immigrants in Alameda County.
In response to the COVID-19 pandemic, SLHP successfully pivoted all
in-person services to over-the-phone consultations via the SLHP hotline.
Patients could call the hotline Monday-Friday from 9am-5pm and be
referred to services including health insurance enrollment or phone
consults with a medical provider, herbalist and nutritionist, and mental
health educator. The nutritionist and herbalist provided herb and tincture
drop-offs to patient homes once every two weeks. Clients also received
support about wage theft, the COVID -19 monetary fund, and Oakland
Worker’s Collective employment support.
Due to the increase in need for mental health services in the uninsured
immigrant community, SLHP increased service hours by over 25%, and
the number of mental health visits provided monthly doubled since the
beginning of the pandemic. Mental health educators focused on individual
telephone counseling sessions to help clients develop various coping
strategies for the hardships that negatively impacted their life. In addition,
SLHP made COVID -19 prevention and education workshops a regular part
of their monthly outreach and established a partnership with La Clinica to
schedule COVID testing appointments directly for uninsured community
members in need of a diagnostic test.
Services are provided in Spanish, English, and Mam.
FY 19/20 Allocation: $95,662 | Expended/Encumbered: $95,662
Individuals served by Measure A: 374 (Total individuals served: 275)
Populations served: Indigent, Low Income, Uninsured Adults, Families, Seniors
Services provided: Public Health, Mental Health
Service area: Countywide, Homeless or Transient
Health Services for Day Laborers:
Street Level Health Project
streetlevelhealthproject.org
Highlights
98%
98% of clients who checked into the
clinic received medical care that
same day (target: 95%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 59
Measure A Funding Achievements
SLHP used its Measure A allocation to achieve the following:
• Make 588 health care screening and episodic care visits to 460
unduplicated clients across multiple languages (target: 700 clients)
• Provide 2,509 health-related navigation/referral services to 1,506 clients
across a network of 60 local health care agencies (target: 2,000 services)
• Conduct 386 mental health consultations with 190 unduplicated
clients from low income communities in Alameda County (target: 200
consultations)
• Provide 150 nutritionist/herbalist consultations to 165 clients (target: 195
consultations)
• Distribute 3,519 free food bags to low income individuals (target: 2,500)
• Recruit and train 19 prospective and current health care providers,
providing them with experience working with uninsured low income
communities (target: 20)
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 60
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.
CHSC’s Unaccompanied Immigrant Youth (UIY) program provides school-
based, school-linked, and community-based services to UIY youth and
families/caregivers so that they can access resources and services to
improve their physical, mental, and socio-emotional health and well-being
and meet basic needs. The program also builds the capacity of school
systems to better identify and link UIY and their caregivers to services and
supports.
In FY 19/20, the program funded and partnered with La Familia and
Eden Church (the UIY Care Team) to provide direct and capacity-building
services through case managers located at school and community sites in
the Fremont, Hayward, Newark, and New Haven school districts.
In response to the COVID-19 pandemic, the UIY Care Team pivoted to
virtual/teleservice provision and case management and focused on
responding and meeting the immediate and basic needs of UIY students
and families who were greatly impacted by the pandemic. The team
provided daily hot meals, groceries, basic supplies, and PPE to UIY
students and their families and assisted families in receiving public benefits
and philanthropic grants to support their food security, economic, and
housing stability. The team also supported UIY families and students with
virtual case management, workshops, and community-based services to
meet their basic needs and protect their well-being and economic security.
CHSC also developed a new evaluation framework to better capture
results-based metrics of both direct services and system support
throughout the center’s programs, including the UIY Care Team.
FY 19/20 Allocation: $350,000 | Expended/Encumbered: $350,000
Individuals served by Measure A: 1,210 (Total individuals served: 1,210)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families
Services provided: Public Health, Mental Health
Service area: Cherryland, Fremont, Hayward, Newark, Union City
Health Services for Unaccompanied Immigrant Youth
achealthyschools.org
Matching Funds
$242,502
from Alameda County Behavioral
Health Care Services (BHCS),
Medi-Cal Administrative Activities
(MAA), and the Mental Health
Services Act (MHSA).
Highlights
100%
100% of UIY clients agreed that the
services helped them meet with a
doctor or nurse (target: 80%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 61
Services are provided primarily in Spanish. All direct staff are bilingual in
Spanish and English. Presentations and workshops for school educators
and community partners are conducted in English.
Measure A Funding Achievements
The UIY Program used its Measure A allocation to achieve the following:
• Provide 1,163 hours of high quality, culturally competent, language-
specific direct services to 596 UIY students and 484 families/caregivers
• Conduct 14 outreach activities for identifying and connecting with UIY in
schools and the community (target: 20)
• Distribute 497 information materials related to UIY services and
programs (target: 600)
• Link 105 UIY students to health insurance and health and wellness
services such as applications for Medi-Cal insurance enrollment,
specialty mental health services, and primary care visits (target: 115)
• Identify and open 71 preventative counseling cases with UIY student
clients (target: 85)
• Hold 15 workshops for UIY and families/caregivers to increase access to
health and wellness services (target: 14)
• Conduct 126 home visits to address health and wellness issues and
resources and support to UIY and families/caregivers (target: 15)
• Provide:
- 255 consultation sessions with school district teachers, staff, and
providers to develop their capacity to support UIY students and their
families
- 13 consultation sessions with school administrators to develop their
capacity to support UIY students and their families
Success Story
A 17-year-old male who left family
in Honduras had been living with
his cousin for one year and was
given 48 hours to move out. The
UIY Care Team Case Manager
connected the student to a family
who hosted and supported him
to continue his education. The
student was also connected to
an attorney who took his case at
no cost and helped him obtain
his work permit. The student
graduated high school and is
attending adult school for one
year. He plans to transfer to a
community college as he works
to save for college. He continues
living with his host family and
receiving support from the
community.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 62
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). In FY 19/20, Alameda
County’s Juvenile Justice Health Services (JJHS) achieved significant
successes and improvements to better serve youth detained at the JJC:
• JJC Health Policy Manual. The JJC Health Team (Medical Clinic, Guidance
Clinic, and JJHS Director) completed the first JJC Health Policy Manual.
The manual is a thorough documentation of the comprehensive health
services available to detained youth, outlining all physical, dental, and
mental health policies and procedures for the JJC.
• Patient Health Questionnaire (PHQ-9). To improve screening for risk of
depression or self-harm upon a youth’s detention, the JJC Medical Clinic
implemented the PHQ-9 to be administered upon booking of youth into
the JJC.
• Increased access to care. Every youth receives a medical assessment
prior to being booked into detention. Once detained, the majority of
youth receive a physical examination and dental screening, and those
who need dental treatment are treated at the JJC Medical Clinic.
• Improving health outcomes. The JJC Medical Clinic ensures youth get
care and treatment that meets medical quality standards. Two important
standards prioritized by the JJC Medical Clinic are ensuring all youth have
up-to-date/age-appropriate immunizations and that every youth with a
sexually transmitted infection (STI) is treated.
• COVID-19 protocol. The JJC Medical Clinic, JJHS Director, and Probation
partners worked quickly to prevent any possible COVID-19 outbreak
within the JJC, developing protocols that informed screening and testing
FY 19/20 Allocation: $221,069 | Expended/Encumbered: $221,069
Individuals served by Measure A: 73 (Total individuals served: 584)
Populations served: Low Income, Uninsured Adults, Children
Services provided: Emergency Medical, Hospital Outpatient, Public Health
Service area: Countywide
Medical Costs for Juvenile Justice Center:
Direct Service Planning and Administration
acbhcs.org
Success Story
A father and his son, who had an
extensive history in the juvenile
justice system and multiple
psychiatric hospitalizations, were
connected to a school-based
clinic staffed by the same medical
doctor who served the youth in
the JJC. The doctor worked with
the youth to stay on his medication
and stay focused on his treatment
goals. The doctor also played
a critical role in de-escalating
conflicts between the youth and
his father. With this support, the
youth was able to remain at his
father’s home with no further
contact with the police or need for
psychiatric hospitalization and to
eventually move into supportive
housing for transitional-aged
youth.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 63
procedures for every youth booked into the JJC, implementing a clear
quarantine/isolation process for youth who tested positive for COVID-19,
and creating guidelines for use of PPE for everyone entering the JJC.
The JJHS Director plays an important role in ensuring continuity of care
for justice-involved youth and families. For example, the JJHS director
assisted with ensuring that three youth had continued access to psychiatric
medication upon release from detention, a process that involved
navigating Alameda County Social Services for Medi-Cal authorization,
BHCS for pharmacy approval, and multiple medical providers.
Additionally, the JJHS Director helped youth and families access medical
care outside of the JJC, such as working with Social Services to have a
released youth’s Medi-Cal re-activated so that he could get required
follow-up care for an ankle injury.
Services are provided in Cantonese, English, and Spanish.
Measure A Funding Achievements
BHCS used its Measure A allocation to achieve the following at the JJC:
• Provide a comprehensive physical exam and dental screening to 65% of
youths booked into the JJC (target: 70%)
• Screen 100% of youths for self-harm at intake (target: 95%)
• Bring immunizations up to date for 327 youths
• Provide dental treatment to 76 youths
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 64
Background
Niroga Institute strives to foster the health and well-being of children,
youth, families, and communities through the practice of dynamic
mindfulness, an evidence-based, trauma-informed, transformative live skills
program that strengthens stress resilience and social-emotional learning.
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 emotional 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 19/20 Allocation: $89,152 | Expended/Encumbered: $89,152
Individuals served by Measure A: 1,326 encounters (Total individuals served: 1,678 encounters)
Populations served: Low Income, Uninsured Children
Services provided: Mental Health
Service area: Countywide
Medical Costs for Juvenile Justice Center:
Niroga Institute
niroga.org
Highlights
100%
100% of youth class participants
reported that the class was helpful
for managing emotions and stress
(target: 60%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 65
As a result of the COVID-19 shelter-in-place and social distancing, Niroga
was not able to provide services onsite in person and moved to online
services. To start, Niroga offered weekly recorded sessions for viewing
collectively or individually with accompanying documentation, so that the
youth could practice inside their rooms. JJC staff also had access to videos,
which were shared with staff working inside other County jails.
Measure A Funding Achievements
Niroga Institute used its Measure A allocation to provide the following at
the JJC:
• 385 TLS classes for youth, including a total of 1,678 youth encounters
(target: 400 classes and 1,500 encounters)
• One daylong TLS immersion for four youth (target: three immersions for
15 youth)
• 106 TLS classes for staff, with an average of 4.5 staff per class (target: 90
classes averaging five staff per class)
Success Story
A female participant in the yoga
and mindfulness class had a
history of physical abuse and
was in foster care. One day
she reported to the JJC clinical
psychologist that she had been
very irritable and angry at the staff
earlier in the day. She hadn’t slept
well the night before because of
a nightmare about her mother.
After she took the Niroga class,
she reported that she felt much
better, much calmer, and more
positive, with more self-control.
She attributed her improved sense
of self to the practice of yoga and
mindfulness and hoped she could
continue these practices on the
“outs.”
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 66
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.
Under the guidelines of the California Victim Compensation and
Government Claims Board (CalVCB), Alameda County Victim Services staff
are committed to promptly assist with financial services to all impacted
victims of crime. Ensuring that all victims of crime receive vital and essential
financial services first requires that they are aware of the CalVCB program’s
existence. This has been a significant area of concern, with active outreach
throughout Alameda County. However, a CalVCB study identified that
many approved victim of crime claimants do not access program financial
services and remain financially unserved. Therefore, staff has conducted
more thorough research to discover the barriers that prevent crime victims
from seeking program services, including establishing a full-time employee
solely focused on this in-depth research; empower and educate claimants
about the CalVCB program and all its available financial services; and guide
claimants in accessing approved funding.
COVID-19 impacted the organization’s ability to provide CalVCB services,
as many claimants were afraid to come to the office in person to drop off
bills and request specific services or even to visit a document assistance
center to have their bills faxed to the Victim Services Center. To assist
claimants, staff provided postage-paid return envelopes to enable
FY 19/20 Allocation: $90,000 | Expended/Encumbered: $90,000
Individuals served by Measure A: 797 (Total individuals served: 1,749)
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: 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
Highlights
100%
CalVCB reviewed 100% of approved
applications to identify victims of
crime who might need additional
assistance from staff to access and
utilize approved CalVCB funds
(target: 100%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 67
approved claimants to submit their unpaid bills, expense requests, and
supporting documentation through the mail. Staff also arranged that
claimants could send and receive courtesy faxes at their nearest document
service provider and offered telephone assistance to help complete certain
forms.
Services are primarily provided in Spanish, Chinese, and Mandarin.
Measure A Funding Achievements
CalVCB used its Measure A allocation to achieve the following:
• Of the 1,749 claimants with approved CalVCB funds, identify 797 who
did not use their funds (target: 797 of 1,749)
• Successfully contact 273 of the 797 claimants with unused funds (target:
797)
• In a survey of the 273 contacted claimants with unused funds, identify
that:
- 273 were not aware of the approved funds
- 220 needed information and assistance to access the funds
- 53 declined the use of the funds
• Ensure that, of the 273 contacted claimants, 50 claimants received
over $500,000 in financial assistance after being contacted (target: 100
claimants and $1,000,000 in assistance)
Success Story
Staff contacted a claimant to
determine why bills and expenses
had not been submitted for
payment on her CalVCB claim.
The claimant badly needed
CalVCB’s financial assistance,
as her victim of crime incident
resulted in a pregnancy. Having
no health insurance, the claimant
was panicking about how
she would pay for a medical
pregnancy exam, prenatal care,
X-rays, laboratory tests, and
birth, delivery, and hospital
expenses. After staff educated
the claimant about CalVCB’s
covered financial services, she
made an appointment for further
pregnancy testing and related
obstetrics care. The claimant
expressed relief knowing she can
submit her expenses to CalVCB for
payment and instead focus on her
pregnancy and well-being.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 68
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
• Bay Area Community Health Center
• La Clínica
• LifeLong Medical Care
• Native American Health Center
• Tiburcio Vasquez Health Center
• West Oakland Health
FY 19/20 Allocation: $5,753,009 | Expended/Encumbered: $5,753,009
Individuals served by Measure A: 15,082 (Total individuals served: 30,762)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health, Mental Health, Substance Abuse
Service area: Countywide
Primary Care Community-Based
Organizations
www.alamedahealthconsortium.org
Matching Funds
$5.75M
as part of Care Connect activities.
Highlights
55%
The number of patients receiving
buprenorphine for opioid use
disorder increased by 55% during
the fiscal year (target: 55%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 69
In FY 19/20, the eight Consortium health centers completed
implementation of electronic health records on a single platform
to enhance patient care and coordination. The enhanced ability for
collaboration better supports continuity of care, whole person care, and
integrating care across clinics, hospitals, and doctors. When the COVID-19
pandemic hit, the centers pivoted to providing health care through video,
phone, text, and chat so that patients could continue to get the care they
need. The centers also began offering COVID-19 diagnostic testing to
patients and the community at large, making up 43% of the community
testing sites in Alameda County. In addition, the health centers partnered
with the Alameda County Public Health Department to provide contact
tracing and case investigation for COVID-19-positive patients. Health
center workers also tracked down and vetted resources for patients,
verified insurance, helped patients apply for housing, and partnered with
the County on vaccinations.
Health centers worked to redirect patients from opiate treatment for
pain management to alternative modalities of pain management, such as
acupuncture, chiropractic services, and behavioral health services. This
effort minimizes patients’ risk of opiate addiction. The centers also helped
link patients from emergency rooms back to their primary care homes,
ensuring a seamless transition from medication-assisted treatment (MAT)
induction to MAT maintenance. Patients struggling with addiction can now
get their MAT and behavioral health care within the primary care setting in
an integrated and holistic manner.
For hepatitis C treatment, health centers partnered with both the Alameda
Alliance for Health and Diplomat Pharmacy to ensure all forms and related
documentation could be submitted 100% virtually with no need for wet
signatures. This ensured treatment approvals were not delayed and
optimized safety during the pandemic. Successful treatment for hepatitis
C is directly correlated with regression of cirrhosis (chronic liver damage
leading to scarring and liver failure), reduction in risk for hepatocellular
carcinoma (liver cancer), and reduction of extrahepatic manifestations such
as cryoglobulinemia, dermatologic disorders, and diabetes. Additionally,
cured patients can no longer transmit HCV to sexual partners, children, or
needle-sharing partners, thereby reducing the spread of hepatitis C in the
community.
The Health Program of Alameda County, also known as HealthPAC, is a
County program that provides affordable health care to uninsured people
living in Alameda County. HealthPAC is not insurance and does not provide
everything that insurance does. HealthPAC and the Consortium work in
partnership with the eight member health centers to research, develop,
analyze, and report on appropriate measures for system improvement
deliverables.
Services are available in English, Spanish, Cantonese, Mandarin,
Vietnamese, Tagalog, Farsi, Mam, Mien, Lao, Thai, Korean, Japanese,
Hindi, Cambodian, Mongolian, Burmese, French, Armenian, and Ilocano.
Success Story
A LifeLong Medical Care patient
in her 70s, with comorbid medical
and mental health disorders, had
been on opiates for pain relief
for many years. After taking the
training on pain management, this
patient’s primary care provider
referred the patient to the pain
management clinic, which
initiated lumbar steroid injections
for the patient and, together
with the primary care provider,
managed to decrease the patient’s
opiate intake. The patient was
also referred to behavioral health
services within her primary care
health home.
Highlights
79%
79% of patients born between
1945 and 1965 were screened for
hepatitis C (target: 79%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 70
Measure A Funding Achievements
The Consortium health centers used their Measure A allocation to achieve
the following:
• Conduct two Continuing Medical Education (CME) trainings on tapering
and managing opioid prescriptions in the primary care setting (target:
two)
• Sign five new contracts with interdisciplinary and non-clinical pain
management providers (target: five)
• Conduct three CME sessions on hepatitis C management and treatment
for 25 providers (target: two sessions for 25 providers)
• To increase the number of patients receiving recommended perinatal
care for better maternal and infant outcomes, have one representative
on the Alameda County Perinatal Equity Initiative Steering Committee
(target: one)
• Offer 772 father-centered services encounters (target: 500)
• Provide food pharmacy, food prescription, and/or food distribution
services at eight health centers (target: eight)
• To increase health care coverage and access, conduct 12 On-Site Medi-
Cal Eligibility (OSME) workshops with eight health centers represented
(target: 12 workshops and eight health centers)
• Enroll patients in CalFresh at six health centers (target: six)
• Enroll 38 enrollees in health center centering programs, a provider-led
group prenatal care model that results in healthier babies and reduced
racial disparities in preterm birth (target: 30)
• Fully implement an electronic health record system in eight health
centers (target: eight)
• Enroll 30,762 patients in HealthPAC (target: 30,762)
• Offer provider recruitment and retention programs at eight health
centers (target: eight)
Highlights
18%
The number of patients accessing
non-clinical pain management
services such as chiropractic services,
acupuncture, and interdisciplinary
pain management increased 18%
during the fiscal year (target: 18%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 71
Background
Roots Community Health Center works to uplift those impacted by
systemic inequities and poverty through medical and behavioral health
care, health navigation, workforce enterprises, housing, outreach, and
advocacy.
The Roots Healthy Measures program expands access to health care
services to formerly incarcerated populations via a Transition Navigator
at Santa Rita jail who forms relationships with community members
pre-release and bridges them to a Roots Health Navigator post-release,
who then facilitates their engagement in clinical and wraparound
services at Roots Community Health Center. Roots Health Navigators
facilitate improved health care access through patient advocacy and care
coordination, while supporting clients to build their own skills of self-
advocacy.
Healthy Measures services include individualized case management,
primary medical care, behavioral health, barrier removal services, and
linkage to social services. These services are imperative to this population
given that they are often the most overlooked, complex, and medically
vulnerable. The program not only diagnoses and treats medical conditions
but also addresses barriers such as housing and food security, which
exacerbate chronic illness and ultimately lead to increased recidivism
and inappropriate utilization of costly and overburdened systems such as
emergency and psychiatric emergency departments.
Measure A Funding Achievements
Roots used its Measure A allocation to achieve the following:
• Through Health Navigation workers, conduct comprehensive enrollment
of 416 eligible clients for case management at post-release
FY 19/20 Allocation: $200,000 | Expended/Encumbered: $200,000
Individuals served by Measure A: 208 (Total individuals served: 416)
Populations served: Indigent, Low Income, Uninsured Adults, Seniors
Services provided: Public Health, Mental Health, Substance Abuse
Service area: Oakland, Homeless or Transient
Roots Community Health Center
www.rootsclinic.org
Success Story
Rob’s life had been going in a
downward spiral since a shoulder
injury left him temporarily
disabled. Before the injury, Rob
was a unionized sprinkler fitter
making upward of $60 an hour.
After his injury, he could only
afford to move from hotel to hotel,
eventually living in his sister’s
backyard. After meeting with Rob,
Roots provided him with items
from the food pantry and men’s
clothing pantry, a bus pass, and an
ID voucher. Roots also provided
funds to get Rob reinstated into
the union and helped find him
temporary housing. Rob was
eventually reinstated into the
union and obtained the tools,
equipment, and clothes needed
for his work.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 72
• Make 575 Navigator visits to 390 clients
• Provide onsite counseling services to 29 unduplicated clients
• Submit 63 Medi-Cal applications for post-release clients, of whom 26
were enrolled in Medi-Cal
• Complete 75 behavioral health sessions
Highlights
100%
100% of clients with a specified
chronic condition received medical
care.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 73
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 serve as a safety net option for
students to take control of their own health. School health centers increase
public health and safety by increasing reproductive health education,
reducing unplanned pregnancies, and providing referrals to community
clinics that provide primary, dental, vision, behavioral health, and ancillary
services for both students and their families.
COVID-19 and the closure of schools impacted hours of operation and
decreased the number of student patients seen. In response, TVHC
implemented telehealth services so that patients could access the health
centers to seek information about primary care or reproductive health.
Services are provided in English and Spanish.
Measure A Funding Achievements
Measure A funding helped TVHC achieve the following:
• At the school-based health centers, provide an average of:
- 13 hours of medical-related services per week to 22% of the student
body (target: 16–40 hours to 30–50% of the student body)
- 38 hours per week of health education, health promotion, and youth
development services to 17% of the student body (target: 20–35 hours
to 20–40% of the student body)
FY 19/20 Allocation: $40,000* | Expended/Encumbered: $40,000
Individuals served by Measure A: 668 (Total individuals served: 668)
Populations served: Low Income, Uninsured Children
Services provided: Public Health
Service area: Ashland, Castro Valley, Cherryland, Hayward, San Leandro, Union City
*Includes Board of Supervisors discretionary allocation from District 2/Supervisor Valle
Tiburcio Vasquez Health Center, Inc.
tvhc.org
Highlights
88%
88% of Tennyson clients and 66% of
Hayward clients were screened for
body mass index (BMI) at least once
during the school year.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 74
• Provide first aid supplies to 729 youth at Tennyson and 220 youth at
Hayward
• Offer health education on:
- Nutrition to 52 youth at Tennyson and 53 youth at Hayward
- Reproductive health to 488 youth at Tennyson and 53 youth at
Hayward
- Tobacco, alcohol, and other drug use to 27 youth at Tennyson and 53
youth at Hayward
- Dental health to 486 youth at Tennyson
- Reproductive health and dental health to 25 adults over age 18 at
Tennyson
• Hold health fairs and outreach for:
- 483 youth at Tennyson and 880 youth at Hayward
- 338 adults at Tennyson and 201 adults at Hayward
• Coordinate and/or participate in one family and/or community member
health-related event and/or activity each at each school-based health
center (target: two each)
• Provide 313 follow-up referrals to a primary care provider and/or home
clinic
• Through groups at the school-based health centers, make:
- 41 self-esteem and social skills contacts to youth ages 0–18 and six
contacts to adults over age 18
- Nine crisis intervention/grief support contacts to youth ages 0–18
• Discuss 106 youth ages 0–18 in Coordination of Services Team (COST)
consultations and nine youth in non-COST consultations
• Hold COST consultations regarding adults over age 18 involving 51 staff
and non-COST consultations regarding adults involving six staff
Highlights
100%
Staff attended 100% of Alameda
County Health Care Services
Agency meetings to support
the development, design,
sustainability, and efficacy of the
school-based health centers and
respond to any follow-up requests in a
timely manner (target: 80%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 75
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 district residents through
medical services, education, and research.
The Morris Hyman Critical Care Pavilion, opened in FY 18/19, is more than
four times larger than the previous emergency department, containing 40
examination rooms. This expansion has drastically increased the hospital’s
ability to provide quality patient care, especially during the pandemic.
With the addition of six new defibrillators, the facility is now equipped with
additional life-saving technology to offer the most advanced opportunities
for care to all populations.
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 Achievements
The Washington Hospital Healthcare Foundation used its Measure A
allocation to achieve the following:
• Purchase and install six Zoll defibrillators for use in the emergency
department (target: six)
• Stabilize and treat 51,526 patients in the emergency department (target:
50,000)
• Train 155 emergency room, intensive care, and rapid response personnel
in the use of the new defibrillators for emergency resuscitation situations
(target: 120)
FY 19/20 Allocation: $25,000* | Expended/Encumbered: $25,000
Individuals served by Measure A: 51,526 (Total individuals served: 139,992)
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, Homeless or Transient
*Includes Board of Supervisors discretionary allocation from District 1/Supervisor Haubert
Washington Hospital
Healthcare Foundation
whhs.com
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 76
Background
West Oakland Health Center (WOHC) works to improve the health
and socioeconomic status of the community by providing high quality
preventive care for its diverse neighbors throughout the East Bay. WOHC
strives to be a hub of health, well-being, connection, and inspiration.
During the COVID-19 pandemic, WOHC offered expanded telehealth
services in addition to onsite services including vaccinations, testing, and
COVD-19 information.
Services are provided in Spanish, Chinese, Farsi, French, Arabic, Laotian,
Portuguese, Punjabi, Russian, ASL, Tagalog, Vietnamese, Nepali, and
English.
Measure A Funding Achievements
The one-time Measure A funds received by WOHC helped sustain the
organization during the period of unknowns presented by the COVID-19
pandemic. The funds were loaned and were not used by WOHC. Instead,
they remained in the WOHC bank accounts, allowing WOHC to maintain
a reserve and operate with less financial stress. These fund are being paid
back as per the loan agreement.
This cash reserve helped WOHC remain in operation and provide the
following:
• 25,451 onsite and virtual medical visits
• 2,947 onsite and virtual dental visits
• 5,526 onsite and virtual mental health visits
• 2,855 onsite substance use visits
• 1,213 onsite and virtual vision visits
• 1,408 case management visits
• 40 childhood immunization status visits (target: 82)
• 1,284 cervical cancer screenings (target: 2,426)
FY 19/20 Allocation: $1,500,000 | Expended/Encumbered: $1,500,000
Individuals served by Measure A: 7,801 (Total individuals served: 7,801)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health, Mental Health, Substance Abuse
Service area: Countywide
West Oakland Health Center
westoaklandhealth.org
Highlights
25,451
Measure A funds helped WOHC
provide 25,451 onsite and virtual
medical visits.
2,947
Measure A funds helped WOHC
provide 2,947 onsite and virtual
dental visits.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 77
• 280 breast cancer screenings (target: 1,061)
• 1,590 body mass index (BMI) screenings and follow-up plans (target:
3,467)
• 2,982 tobacco use screenings and cessation plans (target: 3,816)
• 3,355 HIV screenings (target: 4,700)
• 776 asthma screenings (target: 1,581)
• 986 diabetes mellitus screenings (target: 3,793)
• 1,890 hypertension screenings (target: 5,629)
• 870 overweight and obesity screenings (target: 1,505)
• 325 HIV tests (target: 333)
• 118 hepatitis B tests (target: 122)
• 720 seasonal flu vaccines (target: 839)
Highlights
325
Measure A funds helped WOHC
provide 325 HIV tests (target: 122).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 78
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 79
FUNDS ALLOCATED BY THE ALAMEDA COUNTY BOARD OF SUPERVISORS
PUBLIC HEALTH
Alameda Boys & Girls Club, Inc. .................................................................................................81
Alameda County Pharmacist Association .....................................................................................83
Area Agency on Aging Meals on Wheels Program ........................................................................84
Asthma Start ............................................................................................................................85
Center for Early Intervention on Deafness ....................................................................................87
Countywide Plan for Seniors: Getting the Most Out of Life .............................................................89
Countywide Plan for Seniors: Home-Based Nursing Case Management ..........................................91
Countywide Plan for Seniors: Senior Injury Prevention Program ......................................................93
COVID-19 Crisis Response Services ............................................................................................94
Dana Burrell (Glass Door Communications) .................................................................................95
Drivers for Survivors .................................................................................................................96
Eden United Church of Christ (Padres Unidos) ..............................................................................97
Eden Youth and Family Center ...................................................................................................98
Emergency Medical Services Corps ..........................................................................................100
Ernestine C. Reems Community Services ....................................................................................101
Family Paths ..........................................................................................................................102
Health Services for Persons Who Inject Drugs:
HIV Education and Prevention Project of Alameda County ...........................................................104
Healthy Food Healthy Families: Alameda County Community Food Bank ......................................106
Healthy Food Healthy Families: Alameda County Deputy Sheriffs’ Activities League ........................107
Healthy Food Healthy Families: La Clinica De La Raza ..................................................................109
Healthy Food Healthy Families: Native American Health Center ....................................................110
Healthy Food Healthy Families: Roots Community Health Center ..................................................111
Healthy Food Healthy Families: UCSF Benioff Children’s Hospital Oakland .....................................112
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 79
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Healthy Food Healthy Families: West Oakland Health Council, Inc. ...............................................113
Healthy Homes Department Fixing to Stay & Group Living Facilities Project ....................................114
HERS Breast Cancer Foundation ...............................................................................................116
Home Visiting Services ............................................................................................................117
Homelessness 3-Year Action Plan ..............................................................................................119
La Familia Counseling Service: Youth Resiliency .........................................................................120
Latino Men and Boys Program ..................................................................................................122
LIFE ElderCare .......................................................................................................................124
LifeLong Medical Care Heart 2 Heart ........................................................................................125
Love Never Fails .....................................................................................................................127
Nutrition Services in West Oakland: City Slicker Farms ...............................................................128
Public Health Prevention Initiative ............................................................................................130
Public Health Prevention Initiative: EMS Injury Prevention ............................................................135
Public Health Services for Homeless Residents: Abode Services ..................................................138
Safe Alternatives to Violent Environments ..................................................................................140
Senior Injury Prevention Program ..............................................................................................141
Senior Support Program of the Tri-Valley ...................................................................................146
Service Opportunities for Seniors (Meals on Wheels) ..................................................................147
Southern Alameda County Comite de la Raza Mental Health DBA La Familia Counseling Services ....148
Spectrum Community Services, Inc.: Fall Prevention Program and Meals ......................................149
UCSF Benioff Children's Hospital Oakland (FIND Desk Services) ...................................................151
Youth and Family Opportunity Initiatives ...................................................................................152
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. ABGC programs address child health concerns such as
obesity, heart disease, and depression, as well as tackling unequal access
to medical care, mental health services, physical activity, and fresh foods.
The Get Growing gardening and Get Cooking culinary programs teach
participants about personal responsibility, commitment, and caring
for the environment. The physical activity component helps members
with peer-group identification, teamwork, and good sportsmanship.
The comprehensive program meets multiple needs among youth and
organizational goals through multidimensional and creative methods.
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 Achievements
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 255 unduplicated low income youth (target: 12
screenings to 270 youth)
FY 19/20 Allocation: $114,794 | Expended/Encumbered: $114,794
Individuals served by Measure A: ~1,500 (Total individuals served: 2,190)
Populations served: Indigent, Low Income, Uninsured Children
Services provided: Public Health, Mental Health, Substance Abuse
Service area: Alameda, Oakland
Alameda Boys & Girls Club, Inc.
alamedabgc.org
Highlights
90%
90% of Passport to Manhood
participants learned a new skill
for handling the transition from
childhood to adulthood.
90% of Smart Girls participants
learned something new about
developing positive relationships.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 81
• Provide four health education events and/or workshops to 320 youth
(target: four events/workshops to 320 youth)
• Provide four mental health workshops on topics including coping
mechanisms for anger, bullying, technology safety, and stress
management to 168 youth (target: four workshops to 200 youth)
• Provide three six-session Club Knights workshops discussing how to
make good decisions, avoid harmful substances, and act responsibly to
60 middle school male students (target: four workshops to 50 students)
• Provide five 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 77 female students
(target: six workshops to 75 students)
• Provide three Healthy Habits workshops to 445 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 445 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)
• Provide dynamic, garden-based nutrition and ecology education to 216
youth (target: 250)
• Provide four low- and high-impact recreation and sports events to help
1,125 youth develop and/or maintain an active and physically fit lifestyle
(target: 1,000)
Success Story
This year’s awards night was
successfully catered by the Seed
to Table culinary program. It
was fitting that the meal made
to celebrate ABGC participants
was cooked by Get Cooking
participants and featured
produce grown by the Get
Growing program. The menu
included made-from-scratch
ragu, béchamel sauce, and salad
dressing. Vegetables to create
the featured lasagna included
onion, broccoli, bell peppers,
and Swiss chard. The dinner was
a huge success and showcased
to participants’ parents, who
enjoyed the meal, what their
children were learning and
accomplishing.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 82
Background
Alameda County Pharmacist Association works to advance the practice
of pharmacy to promote healthy equity and wellness in Alameda County.
The Association makes presentations to seniors to give them a better
understanding of how their medications work, the importance of properly
disposing unwanted or outdated medications, and how to talk with their
doctor and pharmacist about medications. Presentations are also offered
to seniors, parents, children, and health care workers on topics such as
how drugs affect and harm the brain and how to use Naloxone to reverse
the effects of opioid drugs. In response to COVID-19, the Association
utilized Zoom to reach and educate health care professionals that interact
with seniors and youth.
Presentation information is translated into Spanish.
Measure A Funding Achievements
Alameda County Pharmacist Association leveraged its Measure A
allocation to achieve the following:
• Provide 11 health education presentations by pharmacist/instructor
(target: four)
• Provide health education presentations on prescription medicine and
drug interactions between opioids, nicotine, and/or cannabis to 268
participants (target: 40)
FY 19/20 Allocation: $4,150* | Expended/Encumbered: $4,150
Individuals served by Measure A: 268 (Total individuals served: 268)
Populations served: Low Income Adults, Children, Seniors
Services provided: Substance Abuse
Service area: Fremont, Hayward, Oakland, San Leandro
*Includes Board of Supervisors discretionary allocation from District 4/Supervisor Miley
Alameda County Pharmacist Association
Highlights
100%
100% of health care professionals
felt more knowledgeable about
interactions between prescription
medications and drugs
(target: 80%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 83
Background
Alameda County Area Agency on Aging (AAA) is the primary agent for
change that ensures and sustains a life free from need and isolation for all
older Alameda County residents. This community-based system of care
provides services that support independence, protects the quality of life of
older Californians and persons with functional impairments, and promotes
older adult and family involvement in the planning and delivery of services.
Measure A funding provided supplemental funds that allowed SOS Meals
on Wheels (MOW) and Spectrum Community Services to avoid putting
high risk people on waiting lists. Meal delivery services were impacted
greatly because of COVID-19, and each of AAA’s programs saw an
approximate 50% increase in meals needed, as well as the grocery bag
delivery program increasing by about 60%.
Grocery bag inserts are often translated into Chinese and Spanish, and
nutrition education materials are translated into Chinese, Vietnamese,
Farsi, Japanese, and Spanish as needed.
Measure A Funding Achievements
The AAA MOW program used its Measure A allocation to achieve the
following:
• Provide 57,926 meals and 6,000 grocery brown bags to 250 clients
each
• Maintain two gardens in senior housing
• Offer 7,608 service units of the Senior Injury Prevention Program to 1,437
clients
FY 19/20 Allocation: $501,000 | Expended/Encumbered: $501,000
Individuals served by Measure A: 1,937 (Total individuals served: 10,689)
Populations served: Seniors
Services provided: Public Health
Service area: Countywide
Area Agency on Aging
Meals on Wheels Program
alamedacountysocialservices.org
Matching Funds
$141,831
from state SNAP Ed funding.
Success Story
An 81-year-old MOW client has
chronic pain from arthritis and
back problems. She is not able
to stand for any length of time
and is no longer able to leave the
house without assistance. While
family could grocery shop and
visit occasionally, they did not live
close enough to help on a daily
basis. MOW has been providing
her with a daily friendly visit and
nutritious meal since then.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 84
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.
Asthma Start’s services encompass the following programs and activities:
• Asthma Start was designated as an Essential Service II during the
COVID-19 pandemic, which necessitated a quick redesign in order to
provide services to clients by phone and video. Asthma supplies were
made available through doorstep drop-offs, which were coordinated
and confirmed with clients. The redesign was so effective that the
program was invited to share its strategies through two webinars for
other asthma programs in California. Adding to the challenge was a
backlog of 268 referrals received just before the shelter-in-place.
• COVID-19 safety protocols were implemented to keep clients and
providers safe through dropping off of supplies, technology-assisted
contact, and obtaining needed signatures via safe measures.
• By ensuring access to a medical home, medical insurance, asthma
supplies, and medications, emergency department visits and
hospitalizations as well as missed school days and parental work-loss
time/wages are reduced. Parents also have access to education to
improve their knowledge on how to manage asthma/chronic disease.
• 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.
• Asthma Start addresses Social Determinants of Health by assisting with
housing, food, employment, and smoking cessation, and refers and links
clients to any other needed services.
FY 19/20 Allocation: $100,000 | Expended/Encumbered: $100,000
Individuals served by Measure A: 66 (Total individuals served: 70)
Populations served: Indigent, Low Income, Uninsured Children, Families
Services provided: Public Health
Service area: Alameda, Hayward, Oakland, San Leandro
Asthma Start
acphd.org/asthma.aspx
Matching Funds
$405,000
from Targeted Case Management
(TCM) and Medi-Cal
Administrative Activities (MAA).
Highlights
92%
92% of clients who successfully
completed the program reduced
their number of emergency room
visits at discharge (target: 80%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 85
• The program advocates 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.
• Partnering with Alameda Alliance for Health, the program has increased
the number children who have access to asthma case management.
Alliance works with Valley Care and UCSF Benioff Children’s Hospitals
and receives weekly reports on children who 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.
Staff can provide services in English, Spanish, Amharic, Tigrinya, and
Swahili. If a client requires other languages, the program uses interpreters
from Alameda Alliance and an outside service.
Measure A Funding Achievements
Asthma Start used its Measure A allocation to achieve the following:
• Enroll 70 clients in the program (target: 50)
• Successfully discharge 53 clients from the program (target: 40)
Success Story
During a call with an Asthma Start
coordinator, a mother advised she
thought mold might be causing
her child’s asthma. Due to shelter-
in-place, the coordinator couldn’t
go into the home but was able
to observe a possible cause of
the mold at the apartment where
they lived. The coordinator made
several recommendations for
treating the mold accumulation as
well as changing bedrooms. The
coordinator provided the mother
with some cleaning supplies
to abate the problem. After a
four-week follow-up, the mother
said the child had no asthma
symptoms and showed a photo
that indicated the mold was 95%
gone. The coordinator was able
to provide alternative methods for
assistance.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 86
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 that accept patients with Medi-Cal. CEID’s rapid
response to continue providing services during the COVID-19 shelter-in-
place meant outreach via phone and video, as well as providing resources
and referrals, which allowed patients to continue getting quality and timely
care.
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-six 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.
FY 19/20 Allocation: $57,397 | Expended/Encumbered: $57,397
Individuals served by Measure A: 114 (Total individuals served: 1,040)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health
Service area: Alameda, Albany, Berkeley, Dublin, Emeryville, Fremont, Hayward, Livermore, Newark,
Oakland, Pleasanton, San Leandro, San Lorenzo, Union City, Homeless or Transient
Center for Early Intervention on Deafness
ceid.org
Highlights
100%
100% of newborn babies who needed
a screening were scheduled within
one week of receiving a referral
(target: 95%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 87
Measure A Funding Achievements
CEID used its Measure A allocation to achieve the following:
• Conduct 16 newborn hearing screenings based on referrals from
community clinics, Alta Bates Medical Center, and UCSF Benioff
Children’s Hospital Oakland (target: 75)
• Perform 481 hearing evaluations for children, youth, and adults based on
referrals from community clinics (target: 450)
• Dispense hearing aids and ear molds to 185 patients based on referrals
from UCSF Benioff Children’s Hospital Oakland, Kaiser, California
Children’s Services (CCS), and community clinics (target: 175)
• Train 32 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)
Highlights
96%
96% of patients reported that their
quality of life, in terms of access
to sound in environments and
communication, improved
(target: 85%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 88
Background
“Getting the Most Out of Life” (GMOL) is an institutionalized, community-
based palliative care program in Alameda County. GMOL supports
underserved sick, frail, and terminally ill elders and their care providers
through deep listening and goals of care conversations by supporting
them to complete Advance Directives (ADs) expressing their health care
decisions.
During the shelter-in-place, GMOL implemented telehealth virtual home
visits, established the National Healthcare Decisions Day (NHDD) Train-
the-Trainer education curriculum, set up case management support, and
continued to develop diverse community partnerships. Clients were
connected to social resources in order to remain safe and comfortable in
their homes. Though the program was stymied by COVID-19, the team
did COVID screenings and were available to clients for questions and
concerns. GMOL also provided information about Advance Care Planning
(ACP) online, collaborating remotely with over 25 community partners as
well as a group of Alameda County Health Care Services Agency (HCSA)
staff in a Train-the-Trainers Education Initiative.
In order to serve all languages, GMOL uses the language line along with
UC Berkeley student volunteer translators, bilingual In-Home Supportive
Services (IHSS) care providers, bilingual staff, and community and faith-
based organization partners.
Measure A Funding Achievements
The GMOL program used its Measure A allocation to achieve the following:
• Provide ACP and related services to 190 new IHSS clients (target: 190)
• Make follow-up visits with 125 clients (target: 36)
• Perform 171 ACP home visits with clients to assist with completing ACP
forms (target: 180)
FY 19/20 Allocation: $250,000 | Expended/Encumbered: $217,666
Individuals served by Measure A: 653 (Total individuals served: 5,874)
Populations served: Indigent, Low Income, Uninsured Adults, Families, Seniors
Services provided: Public Health
Service area: Alameda, Berkeley, Dublin, Fremont, Oakland, San Leandro
Countywide Plan for Seniors:
Getting the Most Out of Life
gettingthemostoutoflife.org
Matching Funds
$438,018
from the Alameda County Social
Services Agency, In-Home
Supportive Services/Public
Authority (IHSS/PA), and Medi-Cal
Administrative Activities (MAA).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 89
• Complete:
- 140 ADs (target: 120)
- 132 Physician Orders for Life-Sustaining Treatment (POLST) forms
(target: 120)
- 150 intake questionnaires (target: 120)
• Receive 146 post-home visit evaluations (target: 120)
• Connect 159 clients connected to other resources (target: 150)
• Coordinate care for 120 IHSS recipient clients by sharing copies of their
AD/health care risks with their primary care providers
• Send 123 ADs and letters to clients’ primary care providers (target: 120)
• Make eight home health and hospice information visits and referrals/
admissions (target: 24)
• Train 5,246 IHSS care providers and 23 Alameda County IHSS
professionals on ACP-related topics (target: 5,400 providers and 60
professionals)
• Provide 19 NHDD Train-the-Trainer trainings to 628 new trainers (target:
12 trainings to 600 trainers)
• Enable 1,256 participants to receive NHDD training from newly trained
NHDD trainers (target: 1,200)
Success Story
After receiving a call from the
son of an elderly woman, Care
Partners assessed the woman
using various tools and techniques
to determine that the client
needed additional IHSS hours,
contact with her social worker,
education for her and her son
regarding monitoring her
condition, and tools for care. A
list of issues was created for the
client and son to discuss with her
physician, and they completed
ACP education and AD and POLST
forms training. These measures
helped the client remain safely at
home with an improved quality of
life.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 90
Background
The Alameda County Public Health Nurse (ACPHN) provides public health
nursing care, community outreach, home visits, care coordination, and
advocacy to address individual and community health needs, promote
healthy practices, improve health outcomes, eliminate health disparities,
and ensure optimal quality of life for all Alameda County residents.
Older Adults, Healthy Results (OA/HR) is an ACPHN program that
provides public health nurse case management to low income Alameda
County adults who are 60 years of age or older, with the aim of promoting
wellness, maximizing function, and supporting clients to live safely in their
homes and communities.
OA/HR nurse case managers provide home- and community-based case
management services to medically complex, very vulnerable older adults
whose psychosocial challenges create significant barriers to health and
well-being. Case managers work closely with clients, their caregivers,
family members, and others to identify and make progress toward
achievable goals.
During the height of the pandemic, all public health nurses were needed
for the COVID-19 response. Because OA/HR is operated by nurse case
managers, the program was suspended while case managers were
deployed to COVID outbreak investigations and management. Nurse case
managers attempted to stay in touch with their clients by phone during the
shelter-in-place and make appropriate referrals to ensure stability before
closing the cases.
Client service languages include English, Spanish, Dari, Cantonese, and
Vietnamese.
FY 19/20 Allocation: $500,000 | Expended/Encumbered: $500,000
Individuals served by Measure A: 217 (Total individuals served: 217)
Populations served: Indigent, Low Income Adults, Seniors
Services provided: Public Health, Mental Health, Substance Abuse
Service area: Alameda, Albany, Castro Valley, Fremont, Hayward, Livermore, Newark, Oakland, San
Leandro, Union City
Countywide Plan for Seniors:
Home-Based Nursing Case Management
acphd.org/older-adults.aspx
Matching Funds
$53,492
from Targeted Case Management
(TCM).
Highlights
91%
91% of clients received a
comprehensive nursing
assessment within two weeks of
enrollment, and 89% had an ICP
completed and approved in the
two weeks following.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 91
Measure A Funding Achievements
The OA/HR program used its Measure A allocation to achieve the
following:
• Refer 45 clients to and enroll 30 clients in the program (target: enroll 45
clients)
• Conduct 1,270 intensive public health nurse case management
encounters, including 333 face-to-face encounters, to medically
complex and vulnerable clients 60+ years old with psychosocial
challenges
• Develop 38 individualized care plans (ICPs) for high risk clients to
specifically address and improve their quality of life
• Ensure that 40 clients received a home-based Comprehensive Nursing
Assessment
Success Story
BA was a 79-year-old female with
a history of severe hypertension,
COPD, anxiety, physical frailty,
substance misuse, and frequent
emergency room visits. BA was
referred to OA/HR by a social
worker. The case manager
completed an assessment and
worked with BA’s primary care
provider to help him to sort out
her medication regimen and
implement a pain contract with
a stable monthly prescription.
BA also got in-home mental
health services. By the time the
pandemic hit, BA was in a much
more stable situation. Thanks
largely to BA’s nurse, BA found a
measure of peace and security at
the end of her life.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 92
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 runs four programs funded by Measure A: Meals on Wheels meal
delivery, Mercy Brown Bag grocery delivery, a gardening program at low
income senior housing, and the Senior Injury Prevention Program.
COVID had a major impact on the meal delivery services because of
increased demand (50-60% more), a change in the delivery model, and a
struggle to find younger volunteers to replace older adult volunteers. The
gardening program also suffered as a result of the shelter-in-place orders.
Grocery bag inserts are often translated into Chinese and Spanish, and
nutrition education materials are translated into Chinese, Vietnamese,
Farsi, Japanese, and Spanish as needed.
Measure A Funding Achievements
AAA used its Measure A allocation to achieve the following:
• Provide 57,926 meals to 250 Meals on Wheels clients
• Distribute 6,000 grocery brown bags to 250 Mercy Brown Bag clients
• Establish two gardens in senior housing
• Provide 7,608 service units to 1,437 clients in the Senior Injury
Prevention Program
FY 19/20 Allocation: $797,808 | Expended/Encumbered: $797,808
Individuals served by Measure A: 250 Meals on Wheels; 250 grocery brown bag; 1,437 SIPP (Total
individuals served: 3,575 Meals on Wheels; 5,500 grocery brown bag; 1,614 SIPP)
Populations served: Seniors
Services provided: Public Health
Service area: Countywide
Countywide Plan for Seniors:
Senior Injury Prevention Program
alamedacountysocialservices.org
Matching Funds
$141,831
from state SNAP Ed funding.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 93
Background
The Alameda County Health Care Services Agency (HCSA) and Alameda
County Office of Homeless Care and Coordination (OHCC) work in
partnership to achieve health equity by providing high quality services,
fostering safe and healthy communities, and promoting fair and inclusive
opportunities for all residents. In response to COVID-19, OHCC received
one-time Measure A funds to provide critical, immediate, and ongoing
services through Project Roomkey, an initiative that secured hotel rooms
to house homeless people during the pandemic. OHCC activities
included providing support to Project Roomkey program operators and
stakeholders during the initial phase of program operations. These services
played critical roles in the establishment of 13 Project Roomkey hotel and
trailer projects, which safely accommodated 1,276 individuals by the end
of FY 19/20 and continued to operate throughout the COVID-19 crisis.
Every Project Roomkey guest is linked to a case manager who provides
connections to needed services such as mental health, health care,
entitlement benefits, and other safety net resources. In addition, every
guest receives an individualized housing plan. To date, 405 guests have
successfully exited to housing.
Measure A Funding Achievements
OHCC used its Measure A allocation to attend three Project Roomkey
program workflow and procedure meetings (target: three).
FY 19/20 Allocation: $54,332 | Expended/Encumbered: $44,172
Individuals served by Measure A: 1,276 (Total individuals served: 1,278)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health
Service area: Countywide, Homeless or Transient
COVID-19 Crisis Response Services
acgov.org/health (HCSA) / homelessness.acgov.org (OHCC)
Success Story
A 52-year-old woman, who
had been in and out of jail and
struggling with addiction and
trauma, had left a treatment
program with no place to go. She
was living on the streets when
she got a call from a treatment
program saying there was an
open hotel room for her as part of
Project Roomkey. Now she says,
“I feel good every day… got my
strength back on. I look good.
My mind is set! It feels good to
have a roof over your head, take
a hot shower every day, and have
something in your stomach.”
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 94
Background
Glass House Communications is a public relations and event planning
organization serving the nonprofit and public-facing sectors.
Measure A Funding Achievements
Glass House Communications planned to used its Measure A allocation to
hold a Mental Health Summit. The event was canceled due to COVID-19,
and no funds were spent.
FY 19/20 Allocation: $46,500* | Expended/Encumbered: $0
*Includes Board of Supervisors discretionary allocation from District 1/Supervisor Haubert and
District 2/Supervisor Valle
Dana Burrell (Glass Door Communications)
glasshousepr.com
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 95
Background
Drivers for Survivors provides free transportation service and supportive
companionship for ambulatory cancer patients from suspicious findings
through completion of treatments.
Throughout the COVID-19 pandemic, Drivers for Survivors ride requests
were significantly decreased in all service areas because nonessential
medical appointments were cancelled. The signature fundraiser for this
organization, Black & White Ball, was postponed as well. As of February
29, 2021, Drivers for Survivors was officially closed.
Services were provided in English, Spanish, and Chinese.
Measure A Funding Achievements
Drivers for Survivors used its Measure A allocation to achieve the following:
• Provide 82 rides for East Alameda County clients (target: 400)
• Serve seven unduplicated clients (target: 20)
FY 19/20 Allocation: $10,000* | Expended/Encumbered: $10,000
Individuals served by Measure A: 7 (Total individuals served: 109)
Populations served: Low Income Adults, Seniors
Services provided: Emergency Medical, Hospital Outpatient
Service area: Ashland, Castro Valley, Cherryland, Dublin, Fremont, Hayward, Livermore, Newark,
Pleasanton, San Leandro, San Lorenzo, Union City
*Includes Board of Supervisors discretionary allocation from District 1/Supervisor Haubert
Drivers for Survivors
Highlights
90%
90% of clients reported that the
program helped them meet their
treatment plans (target: 90%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 96
Background
Padres Unidos de Cherryland (PUC) works to promote healthy initiatives
in unincorporated Cherryland. This parent-led group advocates for safe
school routes for Cherryland Elementary School. The group collaborates
with County officials, the Safe Routes to School program, the Hayward
Unified School District, Public Works, and the office of Alameda County
Supervisor Miley to keep children and families safe.
Other activities include workshops on mental health resources, domestic
violence, positive parenting skills, sexual abuse prevention, and community
health. The group provides information to increase awareness around
chronic illnesses and promote health in a culturally appropriate way.
In response to COVID-19, PUC committed to virtual meetings and
continuing its mission to keep community members healthy, engaged, and
organized to respond to community needs.
Services are offered in Spanish and English.
Measure A Funding Achievements
PUC used its Measure A allocation to achieve the following:
• Provide three behavioral health trainings to 65 community members
(target: three trainings to 60 members)
• Distribute brochures about diabetes prevention and available health
care services in Spanish and English to 400 residents (target: 400)
• Ensure that 42 community leaders participated in the Safe Routes to
School training (target: 25)
• Offer the Safe Routes to School presentation to 42 participants (target: 30)
• Conduct three Safe Routes to School training workshops (target: three)
FY 19/20 Allocation: $25,000* | Expended/Encumbered: $25,000
Individuals served by Measure A: 200 (Total individuals served: 400)
Populations served: Low Income, Uninsured Adults, Children, Families
Services provided: Public Health, Mental Health
Service area: Ashland, Cherryland, Hayward
*Includes Board of Supervisors discretionary allocation from District 4/Supervisor Miley
Eden United Church of Christ (Padres Unidos)
facebook.com/PUdeCherryland
Success Story
A new member of the Cherryland
community began attending
the PUC community meetings.
She was concerned about safe
pathways to her children’s school.
Being trained in the Safe Routes to
School model, she volunteered to
help make a difference. She got
training and support of community
leaders, the Alameda County
Sheriff, and District 4 staff. She
connected with Public Works
officials to identify solutions for the
lack of sidewalks. This woman also
learned about access to mental
health resources and support and
connected with a therapist who
speaks her language. She became
an active member and leader in
her community who could be
counted on by her peers.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 97
Background
Eden Youth and Family Center (EYFC) promotes equitable access to
coordinated services, strategic partnerships, policy, and advocacy,
contributing to the overall health and well-being of youth and families in
historically under-resourced communities.
In FY 19/20, youth received extensive training on tobacco/marijuana
prevention and effects on the brain through the Youth Advisory Council
(YAC). The YAC advocated to the Hayward Economic Development
Committee and Community Commission for the ban of flavored tobacco,
e-cigarettes, and vaping products in Hayward. They also met with Hayward
City Council members and the mayor. Ultimately, the Hayward City Council
passed a ban on flavored tobacco, vaping products, and e-cigarettes.
In response to the COVID-19 shelter-in-place order, EYFC quickly
transitioned to online/virtual services and expanded resource deliveries to
meet the need for social and emotional support for their youth and families.
They provided bilingual messaging through their website and social media
to help parents access the equipment and internet services required to
keep their children engaged in school assignments. For families without
home printers or other necessary supplies, including food or housing,
EYFC located solutions. The youth team expanded virtual check-ins, movie
nights, and Zoom hangouts, and designed weekly “We Care Packages”
stocked with games and art supplies. In addition, EYFC’s Computer
Clubhouse staff supported youth by providing technology support to gain
access to virtual school platforms and stay connected to their academics.
Services are provided in English and Spanish, and additional translation
services are available.
FY 19/20 Allocation: $20,000* | Expended/Encumbered: $20,000
Individuals served by Measure A: 234 (Total individuals served: 615)
Populations served: Low Income Adults, Children, Families
Services provided: Public Health, Mental Health, Substance Abuse
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
Eden Youth and Family Center
eyfconline.org
Matching Funds
$17,635
from Hayward Promise
Neighborhood for Substance
Use Education and Prevention,
Case Management, Technology
Support, and Workforce
Development.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 98
Measure A Funding Achievements
EYFC used its Measure A allocation to achieve the following:
• Provide 22 at-risk youth with case management to improve their overall
health and well-being (target: 30)
• Make three referrals for behavioral health services for crisis intervention
• Provide 615 youth with individual or group life skills training that covered
health, wellness, drug prevention, and nutrition information to increase
their knowledge of maintaining a healthy lifestyle (target: 30)
• Coordinate YAC to provide leadership development, training, and
awareness campaigns focusing on tobacco, marijuana, and opioid use
for 20 youth participants (target: 10)
Highlights
83%
83% of youth increased their social-
emotional wellness, specifically
their social and coping skills when
things go wrong (target: 80%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 99
Background
The Emergency Medical Services (EMS) Corps works to increase the
number of underrepresented Emergency Medical Technicians (EMTs).
Through its life coaching, community service, mentorship, and health and
wellness programs, EMS Corps helps give participants the tools to be
successful in their personal and professional lives.
Over 30 Alameda County Health Care Services Agency (HCSA), Behavioral
Health Care Services (BHCS), and Public Health Department (PHD) staff,
as well as external ambulance companies, collaborated to provide health
career exposure to youth.
Services are provided in English and Spanish.
Measure A Funding Achievements
EMS Corps used its Measure A allocation to achieve the following:
• Provide nine workforce development activities to 95 youth and young
adults (target: five schools involved with a goal of 90 attendees)
• Conduct two five-month-long cohorts for a total of 130 young men of
color (target: 160 participants)
• Recruit and interview 65 potential candidates for EMS Corps (target: 80)
• Select 34 participants for the EMS Corps program (target: 40)
• Implement five workforce development projects/activities to serve youth
and young adults (target: three)
• Work with ten partners in the implementation of projects/activities
(target: five)
• Hold seven meetings with partners and employers to provide technical
assistance for recruitment and retention of boys and men of color for EMS
Corps and other related youth programs (target: five)
• Share six communications to support assistance for recruitment (target:
three)
FY 19/20 Allocation: $607,791 | Expended/Encumbered: $607,791
Individuals served by Measure A: 613 (Total individuals served: 613)
Populations served: Low Income, Uninsured Adults
Services provided: Emergency Medical, Substance Abuse
Service area: Countywide
Emergency Medical Services Corps
ems.acgov.org/CommtyResources/EMScorps
Highlights
100%
100% of participants learned EMT
training skills (target: 100%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 100
Background
Ernestine C. Reems Community Services advocates and provides for
community members’ educational needs. The program refers many of its
participants to housing services, job training and education, and mental
health services.
Due to COVID-19, services were conducted virtually and through the use of
mobile phones.
Measure A Funding Achievements
Ernestine C. Reems Community Services used its Measure A allocation to
achieve the following:
• Provide case management services to 128 adults (target: 125)
• Make health and social services referrals for 88 adults (target: 85)
• Offer 52 hours of counseling services (target: 65)
• Provide 32 one-on-one mentoring services (target: 40)
FY 19/20 Allocation: $100,000* | Expended/Encumbered: $100,000
Individuals served by Measure A: 125 (Total individuals served: 325)
Populations served: Low Income, Uninsured Adults, Seniors
Services provided: Mental Health, Substance Abuse
Service area: Alameda, Oakland
*Includes Board of Supervisors discretionary allocation from District 4/Supervisor Miley
Ernestine C. Reems Community Services
Highlights
69%
69% of reentry clients reported
they were able to take action to
improve their circumstances
(target: 40%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 101
Background
Family Paths provides mental health and supportive services with respect,
integrity, compassion, and hope to strengthen family relationships.
Intervention and support services are provided to help families who
are in immediate crisis, including risks from COVID-19, child abuse,
domestic violence, exposure to violence, social isolation, effects from
immigration and acculturation, parenting stress, and family mental health
issues. Community needs are addressed through a 24-hour Parenting
Stress Helpline, as well as preventative and supportive services through
parenting classes and mental health treatment. Helpline counselors attend
to the emotional needs of parents and caregivers and build their resilience
through active listening and validation and by sharing tools that will help
them stay in or return to a grounded and calm state. Helpline counselors
also provide community resources and information to parents and
caregivers, facilitate referrals to the mental health and parent education
services offered at Family Paths, and engage parents and caregivers in the
process of looking at concerns or behavioral challenges and coming up
with ideas for the parent or caregiver to try.
During the COVID-19 shelter-in-place, Family Paths parent education
classes and mental health programs were offered virtually and/or through
telehealth. Family Paths also created and launched a Parent Advisory
Group (PAG) that met monthly to consider ways to improve Family Path
services and maximize the impact of Measure A funding.
Helpline staff provide services in Spanish and English, and access to the
County language line is available for other languages.
FY 19/20 Allocation: $5,000* | Expended/Encumbered: $5,000
Individuals served by Measure A: 279 calls (Total individuals served: 1,159 calls)
Populations served: Indigent, Low Income, Uninsured Adults, Families
Services provided: Mental Health
Service area: Ashland, Cherryland, Hayward
*Includes Board of Supervisors discretionary allocation from District 2/Supervisor Valle
Family Paths
familypaths.org
Success Story
A mother of a six-year-old child
called the Parenting Stress
Helpline and stated that she
was in crisis because she was
unable to regulate herself or her
overactive child. The Helpline
counselor worked with her to shift
her negative self-talk to more kind
and compassionate thoughts.
The mother was also encouraged
to practice self-compassion and
regulation tools to be with the
feelings and sensations instead of
fighting against them. The caller
made a connection between how
she was feeling about herself
and how she felt about her child.
By the call’s end, she was more
grounded and positive. She also
continued speaking with the
counselor weekly.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 102
Measure A Funding Achievements
Family Paths used its Measure A allocation to achieve the following:
• Field 1,159 calls to the Parenting Stress Helpline, including 279 calls from
Alameda County Supervisorial District 2 residents (target: 2,000 calls
and 250 from District 2 residents)
• Provide immediate phone support to 857 Helpline callers, and/or
screen and direct them to additional resources at Family Paths (target:
869)
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 103
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 only program in Oakland
that addresses persons who inject drugs (PWIDs) and their increased risk
for HIV and Hepatitis C due to their drug use. HEPPAC’s primary population
of active drug users includes unhoused residents of Oakland and Black,
Indigenous, and Persons of Color (BIPOC). HEPPAC’s fixed and mobile
integrated services spanning North, West, Central East, and Deep East
Oakland enable more unhoused and homeless individuals to access harm-
reduction supplies. In response to COVID-19, HEPPAC also provided PPE,
including N95 and daily masks, hand sanitizer, and gloves, to participants.
In the OPEND program, HEPPAC provides both mobile services to PWIDs
and marginalized populations, as well as services at three fixed Syringe
Service Program (SSP) locations in in West, Central East Fruitvale, and Deep
East Oakland.
In response to the COVID -19 pandemic, HEPPAC worked with the City of
Oakland and outside agencies to coordinate integrating harm-reduction
services into the larger spectrum of mobile outreach services throughout
Oakland, including providing ready-to-eat meals and adding hand-
washing stations at mobile and fixed sites.
HEPPAC’s mobile team also continued to educate participants about
and refer them to internal wound care services. HEPPAC worked with
partner agencies providing abscess wound care to create a referral plan
and new ways of providing services during the pandemic, such as setting
up outdoor medical rooms and providing education on safer injection
practices to prevent abscesses in an open setting to support social
distancing.
FY 19/20 Allocation: $310,684 | Expended/Encumbered: $310,684
Individuals served by Measure A: 3,433 (Total individuals served: 5,002)
Populations served: Indigent, Low Income, Uninsured Adults, Seniors
Services provided: Emergency Medical, Hospital Outpatient, Public Health, Substance Abuse
Service area: Berkeley, Emeryville, Oakland
Health Services for Persons Who Inject Drugs:
HIV Education and Prevention Project of
Alameda County | heppac.org
Success Story
Tina, a 61-year-old African
American female, began injecting
drugs at the age of 30. HEPPAC’s
mobile team provided services
to the encampment where Tina
lived, including a hand-washing
station, supplies for hygiene and
wound care, PPE, syringes and
other harm-reduction supplies,
and a hot meal. Since Tina had
tested positive for Hepatitis C the
previous year, HEPPAC referred
her to COVID-19 testing and a
doctor to follow up regarding her
Hepatitis C status. Testing showed
that she was in need of aggressive
treatment for her Hepatitis C and
had COVID-19. HEPPAC worked
to successfully get Tina into stable
housing and start and maintain
Hepatitis C treatment.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 104
Holistic nonwestern medicine is one of HEPPAC’s most utilized services.
Clients use the services for ailments such as decreasing smoking sensation,
increasing liver function, joint pain, skin repair, and detoxification. During
the pandemic, acupuncture services were halted, and consults, tinctures,
and other non-injectable herbalist supplies were distributed for ailments
and other medical issues that acupuncture and/or herbs assist.
During mobile and fixed SSPs, HEPPAC offers Medication Assistance
Treatment (MAT) by providing PWIDs with pamphlets and individual
interventions to address their interest in decreasing and/or abstaining from
using their drug of choice. HEPPAC also distributes fentanyl test strips at
SSPs and encourages participants to test their supply in bulk.
Services are offered in Spanish.
Measure A Funding Achievements
HEPPAC used its Measure A allocation to achieve the following:
• Provide 30 hours per week of syringe access services in Oakland (target:
30)
• Exchange 34,690 sterile syringes and 27,352 used/littered syringes
(target: 50,000 and 100,000)
• Treat 79 PWIDs for soft tissue infection (target: 150)
• Refer 85 PWIDs to the onsite medical team (target: 150)
• Provide herbal/acupuncture services to 1,535 PWIDs (target: 2,000)
Highlights
76%
76% of syringe access participants
learned about safer injection
techniques and methods for proper
disposal of used/littered syringes
(target: 65%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 105
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 helped La Clínica de la Raza, Native
American Health Center, Roots Community Health Center, and West
Oakland Health Center to provide healthy food to their patients, half of
which consisted of fresh fruits and vegetables.
The Food Bank and pantries also work to collaborate in ways that can
support improved food security and improved community health
outcomes, including collaboration with health systems that can help
clients/patients and their families access a healthy diet to support
prevention and management of diet-sensitive chronic illness. Food
distributions at health care sites help the Food Bank to meet clients where
they are and helps health systems provide access to services when patients
screen as being at risk of or experiencing food insecurity.
Services are provided in English and Spanish
Measure A Funding Achievements
The Food Bank used its Measure A allocation to achieve the following:
• Support four clinic partners by conducting 89 food distributions (target:
48 distributions)
• Supply 82,125 pounds of food for 54,750 meals to patients/clients at
four partner sites (target: 96,000 pounds and 122,400 meals)
FY 19/20 Allocation: $47,500* | Expended/Encumbered: $47,500
Individuals served by Measure A: 12,093 (Total individuals served: 350,000)
Populations served: Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health
Service area: Ashland, Cherryland, Oakland
*Includes Board of Supervisors discretionary allocation from District 3/Supervisor Chan
Healthy Food Healthy Families:
Alameda County Community Food Bank
accfb.org
Highlights
100%
100% of distributions included at
least two fresh vegetables
(target: 100%).
27.9 LBS.
An average of 27.9 pounds of food
were provided per client household
(target: 25 pounds).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 106
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.
To ensure the availability of fresh produce to Alameda County communities
with high levels of food insecurity, DSAL built the Dig Deep Farms Food
Hub. The Food Hub benefits community health, particularly the health of
low income residents, by:
• Aggregating, cleaning, processing, packaging, and distributing
recovered produce and food items to nutrition programs and affordable
housing complexes for low income children, adults, and seniors, or other
places where fresh, nutritious food is needed.
• Aggregating and distributing produce from local and regional growers
to institutional purchasers throughout Alameda County, such as
hospitals, schools, and other institutions.
• Scaling up “Food as Medicine” pilot projects to provide at-risk youth and
families with “prescriptions” for fresh produce at a farm stand or through
delivery, thus making produce accessible to low income consumers and
raising awareness of how and why to cook and consume a variety of fruits
and vegetables.
• Building a pipeline of living-wage food systems jobs in small business
opportunities based around the Food Hub. The pipeline includes
entrepreneurship development, business incubation, and career
pathway education and support for Food Hub employees to move up
the ladder in restaurant work, transportation, distribution and logistics,
food processing, and/or supervision and management.
FY 19/20 Allocation: $168,910* | Expended/Encumbered: $168,910
Individuals served by Measure A: 23,354 (Total individuals served: 23,354)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health
Service area: Alameda, Ashland, Castro Valley, Cherryland, Fairview, Fremont, Hayward, Newark,
Oakland, Piedmont, San Leandro, San Lorenzo, Union City, Homeless or Transient
*Includes Board of Supervisors discretionary allocation from District 3/Supervisor Chan
Healthy Food Healthy Families: Alameda
County Deputy Sheriffs’ Activities League
acdsal.org
Matching Funds
$1.24M
from the following sources:
• CalRecycle
• StopWaste
• Stupski Foundation
• Alameda County Social Services
• Alameda Alliance
• Kaiser Permanente
• USDA Community Food Project
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 107
Though COVID-19 caused delays with the Food as Medicine program,
the program developed other means of distributing prescriptions, such
as transitioning to home delivery instead of in-clinic pick up. This involved
establishing a system to route deliveries and creating dispatch lists for each
vehicle and partnering with East Bay Paratransit to employ drivers who
would otherwise have been furloughed/unemployed due to the shutdown
to transport bags of fresh produce, boxes of fresh produce from Bay Cities
Produce, food bank food, and the meals prepared by partner restaurants
and caterers. In addition, DSAL launched an Emergency Food Distribution
Grant program, which awarded $15,000 to local food vendors who would
otherwise have been shuttered to prepare meals for distribution.
DSAL provides services in English and Spanish.
Measure A Funding Achievements
DSAL used its Measure A allocation to achieve the following:
• Prescribe 2,373 produce prescriptions (target: 2,700)
• Redeem 1,651 produce prescriptions at Hayward Wellness Center’s food
Farmacy, operated by Dig Deep Farm’s stand (target: 2,000)
• Distribute 113,168 servings of produce through produce prescriptions at
Dig Deep Farm’s stand (target: 9,450)
• Provide 629 culturally relevant recipes, including ingredients, by Dig
Deep Farms (target: 500)
• Hire and train one staff at Dig Deep Farms to operate the Food Farmacy
(target: one)
• Have 1,135 produce prescriptions redeemed at the Food Farmacy
operated by Dig Deep Farms (target: 3,600)
• Have 5,547 prescriptions redeemed at the second Food as Rx Clinic
(target: 1,500)
• Recover and transfer 357,537 pounds of food to 60,907 individuals at
affordable housing complexes for consumption by residents (target:
350,000 pounds of food to 500 individuals)
• Allow 31 entrepreneurs to use the Food Hub commercial kitchen space
for their food production (target: 2–4)
• In response to the COVID-19 shelter-in-place:
- Serve 32,768 families, including an estimated 6,600 unduplicated
families, through food delivery and pick-up models
- Deliver or have picked up 114,471 bags of food
- Have 62,984 meals prepared by vendors in need of work or income,
30 of whom would have otherwise been out of work
Highlights
95%
95% of patients who redeemed
produce prescriptions reported
improvement in their eating
habits (target: 50%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 108
Background
La Clinica de La Raza improves the quality of life for diverse communities
by providing culturally appropriate, high quality, accessible health care for
all. La Clinica’s Food Farmacy program provides families with whole grains,
lean protein, and large quantities of fresh produce from the Alameda
County Community Food Bank and Dig Deep Farms.
Due to COVID-19, clinic visits decreased and fewer patients received
referrals to the Food Farmacy. In response, La Clinica offered its Food
Farmacy as a food bag pick-up. This enabled La Clinica to serve an
increased number of clients due to a greater need for food during the
pandemic.
Services are provided in English, Spanish, and Cantonese.
Measure A Funding Achievements
La Clinica used its Measure A allocation to achieve the following:
• Serve 4,007 individuals via Food Farmacy distributions (target: 500)
• Provide CalFresh information to 221 participants (target: 300)
• Provide food vouchers or prescriptions to 167 patients (target: 300)
FY 19/20 Allocation: $15,000* | Expended/Encumbered: $15,000
Individuals served by Measure A: 4,007 (Total individuals served: 4,007)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health
Service area: Oakland
*Includes Board of Supervisors discretionary allocation from District 3/Supervisor Chan
Healthy Food Healthy Families:
La Clinica De La Raza
laclinica.org
Highlights
88%
88% of participants said the food
distributions improved their food
security (target: 75%).
83%
83% of participants reported that
the vouchers/prescriptions allowed
them to receive foods they would
otherwise not have access to
(target: 75%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 109
Background
Native American Health Center (NAHC) provides services to improve the
health and well-being of American Indians, Alaska Natives, and residents of
surrounding communities with respect to cultural and linguistic differences.
Groups and community events were cancelled or postponed due to the
COVID-19 pandemic, but services were quickly adapted to provide food
through drive-through and no-contact delivery for families and elders,
instead of the previous model of the walk-in Food Farmacy. Collaboration
with the Alameda County Community Food Bank, Dig Deep Farms, and
Mandela Marketplace made this shift possible. Much-needed resources
were provided during the pandemic to community elders, those in
quarantine, those fearful of leaving their homes, people who lost jobs, and
those who were unable to safely access grocery stores.
Services are provided in English and Spanish
Measure A Funding Achievements
NAHC used its Measure A allocation to achieve the following:
• Serve 612 individuals/patients via Food Farmacy distributions (target:
500)
• Provide CalFresh information to 612 participants (target: 300)
• Distribute 800 food prescriptions/vouchers (target: 300)
• Hold 20 one-on-one interviews with Food Farmacy participants (target:
20)
FY 19/20 Allocation: $15,000* | Expended/Encumbered: $15,000
Individuals served by Measure A: 612 (Total individuals served: 612)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health
Service area: Oakland
*Includes Board of Supervisors discretionary allocation from District 3/Supervisor Chan
Healthy Food Healthy Families:
Native American Health Center
nativehealth.org
Success Story
Julia (Creek Nation of Oklahoma)
said, “What I liked best about
the program is that it teaches
you to eat healthy, and gives you
ideas about how to drink more
water, and use local/traditional
foods and recipes to get the
correct nutrients. I also learned
how to read nutrition labels to
understand that I should look at
the information— serving size,
ingredients, etc. I have heart
disease in my family, so I had
to change for the better, and
encourage my daughter to eat
healthy, too. Now she loves fruit!”
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 110
Background
Roots Community Health Center works to uplift those impacted by systemic
inequities and poverty through medical and behavioral health care, health
navigation, workforce enterprises, housing, outreach, and advocacy.
Being located in the “food desert” of East Oakland, Roots provides fresh
locally sourced produce to the community. Clients who receive food from
these distributions greatly increase their fruit and vegetable intake, tackle
food insecurity in their household, increase their overall healthy eating
habits, and combat negative health conditions through food.
Roots also partners with other internal programs and external organizations
to hold food distributions that offered tabling opportunities for other
clinical, behavioral, and placed-based programming. In response to
COVID-19, Roots quickly pivoted to a delivery service for all clients in need
of food access and education.
Services are provided in Spanish and English.
Measure A Funding Achievements
Roots used its Measure A allocation to achieve the following:
• Distribute food to 541 individuals, including 132 seniors, 313 adults, and
96 children (target: 500)
• Provide CalFresh programming and enrollment information to 541
individuals (target: 300)
• Provided a food voucher or prescription to 424 individuals (target: 300)
• Conduct 24 one-on-one interviews or focus groups with participants of
the food distribution program (target: 20)
FY 19/20 Allocation: $15,000* | Expended/Encumbered: $15,000
Individuals served by Measure A: 541 (Total individuals served: 541)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health, Mental Health
Service area: Oakland
*Includes Board of Supervisors discretionary allocation from District 3/Supervisor Chan
Healthy Food Healthy Families:
Roots Community Health Center
rootsclinic.org
Highlights
100%
100% of participants reported being
satisfied or very satisfied with the
quality of foods received
(target: 75%).
95%
95% of participants reported that
the distributions improved food
security in their household
(target: 75%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 111
Background
UCSF Benioff Children’s Hospital Oakland (BCHO) works to protect and
advance the health and well-being of children through clinical care,
healing, teaching, and research.
Families enrolled in the BCHO Food as Medicine program receive
deliveries of fresh vegetables and whole grains. This leads to both
improved food security, resulting from an increased connection to food
resources and increased knowledge of cooking through receipt of
novel foods and texted recipes, as well as better diet, through increased
consumption of vegetables.
Throughout the COVID-19 pandemic, the Food as Medicine program
continued to deliver food to families. Despite some people having
difficulty shopping as a result of shelter-in-place orders, farmers markets
were deemed essential services and home deliveries of nutritious food
took place. During this time, BCHO expanded the program to include
families of adolescents who have type 2 diabetes. Without the benefit of
in-person clinic visits to evaluate long-term health impacts, BCHO was able
to continue to gather data from participants through online surveys and
telephone conversations.
Services are provided in English and Spanish.
Measure A Funding Achievements
Through the Food as Medicine program, BCHO used its Measure
A allocation to supply 846 community-supported agriculture (CSA)
vegetable deliveries weekly to 75 food-insecure families, totaling 365
individuals, for three months (target: 900 deliveries to 75 families).
FY 19/20 Allocation: $39,857* | Expended/Encumbered: $39,857
Individuals served by Measure A: 365 (Total individuals served: 365)
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
Highlights
88%
88% of participants received all 12
scheduled deliveries (target: 90%).
75%
75% of caregivers increased the
frequency with which they served
brown rice, instead of white rice,
at home meals (target: 80%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 112
Background
West Oakland Health Council (WOHC) works to improve the health
and socioeconomic status of the community by providing high quality
preventative care and treatment throughout the East Bay. WOHC strives to
be a hub of health, well-being, connection, and inspiration.
The WOHC Food Farmacy distribution program helps households who
might run out of money, food stamps, and other resources. Participation in
the food distribution program helps ensure families have extra food to last
throughout the month and access to educational material such as healthy
nutritional recipes. WOHC also provides CalFresh enrollment services to
participants who are not aware of this program.
Due to COVID-19, WOHC had to pause its food distribution for two months
while they evaluated and implemented clinic safety and social distancing
protocols. WOHC then shifted food distribution outdoors in a dedicated
area located by each clinic entrance, and pre-bagged food for pick-up.
Services are provided in Spanish and Urdu.
Measure A Funding Achievements
In collaboration with the Alameda County Community Food Bank and
Dig Deep Farms, WOHC used its Measure A allocation to achieve the
following:
• Provide fresh produce and dry goods via eight Food Farmacy
distributions to a total of 550 patients/individuals (target: 500)
• Provide information about CalFresh programming and enrollment to 150
individuals/patients (target: 100)
• Distribute food vouchers or prescriptions to 350 individuals (target: 300)
FY 19/20 Allocation: $15,000* | Expended/Encumbered: $15,000
Individuals served by Measure A: 550 (Total individuals served: 550)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health, Mental Health
Service area: Alameda, Oakland, Homeless or Transient
*Includes Board of Supervisors discretionary allocation from District 3/Supervisor Chan
Healthy Food Healthy Families:
West Oakland Health Council, Inc.
westoaklandhealth.org
Highlights
100%
100% of Food Farmacy participants
increased their knowledge of
health and/or food-related
behaviors such as recipes, cooking,
food prep/food storage, and
gardening (target: 75%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 113
Background
The Alameda County Healthy Homes Department (ACHHD) 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 railings, 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 with
a healthy housing environment that is advantageous to their recovery and
quality of life. This year the program was able to ensure that more of the
independent living homes met minimal health and safety standards by
successfully meeting the standards of the Independent Living Association.
Enrolling homes in the Independent Living Association means more
homes are making a commitment to improve the housing conditions for
vulnerable disabled low income adults.
Since the COVID-19 shelter-in-place started, some services could not
be delivered to clients, and many clients were anxious about admitting
FY 19/20 Allocation: $311,511 | Expended/Encumbered: $311,511
Individuals served by Measure A: 98 (Total individuals served: 213)
Populations served: Low Income, Uninsured Adults, Seniors
Services provided: Public Health
Service area: Albany, Castro Valley, Cherryland, Dublin, Emeryville, Newark, Oakland, San Lorenzo, Union City
Healthy Homes Department
Fixing to Stay & Group Living Facilities Project
achhd.org
Matching Funds
$158,933
from Alameda County Cares
Connect funds and Minor Home
Repair funds.
Highlights
83%
83% of older adults received
intervention to remain in housing
(target: 80%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 114
someone to their homes. This reduced ACHHD’s normal service levels and
limited the agency in being able to address interior housing conditions.
Clients receive some services in Spanish.
Measure A Funding Achievements
The Healthy Homes Department leveraged its Measure A allocation to
achieve the following:
• Conduct outreach to 77 older adults and their families (target: 75)
• Complete 55 health and safety risk assessments (target: 50)
• Attend 14 meetings of the Independent Living Association and Group
Living Facilities Work Team (target: 16)
• Conduct 74 site visits and healthy home assessments (target: 85)
• Respond to 10 complaints/grievances related to independent living
homes (target: six)
• Track and report four updated maps to stakeholders quarterly (target:
four).
• Update and publish a list of known independent living homes and share
it with key County partners four times (target: four)
• Provide clean and habitable housing conditions to 64 independent
living residents (target: 50)
Success Story
Mr. and Mrs. V are an Oakland
couple over 65 years of age. Mrs.
V suffers from health conditions
that make it difficult to use the
bathroom comfortably. During a
Health and Safety Risk assessment,
Healthy Homes staff determined
the toilet’s shut-off valve was
deteriorated and leaking. Healthy
Homes worked with an approved
contractor to replace the valves
and replaced the toilet with one
that is energy efficient as well as
higher for better comfort. The
installation has greatly improved
the couple’s quality of life.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 115
Background
The HERS Breast Cancer Foundation supports all individuals healing from
breast cancer by providing post-surgical products regardless of financial
status.
Through the WE Support, YOU Survive program, 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.
Due to COVID-19, program locations in San Leandro and Pleasanton were
temporarily closed. During this time, patients were able to be seen at the
Fremont location, which remained open with reduced hours.
Staff members speak English, Malaysian and Indonesian dialect Bahasa,
Malaysian dialect Dayak, Mandarin, Portuguese, Tagalog, Ilocano, Italian,
and Cantonese.
Measure A Funding Achievements
HERS Breast Cancer Foundation used its Measure A allocation to provide
90 patients with prosthetic and other post-surgical fitting services via the
WE Support, YOU Survive assistance program (target: 92).
FY 19/20 Allocation: $15,000* | Expended/Encumbered: $15,000
Individuals served by Measure A: 90 (Total individuals served: 256)
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
HERS Breast Cancer Foundation
hersbreastcancerfoundation.org
Highlights
100%
100% of breast cancer survivors
served indicated that their
appointment experience was very
good to excellent (target: 100%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 116
Background
The Family Health Services (FHS) division, under the auspices of the
Alameda County Public Health Department (ACPHD), works to ensure
the optimal 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, mothers, 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 unit’s Starting Out Strong Home Visiting System
of Care is composed of 14 programs, of which Measure A funded five in
FY 19/20: Native American Health Center: Strong Families, UCSF Benioff
Children’s Hospital Oakland (BCHO) Special Start Program, Tiburcio
Vasquez Health Center (TVHC) Family Support Services Program, Brighter
Beginnings, and ACPHD Special Start Program.
In response to COVID-19, MPCAH successfully developed and
implemented telehealth strategies to maintain service continuity to target
populations, including medically fragile children and their families.
Services are provided primarily in English and Spanish, but there are
bicultural and bilingual staff providing services in Cantonese and Mandarin.
Additional languages are accessed through interpretation services.
Measure A Funding Achievements
FHS/MPCAH used its Measure A allocation to achieve the following:
• Serve 502 parents, of whom 98% of eligible parents were screened for
depression (target: 452 and 90%)
• Serve 459 children, of whom 82% of eligible children received early
FY 19/20 Allocation: $1,850,170 | Expended/Encumbered: $1,739,386
Individuals served by Measure A: 974 (Total individuals served: 2,775)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families
Services provided: Public Health, Mental Health, Substance Abuse
Service area: Countywide
Home Visiting Services
acphd.org/mpcah
Matching Funds
$566,419
from Title XIX, Targeted Case
Management (TCM), and Medi-Cal
Administrative Activities (MAA).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 117
developmental screening (target: 413 and 85%)
• Ensure that 82 children ages 6–11 months were breastfed or fed breast
milk, of whom 54% were fed in this way for at least six months (target: 74
and 60%)
• Of 431 parents eligible for a Reproductive Life Plan, ensure that 81% had
a documented plan (target: 388 and 75%)
Success Story
Anita, a single mother of three
children, was laid off from her
job due to COVID-19 and was
collecting unemployment. Her
one-year-old son had been
born premature and has some
developmental complications
requiring monthly medical
appointments at Children’s
Hospital Oakland. The TVHC
case manager assisted with
establishing dental care for the
children and referring Anita
to mental health services for
depression and anxiety. The
case manager also organized a
schedule to help Anita supervise
her older children during distance
learning and coordinated a
holiday gift drop-off when Anita
did not have money to buy her
children Christmas gifts.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 118
Background
The Alameda County Office of Homeless Care and Coordination (OHCC),
in coordination with the Alameda County Health Care Services Agency
(HCSA), strives to achieve health equity by working in partnership to
provide high quality services, foster safe and healthy communities, and
promote fair and inclusive opportunities for all residents.
The partners’ “respite exits to housing” program helps secure permanent
housing and supports for residents exiting hospitals, skilled nursing
facilities, or medical respite facilities. Although classified as a Rapid
Rehousing program, which provides temporary rental assistance, the
policy of this program is to transition clients to mainstream affordable
housing, supportive housing, or another financially sustainable ongoing
housing resource within five years.
The COVID-19 pandemic required the agency and contractors to be
flexible and adaptive to this unprecedented crisis. In the short term,
contractor agency East Bay Innovations (EBI) was unable to meet the
original scope and received permission to assist disabled guests in non-
congregate shelters established to provide homeless, at-risk residents a
safe place to shelter and quarantine during the pandemic. Over the longer
term, EBI was able to help two disabled homeless County residents secure
stable housing, while contractor agency Adobe Services was able to house
16 clients.
Measure A Funding Achievements
Through EBI and Abode Services, OHCC and HCSA used their Measure A
allocation to provide housing services to 18 homeless individuals (target:
20).
FY 19/20 Allocation: $500,000 | Expended/Encumbered: $500,000
Individuals served by Measure A: 19 (Total individuals served: 1,295)
Populations served: Indigent, Low Income Adults
Services provided: Public Health
Service area: Countywide, Homeless or Transient
Homelessness 3-Year Action Plan
homelessness.acgov.org
Success Story
EBI served a client with complex
medical needs who was in a
nursing facility. EBI learned that
the client had a temporary subsidy
that was expiring and that he
would become homeless if he
did not obtain another subsidy
source. EBI applied this client to
their mainstreaming list, but he
still had months to wait before
he’d be issued a voucher. EBI was
able to use the Measure A-funded
program to temporarily subsidize
the client’s place so that he was
able to keep his housing. He was
discharged safely home, and EBI
is now working to transition him to
the mainstream subsidy.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 119
Background
La Familia provides underserved, multicultural communities with the tools
and support necessary to build resilience, wellness, and economic power.
La Familia’s ROOTS youth resilience program helps youth and families
stay connected and engaged and provides critical mental health, social-
emotional, and basic needs support. In response to the COVID-19
shelter-in-place order, when in-person services were unavailable, La
Familia staff transitioned to telehealth and virtual services. Check-ins and
case management were provided via phone, text messages, and video/
virtual platforms. When participation dropped off, staff made home visits
to the most at-risk youth. In addition, information and resource links were
provided to families needing mental health, financial, health screening,
and legal services, as well as COVID-related testing and information.
La Familia staff are bilingual in Spanish and English.
Measure A Funding Achievements
La Familia used its Measure A allocation to achieve the following:
• Enroll 90% of participants in the ROOTS program through their
Coordination of Services Team (COST) and/or school administrator
(target: at least 50% of participants)
• Enroll 29 girls and 23 boys in the program (target: 20–25 participants
each)
• Engage 52 youth in the mentoring group, covering topics such as
mental health, substance abuse, sexually transmitted infections, birth
control, college and career, communication, and suicide and COVID-19
prevention (target: 40–50)
• Provide individual mentoring and case management to 51 youth (target:
40–50 youth for mentoring, 20–25 for case management)
FY 19/20 Allocation: $200,000 | Expended/Encumbered: $200,000
Individuals served by Measure A: 52 (Total individuals served: 52)
Populations served: Indigent, Low Income, Uninsured Children, Families
Services provided: Public Health, Mental Health, Substance Abuse
Service area: Livermore, Union City
La Familia Counseling Service:
Youth Resiliency
lafamiliacounseling.org
Matching Funds
$153,040
from various foundations and
grants.
Highlights
91%
91% of youths reported that ROOTS
helped them learn how to cope
when things go wrong
(target: 75%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 120
• Assess all participants for health insurance status
• Refer three youth and their families for health insurance and benefits
application assistance
• Refer 22 youth/families for basic needs, e.g., food and behavioral
services
• Provide four workshops for families related to mental health and
wellness, stress, and COVID-19
Highlights
90%
90% of youths said ROOTS helped
them get along better with friends
or others their age (target: 75%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 121
Background
The Unity Council promotes social equity and improves quality of life
by building vibrant communities where everyone can work, learn, and
thrive. 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.
During FY 19/20, LMB strengthened its relationship and data-sharing
arrangement with the Oakland Unified School District (OUSD). A four-year
agreement allocates consistent funding from OUSD to the program each
year and systematizes communication and data-sharing responsibilities on
the part of the OUSD and each school site. The program also receives class
set data rosters in full at the district level, which provide a detailed picture
of each of student in the program, including attendance, GPA, newcomer
status, and English Language Learner status. LMB staff also participate in
school site Coordination of Service Team (COST) meetings and the OUSD
Office of Equity’s Latino Student Achievement (LSA) Task Force meetings.
LMB also introduced more systematic implementation meetings with
school partners and worked to strengthen its partnerships with School-
Based Health Centers (SHCs). The program introduced Urban, an online
curriculum designed for middle school-aged youth on topics including
nutrition, leadership development, character development, social-
emotional learning, budget banking, conflict resolution, team building,
personal relationships, self-discovery, and self-awareness.
At the outset of the COVID-19 pandemic, LMB mentors prioritized helping
students process the fear, uncertainty, and trauma of the shelter-in-place
order. Wellness checks were done via phone calls, text messages, and
FY 19/20 Allocation: $200,000 | Expended/Encumbered: $200,000
Individuals served by Measure A: 230 (Total individuals served: 230)
Populations served: Low Income Children
Services provided: Public Health, Mental Health
Service area: Oakland
Latino Men and Boys Program
unitycouncil.org
Matching Funds
$491,000
The Unity Council LMB program
leveraged its Measure A allocation to
obtain $491,000 in matching funds.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 122
email at least once a week. Mentors also enrolled families into emergency
response resources, such as emergency cash assistance and food
distribution programs provided by The Unity Council, and advised them of
free, bilingual testing sites in Fruitvale and East Oakland. Due to internship
sites being shut down, LMB transitioned to virtual job readiness training.
Services are offered in English and Spanish.
Measure A Funding Achievements
The Unity Council LMB program used its Measure A allocation to achieve
the following:
• Conduct meetings and planning sessions with school and SHC staff to
recruit and coordinate care for 60 participants
• Deliver the Joven Noble beginning and advanced curriculum of health
presentations to 180 participants
• 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 50
participants, as well as three housing/financial assistance referrals
• Develop one Program Profile document for school-based best practices
leadership
• Engage with eight SHC staff to build their capacity to engage Latino
young men and boys
Success Story
Luis joined LMB while at the
United for Success Academy and
was supported by his mentor,
Mr. G. When the pandemic
hit, Luis couldn’t attend class in
person, and his father lost his
job. After most of Luis’s family
tested positive for COVID-19,
they received cash assistance
and bagged groceries each week
from The Unity Council, which
helped keep the family fed. In May
2020, Luis graduated in excellent
standing from middle school and
continued his journey with The
Unity Council through the Summer
Summit program. Mr. G is still
making a positive impact in Luis’s
life, and Luis dreams of working in
a lab someday.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 123
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 at highest
risk for harmful falls. Tactics to prevent falls include physical movement,
understanding and correcting usage of prescribed and over-the-counter
medications and supplements, increasing client knowledge of behaviors
proven to reduce fall risk, and establishing a safe home environment.
When COVID-19 prevented in-person and in-home visits, interventions and
assessments were completed over GrandPads, devices similar to iPads
with built-in Internet, or via phone. Clients were matched with volunteers
who provided help by doing simple errands or were added to the food
bank delivery program. By engaging students at three local colleges, LIFE
ElderCare provided job training while serving additional clients.
The Fall Prevention program kinesiologist speaks Vietnamese and English.
All other languages are accommodated via the language line.
Measure A Funding Achievements
LIFE ElderCare used its Measure A allocation to provide comprehensive
fall prevention assessments and educational sessions to 376 eligible adults
aged 60 and over (target: 100).
FY 19/20 Allocation: $15,000 | Expended/Encumbered: $15,000
Individuals served by Measure A: 20 (Total individuals served: 376)
Populations served: Low Income Seniors
Services provided: Public Health
Service area: Countywide
*Includes Board of Supervisors discretionary allocation from District 2/Supervisor Valle
LIFE ElderCare
lifeeldercare.org
Highlights
100%
100% of clients who received fall
prevention assessments were
informed about specific risk levels
and beneficial interventions
(target: 95%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 124
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 to provide members with information about hypertension
education, screenings, resource links, and health-related topics. 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. Finally, H2H administers mini-
grants to individuals or groups to support implementation of a variety of
health and wellness programs. Recipients in FY 19/20 included Healing
Our Hearts - Freedom Community Clinic, Healthy Heart Program -
Women’s Daytime Drop-in Center, Spring Stress Cleanse Series, Real Love
Project - The Master Seal Worship Center Outreach Ministry, and Planting
Wellness - Ashby Community Garden.
In response to COVID-19, in-person outreach, screenings, and education
shifted to phone and email contact. Staff trainings were also shifted to
virtual environments, which opened up new possibilities for community
engagement activities. Community events were offered virtually for a
community learning series and a health education series, offering topics
such as emergency preparedness, mental health tips, healthy eating during
the holidays, and guided meditations.
FY 19/20 Allocation: $100,000 | Expended/Encumbered: $100,000
Individuals served by Measure A: 3,353 (Total individuals served: 3,353)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health
Service area: Berkeley, Oakland
LifeLong Medical Care Heart 2 Heart
lifelongmedical.org/services/heart-2-heart.html
Matching Funds
$35,000
from the Sutter Health Foundation.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 125
Services and written materials are provided in English and Spanish, with
translation services for other languages as needed.
Measure A Funding Achievements
The LifeLong H2H program used its Measure A allocation to achieve the
following:
• Organize 14 community outreach events attended by 180 participants
(target: three events)
• Provide eight community health education training sessions to 12
residents (target: 20 residents)
• Coordinate with 12 NHAs to participate in 17 community engagement
activities to educate and link 257 community members to medical
resources (target: 30 activities and 100 community members)
• Administer five mini‐grants to five individuals who implemented a variety
of health and wellness programs (target: four grants to four individuals)
• Serve 2,899 community members at 199 community health events
(target: 100 members at 50 events)
Highlights
86%
86% of enrolled community members
reported that the community health
education training made them feel
more connected to the community
(target: 50%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 126
Background
Love Never Fails helps empower all people to express and experience their
best sense of humanity by restoring, educating, and protecting survivors
of human trafficking. Love Never Fails supports the physical and mental
health of survivors of human trafficking through talk and art therapy, healthy
diet, exercise, and relationships. Wraparound services meet clients where
they are and bring them closer to a stable and safe life, where they can
be positive, active members of society. The Healthy Relationship classes
provide insight on red flags, as well as how to set healthy boundaries and
ways to exit if the client feels unsafe in the relationship. These steps help
clients stop the cycle of violence and exploitation in their lives.
Though COVID-19 and the shelter-in-place decreased the number of in-
person and mental health assessments, clients were still able to receive
assessment via remote and telehealth appointments.
Measure A Funding Achievements
Love Never Fails used its Measure A allocation to achieve the following:
• Provide clinical case management, mental health, and substance abuse
services to 37 human trafficking survivors and/or their children
(target: 40)
• Receive 345 medical visits and 801 mental health/substance abuse visits
from clients (target: 200 medical and 350 mental health/substance
abuse)
FY 19/20 Allocation: $994,542 | Expended/Encumbered: $994,542
Individuals served by Measure A: 16 (Total individuals served: 37)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families
Services provided: Mental Health, Substance Abuse
Service area: Countywide, Outside of Alameda County, Homeless or Transient
*Includes Board of Supervisors discretionary allocation from District 4/Supervisor Miley
Love Never Fails
loveneverfailsus.com
Success Story
Having been sexually, physically,
and emotionally abused most
of her life, Laura found her way
to Love Never Fails, where she
received 18 months of safe
housing and restorative services,
as well as classes in parenting,
recovery, boundaries, safety, and
more. Laura worked with a Life
Coach, who helped her realize
her dreams, and attained a job
she loves. Her children received
therapy, consistently stayed in
school, and have been able to
begin their healing as well. Laura
has learned to be sober, and has
grown both emotionally and
spiritually.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 127
Background
A program of the Alameda County Public Health Department’s Community
Health Services Division, Alameda County Nutrition Services promotes
and supports healthy eating and physical activity through committed
partnerships with communities to reduce chronic disease and improve
long-term health.
City Slicker Farms reinforces self-sustaining access to food and builds
community through urban farming, education, and recreation. City Slicker
Farms contracts with Nutrition Services to install raised bed gardens in
locations throughout Alameda County, including low income senior
housing sites and community sites. Garden program participants report
increased physical and mental well-being, increased consumption of
vegetables, lowered stress and improved mental health, and enhanced
connections with neighbors outdoors.
In addition to garden beds, City Slickers 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 Slickers staff build relationships with site staff,
residents, and/or students to ensure enthusiasm for the gardens as well as
maximum produce harvests.
Coordination of garden support during COVID-19 was successful to
help gardens flourish and provide increased access to fresh fruits and
vegetables. Instead of conducting in-person classes, plants, seedlings
and garden materials were dropped off at sites or picked up from City
Slicker Farms. Although in-person community engagement was reduced,
FY 19/20 Allocation: $30,000* | Expended/Encumbered: $30,000
Individuals served by Measure A: 200 (Total individuals served: Not available)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health
Service area: Hayward, Oakland
*Includes Board of Supervisors discretionary allocation from District 5/Supervisor Carson
Nutrition Services in West Oakland:
City Slicker Farms
acphd.org/nutrition-services | cityslickerfarms.org
Highlights
100%
100% of the garden beds were
actively used by residents of the
low income senior housing sites
(target: 80%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 128
residents were able to continue to work in their gardens, harvest produce,
spend time outside, and engage with others.
Services are provided in English and Spanish.
Measure A Funding Achievements
Nutrition Services used its Measure A allocation to contract with City
Slicker Farms to achieve the following:
• Build two garden beds at two low income senior housing sites (target:
two beds)
• Make 16 mentor and technical assistance visits and/or provide plant
starts/seedlings at senior sites where gardens had previously been
installed (target: 16)
Highlights
80%
80% of garden participants reported
harvesting produce from the
garden beds (target: 80%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 129
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*
• 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
• International Contract for Interpreter Services
• Lotus Bloom
• Mandela MarketPlace
• Niroga Institute
• Nutrition Services
• Office of Dental Health—Berkeley Schools*
• Public Health Nursing (PHN) Healthy Living Project
*This provider also received standalone Measure A funding. For details,
see the entry under the provider’s name elsewhere in this report.
FY 19/20 Allocation: $3,027,743 | Expended/Encumbered: $2,828,553
Individuals served by Measure A: 36,916 (Total individuals served: 107,717)
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
Public Health Prevention Initiative
acphd.org
Matching Funds
$792,228
from the following sources:
• Targeted Case Management
(TCM)
• Title XIX federal funds through
the Maternal, Child, and
Adolescent Health (MCAH)
program
• Medi-Cal Administrative
Activities (MAA)
• Merck Foundation
• City of Berkeley grant
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 130
In conjunction with the Measure A-funded services listed below, the
ACPHD providers modified their offerings in response to COVID-19. Many
pivoted to phone and video telehealth service delivery, video and online
classes, and email and physical mail communications as appropriate.
Others set up delivery and drop-off/pick-up systems for supplies and food
as relevant or established outdoor service sites where social distancing
could be maintained.
Services are provided in a wide variety of languages, which vary by
provider.
Measure A Funding Achievements
Measure A funds were 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.
Asthma Start
• Enroll 205 clients in the program (target: 250)
• Successfully discharge 165 clients from the program (target: 200)
CAL-PEP
• Conduct five health communications/public information (HCPI) events
for 73 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 69 HCPI participants (target: 30)
• Refer 10 partners of HIV-positive clients to HIV testing services (target:
10)
• Refer five high risk negative individuals to PrEP services, of whom two
were linked to services (target: five)
CHDP Developmental Screening—Help Me Grow
• Develop 60 developmental screening goals (target: 60)
• Provide monthly site visits to reinforce screening practices and offer
technical assistance to clinic staff at 57 sites (target: 56)
• Track and evaluate screening data from 60 sites (target: 56)
City of Berkeley—School-Linked Health Services Program
• Provide 70 health consultations and community resources to school staff
(target: 50)
• Hold five meetings with Berkeley Unified School District (BUSD) staff
regarding COVID-19 testing (target: five)
• Conduct 100 encounters with school staff regarding immunization
compliance and promotion of infection prevention, including COVID-19
resources and guidance on reducing the risk of transmission (target: 50)
• Provide communication to six school-related organizations (target: five)
• Make 30 in-person and virtual outreach activities (target: 10)
• Produce 10 COVID-19 flyers or materials (target: 10)
Success Story
CAL-PEP
A 65-year-old, HIV-positive,
African American female was
unstably housed, had a heavy
addiction to crack, and had
been living in an encampment
for the past 10 years. CAL-PEP
connected her to in-house
retention, navigation, and case
management services. Attending
program workshops helped the
client prioritize her HIV care needs
and strengthen her support circle.
She was referred and linked to a
trailer housing program, where
she received additional case
management that focused on
mental health and substance
use recovery. She was able to
refrain from using substances
and took her medication daily as
recommended.
Highlights
89%
Asthma Start
89% of clients reduced their
number of emergency room visits
(target: 80%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 131
• Provide 14 health guidance manual updates (target: 14)
• Provide five COVID-19 guidance updates (target: two)
• Conduct three medication reviews (target: 14)
• Hold one medication policy training (target: two)
• Hold 36 collaboration meetings with BUSD administrators (target: 25)
• Make four contacts between Breathmobile host site school staff and
Breathmobile staff (target: 15)
• Establish two COVID-19 testing sites and three mobile testing sites
(target: two each)
• Conduct 1,026 COVID-19 tests (target: 1,000)
CAPE Unit
• Receive 40 and complete 33 data requests from stakeholders within two
weeks of receipt (target: 75)
Diabetes
• Enroll 71 clients into diabetes self-management education (DSME)
classes (target: 120)
• Ensure that 37 clients successfully completed DSME (target: 100)
• Lower the baseline A1c or maintain a goal of lower than 7% in 32 clients
• Lower the baseline blood pressure or maintain it at lower than 140/90 in
27 clients
EOBA
• Ensure that 178 youth participated in cooking, gardening, and/or
physical activity programs (target: 150)
• Ensure that 46 EOBA youth participated in the Youth Leadership
program (target: 40)
• Ensure that 63 EOBA youth boxers participated in the Boxing Leadership
program (target: 40)
• Reach 3,581 households through the food distribution program (target:
1,350)
• Distribute 89,443 pounds of fresh produce and pantry items and 8,094
prepared meals
Health Equity Planning & Policy—CCNI
• Hold 25 technical assistance (TA) consultations with COR and FAJ
community leaders and organizational staff to support their capacity to
utilize health data and analysis in leading community-based solutions
(target: 20)
• Hold 12 monthly meetings with the partner collaborative to plan project
activities (target: 12)
• Hold three community power mapping sessions (target: two)
• Train and support 15 community residents to serve as survey canvassers
(target: 20)
• Hold three community outreach events to disseminate Know Your Rights
information and housing resources (target: five)
• Ensure that 30 residents received information about housing and health
programs and services (target: 50)
Success Story
Health Equity Planning & Policy
In 2019, ACPHD staff and
community partners went door
to door to talk with Union City
residents in rental apartments.
One tenant, Manuel, was trying
to get his landlord to get rid of
mold in his apartment, which
was causing his children to have
respiratory problems. Partners
helped Manuel in getting his
landlord to respond, get rid of
the mold, and make upgrades
to the apartment. After Manuel
expressed concerns about his
carbon monoxide detector and
using gas in the apartment, given
that his children have asthma, staff
connected Manuel to ACPHD’s
Asthma program, where they
received home visits and case
management.
Highlights
100%
EOBA
100% of youth reported satisfaction
with the cooking, gardening, and
physical activity programming
(target: 85%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 132
• Provide orientation and information on County programs to seven
resident leaders (target: 10)
• Survey 400 Union City households on how rental housing issues affect
their health and well-being (target: 200)
Healthy Retail Program
• Host outreach events at 10 stores for 9,317 community participants
(1,439 in-person and 7,878 online) (target: 10 stores for 2,500
participants)
HEPPAC
• Distribute 558 informational brochures about local health care coverage
to 220 residents during syringe access services (target: 300 flyers to 150
residents)
• Inform 380 residents about HEPPAC’s public syringe drop boxes in the
community (target: 250)
• Make 171 HEPPAC participants aware of available HIV and HCV services
(target: 156)
Immunization Section
• Create 144 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)
International Contract for Interpreter Services
• Provide 220 medical interpretation service encounters to clients,
including 174 in-person and 46 phone encounters (target: 275)
• Translate two English materials, including brochures and flyers, into
multiple languages (target: five)
Lotus Bloom
• Recruit 57 parents to attend 21 meetings to generate ideas and activities
for wellness in their community (target: 40 parents and six meetings)
• Train 109 parents and staff in the Physical Movement and Health Food
Policy for playgroups and events (target: 100)
• Conduct two Community Playtime events attended by 229 community
members to encourage physical activity and healthy eating for children
and their families (target: six events with 300 attendees)
• Implement two Family Engagement night programs attended by 436
community members offering physical activity for children and their
families (target: three events with 300 attendees)
• Conduct six nutrition and/or gardening classes (target: two)
Mandela Partners
• Provide nutrition education and outreach activities at two stores reaching
4,230 community members (target: two stores and 500 community
members)
Success Story
International Contract for
Interpreter Services
A Tamil interpreter accompanied
a nurse case manager during all
home and telephonic visits with a
pregnant client who had left her
family behind and knew no one
in this country. The interpreter
provided language interpretation
and educated the nurse case
manager about the client’s
cultural norms and understanding
of information provided. The
interpreter also provided the
cultural context within which the
client experienced the services
she was receiving and helped
the client complete important
documents related to her
immigration status and needs.
When the client was outside the
US, with the interpreter’s support,
the nurse case manager was still
able to provide her with guidance
and support via teleheath.
Highlights
80%
Immunization Section
80% of program staff reported an
increase in efficiency in identifying
intended clients (target: 80%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 133
Niroga Institute
• Provide semester-long twice-weekly Dynamic Mindfulness (DMind)
stress resilience and social-emotional learning sessions to 745 students
(target: 700)
• Provide daylong DMind training with an accompanying video curriculum
and follow-up coaching to 25 teachers at each school (target: 25)
• Ensure that 15 teachers led DMind for their students (target: 15)
Nutrition Services
• Provide technical assistance to 50 community-based organizations to
create events that provided and encouraged healthy eating and drinking
water (target: 30)
Office of Dental Health—Berkeley Schools
• Provide oral health education to 591 third grade students in participating
Berkeley schools via group presentations (target: 471)
• Provide dental screening to 503 third grade students in participating
Berkeley schools (target: 483)
• Offer preventive services to 216 students who received a dental
screening (target: 290)
PHN Healthy Living Project
• Conduct 26 health education workshops to 30 participants (target: 40
workshops and 45 participants)
• Have 30 students set health-related goals (target: 40)
• Provide 27 training sessions (target: 34)
Highlights
98%
Office of Dental Health—Berkeley
Schools
98% of the student third grade
student population received oral
health education (target: 78%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 134
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 EMS Senior Injury
Prevention Program (SIPP) 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. As a result of the COVID-19 shelter-in-place, nurses
switched to collecting medication information from participants over the
FY 19/20 Allocation: $225,007 | Expended/Encumbered: $225,007
Individuals served by Measure A: 767 (Total individuals served: 769)
Populations served: Low Income Seniors
Services provided: Hospital Outpatient, Public Health, Mental Health
Service area: Countywide
Public Health Prevention Initiative:
EMS Injury Prevention
ems.acgov.org
Success Story
DayBreak Adult Care Centers
An 81-year-old gentleman who
receives some assistance from his
family was assessed by a nurse for
medication safety. She found that
this individual was using more than
one pharmacy, was cutting pills
by hand, had 100 tabs that were
expired and discontinued, and did
not know how to dispose of these
old medications. Because of this
intervention, and with the help of
his family who received instruction
from this nurse, these concerns
have been addressed. At a follow-
up assessment, the nurse noted
that no medication doses were
being missed and that the patient’s
blood pressure and blood sugar
were stable.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 135
phone. After review by a pharmacist, the nurses used the information to
assist these individuals, with family support to improve compliance and
avoid adverse interactions.
• 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. However, because of COVID-19, the community
center was closed and the Community Nursing partnership was put on
hold, as the team pivoted to telephone-based services to stay in contact
with participants. 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. In response to
the COVID-19 shelter-in-place, staff pivoted to continue to provide
medication safety education and review to clients, primarily through
frequent phone contact and direct mail follow-up contact with clients.
• United Seniors of Oakland and Alameda County (USOAC). USOAC
offers a medication safety training program and conducts outreach to
seniors through community sites. The program educates older adults
on the proper way to communicate with their doctors and having
their medication review more often, which result in better medication
management. Due to the COVID-19 pandemic, USOAC pivoted to one-on-
one training over the phone. Services are provided in English and Spanish.
Measure A Funding Achievements
Measure A helped EMS achieve the following:
City of Fremont
• Provide services to 360 refugee, immigrant, and low income seniors over
50 years of age (target: 135)
• Assist 168 clients in accessing medical services (target: 120)
• Provide health and medication education and assistance to 123 clients
(target: 50)
• Complete health and safety assessments for 64 clients (target: 50)
• Provide referrals and/or assistance to 121 clients to access entitlement,
community, and supportive service programs (target: 110)
Highlights
100%
City of Fremont
100% of clients indicated their health
improved as a result of the physical
health, mental health, and medication
education and support they received
(target: 50%).
DayBreak Adult Day Care Centers
100% of participants improved
compliance with their prescribed
medication regimens (target: 20%).
St. Mary’s Center
100% of participants reported better
management of medication
disposal (target: 60%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 136
DayBreak Adult Day Care Centers
• Complete medication safety assessments for six participants (target: 40)
St. Mary’s Center
• Enroll 32 participants in the 12-week medication safety program for older
adults (target: 47)
• Provide health screenings to nine enrolled participants (target: 37)
• Send six medication interaction reports to the participant’s primary care
provider or pharmacist for assessment (target: 24)
• Complete 1,577 weekly medication safety compliance calls (target:
1,128)
• Conduct 292 face-to-face medication safety conversations (target: 564)
• Provide a 12-week review to 12 enrolled participants (target: 24)
• Give information and guidance to 32 participants regarding the disposal
of expired, misused, or unused medication (target: 28)
• Give recommended nutrition education and exercise encouragement to
32 participants (target: 37)
Senior Support Program of the Tri-Valley
• Enroll 33 low income residents aged 60 or older living in the Tri-Valley in
the Medication Safety services program (target: 38)
USOAC
• Provide medication safety training to 198 seniors through 80 one-on-one
and eight group sessions (target: 200 seniors, 10 one-on-one sessions,
10 group sessions)
• Outreach to 5,896 seniors through nine community sites such as health
fairs and senior centers (target: 300 seniors and 10 sites)
Highlights
76%
Senior Support Program of the Tri-
Valley
76% of clients reported that their
compliance level for properly
taking medications increased
because of the program (target: 50%).
95%
United Seniors of Oakland and
Alameda County
95% of training participants felt the
trainer explained the information
very well and/or well (target: 75%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 137
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 work to build rapport with unsheltered participants and
are transitioning into a more active role of supporting clients to obtain
housing documentation. Outreach staff also work to link individuals into
the new Alameda County Coordinated Entry System, which includes Home
Stretch, a countywide program matching homeless people with disabilities
to permanent supportive housing and related resources. In response to
the pandemic, the outreach team supported COVID-19 response efforts
to include linkage to emergency hotels, PPE, scattered site hotels, and
testing.
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 Achievements
Abode Services used its Measure A allocation to achieve the following:
• Provide 561 hours of housing outreach (target: 1,040)
• Provide outreach and engagement services to and enroll 184 individuals
in the outreach program (target: 150)
• Enroll 126 unduplicated individuals in the outreach program (target: 150)
• Perform 421 hours of referral and case management services (target: 312)
FY 19/20 Allocation: $107,123 | Expended/Encumbered: $107,123
Individuals served by Measure A: 184 (Total individuals served: 418)
Populations served: Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health, Mental Health, Substance Abuse
Service area: Fremont, Newark, Union City
Public Health Services for Homeless Residents:
Abode Services
abodeservices.org
Success Story
Abode’s outreach team began
working with a participant
despite her resistance to entering
shelter. Being vulnerable on
the streets, as well as needing
consistent medical attention,
Abode’s outreach team continued
to work with her and other
agencies and finally got her into
Safer Ground, where she was
assigned a Housing Navigator
from Abode. Subsequently, her
health stabilized and she became
very engaged with staff. She
moved into permanent supportive
housing in January 2021.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 138
• Make 1,560 outreach contacts to enrolled clients (target: 1,350)
• Distribute 2,550 hygiene and other supply kits to homeless unsheltered
individuals (target: 150)
• Make eight complete referrals to Home Stretch-eligible clients (target:
60)
• Help eight enrolled clients collect and submit all needed documents for
a Home Stretch permanent supportive housing referral (target: 50)
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 139
Background
Safe Alternatives to Violent Environments (SAVE) works to strengthen
every individual and family they serve with the knowledge and support
needed to break the cycle of domestic violence and build healthier lives.
Counseling services at SAVE help clients plan for their safety and learn
more about community resources.
Being able to provide top-notch therapeutic services at no cost to the
consumer is critical because the individuals served by SAVE, who have
experienced the complex trauma often associated with domestic violence,
also face significant financial burdens. Clinicians are trained in Eye
Movement Desensitization and Reprocessing (EMDR), which is the gold
standard of treatment for people who have experienced trauma.
In response to COVID-19, SAVE began offering teletherapy so work with
clients could continue.
Clients are served in Spanish, ASL, and English. Other languages can be
provided through Alameda County’s language line.
Measure A Funding Achievements
SAVE used its Measure A allocation to achieve the following:
• Provide 988 free outpatient community mental health service sessions to
159 participants (target: 95 sessions to 28 participants)
• Provide trauma-informed mental health interventions for 18 adult victims
of domestic violence through the collaborative development of 14 safety
plans and provision of relevant community-based resource packets to
16 clients (target: 14 completed safety plans, 14 tailored safety plans
completed, and 14 clients receiving a community-based resource
packet)
FY 19/20 Allocation: $15,000* | Expended/Encumbered: $15,000
Individuals served by Measure A: 18 (Total individuals served: 159)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Mental Health
Service area: Fremont, Hayward, Newark, Pleasanton, San Leandro, San Lorenzo, Union City
*Includes Board of Supervisors discretionary allocation from District 1/Supervisor Haubert
Safe Alternatives to Violent Environments
save-dv.org
Success Story
After suffering anxiety, depression,
and self-doubt from being in
an abusive relationship, Shaina
sought help at SAVE, where
she learned about community
resources available to support
her and her child. Shaina secured
an apprenticeship in the trades,
which afforded her a salary,
excellent benefits, and a child care
subsidy. With the help of SAVE,
she filed a restraining order against
her abuser and gained full custody
of her child.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 140
Background
Measure A funding supported the Senior Injury Prevention Program (SIPP)
offered by three entities: the City of Fremont, the City of San Leandro, and
Alameda County Emergency Medical Services (EMS).
City of Fremont
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 works to
improve the physical and mental health of older adults in the community,
with a focus on older immigrants and refugees, through increasing access
to health and mental health services and community services, supporting
healthy behavior changes, monitoring medications, and providing health
education classes. The use of peer health promoters enhances the ability
to deepen positive health behaviors and sustain long-term relationships.
Since the older Afghan community is primarily monolingual and often
illiterate, the use of trained, culturally sensitive peers is crucial.
In response to COVID-19, HSD leadership had to adjust all services to
continue care provision under shelter-in-place directives. Staff quickly
contacted and routinely checked-in with all clients, either by phone
or through video. Service changes included providing individualized
FY 19/20 Allocation: $237,985 | Expended/Encumbered: $237,985
Individuals served by Measure A: 2,053 (Total individuals served: 34,710)
Populations served: Low Income Adults, Families, Seniors
Services provided: Hospital Outpatient, Public Health, Mental Health
Service area: Countywide
Senior Injury Prevention Program
alamedacountysocialservices.org
Matching Funds
$136,892
from the City of Fremont’s Human
Services Department.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 141
emergency preparedness plans, assisting with access to nutritional
food in a safe manner, increasing knowledge around safety precautions,
monitoring health, and supporting emotional well-being while being
isolated.
Services are offered in Dari and Pashtu.
City of San Leandro
The San Leandro Recreation and Human Services Department (SLRHS)
works to provide services that enhance residents’ quality of life and inspire
pride in their community. 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 programs and services. Staff program a wide
array of services, 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
tax preparation help, health insurance counseling, and blood pressure
checks 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 food bag distributions
twice monthly.
• Special events. Several special occasions are celebrated throughout
the year, including Martin Luther King, Jr.’s Birthday, Lunar New Year, Día
de Los Muertos, and more. The annual Senior Thanksgiving Luncheon
serves a delicious traditional Thanksgiving meal to approximately 500
seniors.
In response to the COVID-19 pandemic, facilities were closed and most
programs were suspended. Senior Services staff were reassigned to
provide essential services such as grocery and meal distributions and
conference and wellness calls. The Senior Meal program was converted
to a drive-up model with Senior Services providing daily staffing support,
filling roles that were previously volunteer functions. The number of
lunches distributed increased 86% from pre-pandemic levels. Staff
prepared fun brain games and printed resource information handouts to
distribute with lunches.
Staff worked with partner organizations and program instructors to
develop a list of vulnerable seniors and made periodic check-in calls to
offer them resource information as well as engaging in social contact. Staff
Success Story
City of San Leandro
Prior to the Senior Community
Center closing due to COVID-19,
Daprosa Carino, 75, attended
multiple classes on an ongoing
basis. A diabetic, Daprosa found
the Diabetes Self-Management
class and Diabetes Support Group
very helpful in controlling her
blood sugar. After the Center’s
closure, Daprosa signed up
to receive a bag of nutritious
groceries twice a month. She
liked the convenience and safety
of staying in her car while staff
placed the grocery bag in her
trunk. She was also grateful that
the Fall Prevention class instructors
called frequently, mailed her an
illustrated booklet of exercises,
and even delivered weights to her
house to keep up with her exercise
program.
Highlights
90%
City of San Leandro
90% of seniors obtained three or
more blood pressure screenings in
a year (target: 80%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 142
also facilitated weekly conference calls to permit class and social program
attendees the opportunity to connect with each other and created a new
web page as an adjunct to the main Senior Services information page,
displaying content around themes such as “Stay Fit” and “Stay Nourished.”
For the Fall Prevention Enhance Fitness class, a partner agency mailed out
instructional guides to participants to support their exercise programs at
home and coordinated with Senior Services staff to retrieve their weights
from onsite facilities to distribute for home use.
EMS
Alameda County EMS provides quality emergency medical services and
prevention programs to improve the health and safety of residents in
Alameda County. The EMS Senior Injury Prevention Program (SIPP) 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. As a result of the COVID-19 shelter-in-place, nurses
switched to collecting medication information from participants over the
phone. After review by a pharmacist, the nurses used the information to
assist these individuals, with family support to improve compliance and
avoid adverse interactions.
• 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
Highlights
100%
EMS: City of Fremont
100% of clients were assisted by
Health Promoters who spoke their
language and understood their
culture (target: 100%).
EMS: DayBreak Adult Day Care
Centers
100% of participants or caregivers
improved their medication
management (target: 40%).
EMS: St. Mary’s Center
100% of participants attributed their
medication regimen compliance to
program communication follow-
up practices (target: 80%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 143
services when needed. However, because of COVID-19, the community
center was closed and the Community Nursing partnership was put on
hold, as the team pivoted to telephone-based services to stay in contact
with participants. 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. In response to
the COVID-19 shelter-in-place, staff pivoted to continue to provide
medication safety education and review to clients, primarily through
frequent phone contact and direct mail follow -up contact with clients.
• United Seniors of Oakland and Alameda County (USOAC). USOAC
offers a medication safety training program and conducts outreach to
seniors through community sites. The program educates older adults
on the proper way to communicate with their doctors and having
their medication review more often, which result in better medication
management. Due to the COVID-19 pandemic, USOAC pivoted to one-
on-one training over the phone. Services are provided in English and
Spanish.
Measure A Funding Achievements
Measure A helped the SIPP providers achieve the following:
City of Fremont
• Provide services to 360 refugee, immigrant, and low income seniors over
50 years of age (target: 135)
• Assist 168 clients in accessing medical services (target: 120)
• Provide health and medication education and assistance to 123 clients
(target: 50)
• Complete health and safety assessments for 64 clients (target: 50)
• Provide referrals and/or assistance to 121 clients to access entitlement,
community, and supportive service programs (target: 110)
City of San Leandro
• Provide 283 free drop-in blood pressure screenings to 217 unduplicated
seniors (target: 360 screenings)
• Distribute a bag of nutritional food to 88 low income seniors twice a
month (target: 50)
• Provide nine health education class sessions led by health professionals
to 187 unduplicated seniors (target: 12 sessions)
• Conduct four Pull Up a Chair exercise sessions attended by 120
unduplicated seniors (target: 240 seniors)
Success Story
City of Fremont
Mr. Mohammed, a 67-year-old
Afghan gentleman, was living in a
shed behind a business and had
a major urological problem that
required medical intervention.
His Health Promoter helped him
apply and qualify for Medi-Cal,
found a primary care provider
and specialist, accompanied him
to medical appointments, and
worked on applying for housing
waitlists. After Mr. Mohammed
eventually found a room to rent,
his Health Promoter continued
to spend many hours providing
translation support, reading his
documents due to his poor vision,
and helping him access medical
care by calling providers, setting
up appointments, being present
when translation support was
needed, and giving him emotional
support.
Highlights
100%
City of Fremont
100% of clients indicated their lives
improved as a result of their Health
Promoter’s support (target: 75%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 144
• Hold 12 Fall Prevention Enhance Fitness class sessions attended by 86
unduplicated seniors (target: 150 unduplicated seniors)
• Hold an Annual Senior Resource Fair offering health resources,
information, flu shots, and free health checks attended by 228 seniors
(target: 200)
EMS
• City of Fremont
- Provide services to 360 refugee, immigrant, and low income seniors
over 50 years of age (target: 135)
- Assist 168 clients in accessing medical services (target: 120)
- Provide health and medication education and assistance to 123 clients
(target: 50)
- Complete health and safety assessments for 64 clients (target: 50)
- Provide referrals and/or assistance to 121 clients to access entitlement,
community, and supportive service programs (target: 110)
• DayBreak Adult Day Care Centers
- Complete medication safety assessments for six participants (target:
40)
• St. Mary’s Center
- Enroll 32 participants in the 12-week medication safety program for
older adults (target: 47)
- Provide health screenings to nine enrolled participants (target: 37)
- Send six medication interaction reports to the participant’s primary
care provider or pharmacist for assessment (target: 24)
- Complete 1,577 weekly medication safety compliance calls (target:
1,128)
- Conduct 292 face-to-face medication safety conversations (target:
564)
- Provide a 12-week review to 12 enrolled participants (target: 24)
- Give information and guidance to 32 participants regarding the
disposal of expired, misused, or unused medication (target: 28)
- Give recommended nutrition education and exercise encouragement
to 32 participants (target: 37)
• Senior Support Program of the Tri-Valley
- Enroll 33 low income residents aged 60 or older living in the Tri-Valley
in the Medication Safety services program (target: 38)
• USOAC
- Provide medication safety training to 198 seniors through 80 one-on-
one and eight group sessions (target: 200 seniors, 10 one-on-one
sessions, 10 group sessions)
- Outreach to 5,896 seniors through nine community sites such as
health fairs and senior centers (target: 300 seniors and 10 sites)
Highlights
97%
EMS: Senior Support Program of
the Tri-Valley
97% of clients received a
compliance call within one week
of their Medication Services consult
(target: 80%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 145
Background
Senior Support Program of the Tri-Valley provides services and assistance
to seniors to foster independence, promote safety and well-being,
preserve dignity, and improve quality of life.
The In-Home Counseling Program makes a difference in the lives of
Tri-Valley seniors by providing counseling services in seniors’ homes.
Staff members receive referrals from case managers, family members,
caregivers, local community-based organizations, police and fire
departments, and other concerned members of the community. In addition
to assessments, counselors provide crisis intervention, resources, and
referrals, as needed.
Due to COVID-19, in-home counselors began calling seniors to schedule
in-home or virtual appointments. Initial visits allow counselors to observe
the senior’s environment to gain a better understanding of the individual.
The weekly, bi-weekly, or monthly sessions also allow counselors to assess
psychosocial, physical, mental health status, and personal history.
By making this service free of charge, many older adults get the benefit
of much-needed support with their most challenging end-of-life issues. In
many cases, the counselor is the only contact the client has.
Measure A Funding Achievements
Senior Support Program of the Tri-Valley used its Measure A allocation to
achieve the following:
• Provide In-Home Counseling services to 36 seniors with mental health
issues (target: 35)
• Conduct program pre-evaluation with 36 clients to assess mental health
status (target: 35)
• Enroll 31 screened clients in the In-Home Counseling Program (target: 26)
FY 19/20 Allocation: $25,000* | Expended/Encumbered: $25,000
Individuals served by Measure A: 27 (Total individuals served: 36)
Populations served: Low Income Seniors
Services provided: Mental Health, Substance Abuse
Service area: Dublin, Livermore, Pleasanton, Sunol
*Includes Board of Supervisors discretionary allocation from District 4/Supervisor Miley
Senior Support Program of the Tri-Valley
cityservecares.org/seniors
Success Story
After losing her sister, Mrs. Smith
was evaluated for mental health
issues by a marriage and family
therapist and was enrolled in the
mental health counseling program.
While grieving the loss of her sister,
Mrs. Smith had become isolated
and found it difficult to do daily
tasks. After receiving treatment
for depression, bereavement,
and social isolation, Mrs. Smith
reported a newfound sense of
hope and became more social by
reconnecting with friends, leaving
the house to shop, and attending
virtual group meetings.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 146
Background
Service Opportunity for Seniors (SOS) Meals on Wheels promotes
nutritional health, decreases the possibility of premature
institutionalization, and fosters the independence and dignity of
homebound seniors in Central Alameda County and the City of Oakland.
The onset of COVID-19 greatly increased the demand for Meals on Wheels,
requiring logistical and operational innovations. SOS Meals on Wheels’
response measures included stopgaps, enabling hundreds more seniors
to enroll in the program, and creating new policies and procedures to
maintain a healthy and safe operation.
Due to the older age of many of the volunteers, new volunteers were
recruited to deliver meals. Training videos and outdoor training were
implemented to get the new volunteers up to speed. Spectrum
Community Services’ Senior Meals Program, a partner program, moved
into SOS Meal on Wheels’ kitchen, which allowed cooks to work alongside
each other and scale production. A delivery program was instituted to
ensure that staff, volunteers, and clients were protected and physically
distanced at all times.
Services to clients are offered in Chinese, Spanish, and English.
Measure A Funding Achievements
SOS Meals on Wheels used its Measure A allocation to deliver 28,731 daily
meals and wellness checks to 212 unduplicated homebound seniors in San
Lorenzo and Castro Valley (target: 10,000 meals to 60 seniors).
FY 19/20 Allocation: $32,970 * | Expended/Encumbered: $32,970
Individuals served by Measure A: 213 (Total individuals served: 2,774)
Populations served: Low Income, Uninsured Seniors
Services provided: Public Health
Service area: Countywide
*Includes Board of Supervisors discretionary allocation from District 3/Supervisor Chan
and District 4/Supervisor Miley
Service Opportunities for Seniors
(Meals on Wheels)
sosmow.org
Matching Funds
$26,500
from the following sources:
• Eden Area Foundation
• Eden Township Health District
• Castro Valley Rotary Club
• San Leandro Rotary Club
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 147
Background
La Familia Counseling Services provides underserved multicultural
communities with the tools and support necessary to build resilience,
wellness, and economic power. Through the food pantry program, La
Familia leverages trusted messengers to distribute aid and support from
a community hub such as an elementary school. This program leverages
school relationships to help families meet their basic needs and therefore
encourage more learning-ready students.
During the COVID-19 pandemic, La Familia was able to serve many families
by providing food donated from community stores and picked up by
volunteers.
Services are provided in Spanish.
Measure A Funding Achievements
La Familia used its Measure A allocation to provide a variety of free food to
1,624 low income families who attend Marylin Avenue School during 150
distribution events (target: 150 families and 20 events).
FY 19/20 Allocation: $20,000 | Expended/Encumbered: $20,000
Individuals served by Measure A: 1,624 (Total individuals served: 1,624)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health, Mental Health
Service area: Livermore
Southern Alameda County Comite de la Raza Mental
Health DBA La Familia Counseling Services
LiveLaFamilia.org
Highlights
100%
100% of usable donations were
distributed to eligible families
(target: 95%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 148
Background
Spectrum Community Services assists low income individuals, families,
and seniors in their efforts to live independently. In partnership with
local service organizations, Spectrum offers a wide variety of community
programs and services.
Spectrum’s Senior Meal Program provides critically needed nutritious
meals to seniors to maintain their health and independence. The program’s
services fight social isolation through dining sites that provide a welcoming
place for seniors to have a meal together. More than just a meal, the
program also provides nutritional education every month and distributes
materials for other valuable resources.
Due to COVID-19, Spectrum closed its kitchen and moved its staff to work
in the SOS/Meals on Wheels kitchen to produce chilled meals in individual
serving trays that better met seniors’ needs under the new conditions.
Many partner sites switched from being dining sites to become distribution
sites. Because no population is at higher risk from COVID-19 than the
vulnerable seniors who depend on Spectrum to deliver meals and services,
the agency maintained a contactless protocol that allowed staff to have
safely distanced conversations with each senior as they picked up their
meal. They also distributed face coverings to help seniors comply with
local health mandates.
The Spectrum Fall Prevention exercise classes alleviate isolation and
loneliness by creating an atmosphere that makes it easy for people to make
friends. The people that attend classes frequently plan other activities
FY 19/20 Allocation: $90,000* | Expended/Encumbered: $90,000
Individuals served by Measure A: 3,411 (Total individuals served: 3,826)
Populations served: Indigent, Low Income, Uninsured Seniors
Services provided: Public Health
Service area: Alameda, Ashland, Castro Valley, Fremont, Hayward, Oakland, San Leandro, San Lorenzo,
Union City
*Includes Board of Supervisors discretionary allocation from District 2/Supervisor Valle and District 3/
Supervisor Chan
Spectrum Community Services, Inc.:
Fall Prevention Program and Meals
spectrumcs.org
Highlights
72%
72% of Fall Prevention class
participants reported that their level
of confidence, ease of performing
daily activities, and/or level of fall
prevention knowledge increased
(target: 70%).
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 149
together and often assist one another in getting to medical appointments.
The classes also provide information about important issues, give
participants a chance to discuss what is happening in their communities,
and alert seniors about scams and how to avoid them, items that could
prove to be hazardous to older adults, and other topics of interest.
In response to the COVID-19 pandemic and subsequent lockdown,
in-person classes were suspended. During the initial weeks of the
shelter-in-place, the program created and distributed exercise booklets
to participants that described in detail, and with visual representations,
the exercises done in class. The program spent hundreds of hours on the
telephone with clients doing wellness checks and making referrals and
began meeting online with participants who had the ability to participate
in online classes. The program also produced videos that replicated the
live instruction offered, which could be accessed by registered participants
24/7 on YouTube.
In late 2020, Spectrum Fall Prevention began to offer an evidence-based
program called EnhanceWellness, a personalized one-on-one program
where clients are guided by certified wellness coaches to make changes
that promote healthy habits. Coaches help clients address concerns
regarding diet, exercise, sleep, and more, and sessions include exercise
instruction and discussions about general wellness. The duration of the
program is six months, and coaching sessions are about an hour, once or
twice a week. Three staff members attended virtual training and became
certified wellness coaches.
Verbal assistance for Senior Meals participants is available in Spanish,
Mandarin, Cantonese, and English. Select Fall Prevention Classes are
available in these languages as well.
Measure A Funding Achievements
Spectrum used its Measure A allocation to achieve the following:
• Deliver 90,182 meals to 3,366 County seniors (target: 65,000 meals to
3,000 seniors)
• Provide 624 group exercise class sessions to 456 seniors in south and
central Alameda County (target: 900 classes to 135 seniors)
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 150
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. Measure A funding supported BCHO’s
implementation of FINDconnect™, an innovative digital platform that
empowers patients, care teams, and community organizations to
collaboratively address the social determinants of health. This offers an
efficient and lower cost model to combat disparities and ensure all children
have equitable access to their optimal health and development.
Patient Navigators work alongside providers to refer patients and families
to community-based resources. Navigators can see data such as the total
number of active visits, new visits in the past two weeks, closed visits, total
number of resources referred, and total number of active Navigators.
This funding helped further the development of FINDconnect to support
screening for basic unmet needs. During COVID-19, the development
team provided services in person and virtually to make referrals, the vast
majority of which were referrals to the Alameda Food Bank for families
experiencing food insecurity. The funding also allowed the team to further
refine FINDconnect’s reporting capabilities.
Services are provided in over 50 languages through the use of in-person,
video-based, and phone-based interpreters.
Measure A Funding Achievements
CHO used its Measure A allocation to achieve the following:
• Provide FIND navigation services to screen 916 patients for basic unmet
needs and offer them resources (target: 600)
• Provide 1,669 individualized resource referrals (target: 916)
FY 19/20 Allocation: $49,440 | Expended/Encumbered: $49,440
Individuals served by Measure A: 916 (Total individuals served: 916)
Populations served: Indigent, Low Income Adults, Children, Families
Services provided: Hospital Outpatient, Public Health, Mental Health
Service area: Countywide, Outside of Alameda County, Homeless or Transient
UCSF Benioff Children's Hospital
Oakland (FIND Desk Services)
ucsfbenioffchildrens.org
Success Story
A family who was referred to
FINDconnect by a primary care
provider had lost their mother to
COVID-19. The father expressed
concerns about his daughter's
emotional health and about
financial difficulties he was facing.
The program provided him with
summer camp resources for grief,
local food pantry information,
rent assistance programs, and
utility assistance information. His
daughter attended a summer
grieving camp, and the father
went to food pantries, received
rent assistance, and obtained a
$400 credit for his utilities. All
communication between the
Navigator and the care provider
was entered and monitored in the
FINDconnect platform.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 151
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 leads 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.
The COVID-19 pandemic had a huge impact on the YFO organizations
because all of them are place-based service providers, utilizing schools and
community-based sites to engage and support clients. Though COVID-19
caused the providers to close down facilities, they developed alternative
ways of reaching their clients through phone calls, texts, and Internet-
based outreach to check on youth and families and connect them to
services and resources. These included applying for grants for cash relief;
developing delivery/pick-up systems for food, supplies, and wellness and
learning packets; identifying and sharing resources; and shifting to virtual
classes and gatherings.
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.
FY 19/20 Allocation: $2,724,654 | Expended/Encumbered: $2,724,654
Individuals served by Measure A: 29,615 (Total individuals served: 29,615)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health, Mental Health, Substance Abuse
Service area: Countywide, Homeless or Transient
Youth and Family Opportunity Initiatives
achealthyschools.org
Matching Funds
$5.86M
from the following sources:
• Medi-Cal Administrative
Activities (MAA)
• Alameda County funding: Board
of Supervisors
• Alameda County Probation
Office
• Alameda County Social Services
• First 5
• Local and national foundations
• Federal grants
• City and school district funding
• Individual donors
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 152
The organizations involved in the YFO initiative include the following:
• Alameda Family Services (AFS) provides an array of health and wellness
services to families, primarily in the city of Alameda, through their Family
Support Services Center, Senior Connections program, and partnerships
with the school district and other community-based organizations.
• 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.
• East Bay Agency for Children (EBAC) operates Family Resource Centers
(FRCs) that provide health and wellness supports such as language
classes; parenting workshops, groups, and presentations; crisis support
including referral to case management; housing referrals; immigration-
related legal referrals; food pantry; referrals to dental care coordination;
and the enrollment of eligible children and families in health coverage
and other public benefits programs.
• 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.
• 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.
• Fremont Unified School District offers supports across the three tiers of
prevention, early intervention, and treatment; has a family liaison who
supports students and their families with accessing health-related and
other needed resources; and partners with Bay Area Community Health’s
Outreach & Eligibility Workers to promote health coverage and public
benefits enrollment services.
• Health Initiatives for Youth (HIFY) took over operations of the
McClymonds Youth and Family Center in FY 19/20. They worked closely
with the school administration; Children’s Hospital Oakland, who
runs the onsite heath center; students; families; and other community
partners to integrate into the McClymonds community and tailor the
programming to meet the needs of youth and families.
• La Familia Counseling Service 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.
• Lincoln was chosen in FY 19/20 to provide school-linked health and
wellness services to students and their families in West Oakland. Lincoln
worked with the administration and staff of West Oakland Middle School
and McClymonds High School to introduce their school-based program,
which provides intensive case management service and group wellness
sessions to youth and their families at each site.
• Newark Unified School District’s (NUSD) Newark Parent Partner Program
provides health access and family support services, primarily through
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2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 153
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.
• 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. UCFC has also launched a food
distribution program, which is one of the largest food distribution sites in
Alameda County.
• YR Media provides wraparound health and wellness support to youth
enrolled in their media arts education and internship programs. 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 Achievements
YFO Initiative providers used their Measure A allocation to achieve the
following:
• Hold 100 community events focused on raising awareness of free and
affordable health care services, at which 34,648 contacts were made
(target: 60–70 events and 20,000 contacts)
• At the events, provide the following:
- Application assistance to enroll in Medi-Cal, HealthPAC, or Covered
California to 4,488 families (target: 350–400 families)
- Application assistance to enroll in CalFresh, CalWORKs, or other
public benefits to 2,460 families (target: 350–400)
Success Story
When David, a transitional
aged youth, came to the FFRC,
he was homeless, had been in
foster care for years, and had
a long history of mental health
conditions and a heart condition.
The Family Support Services
(FSS) Coordinator helped get
him into temporary housing and
purchased basic move-in supplies.
She assisted David with applying
for CalFresh benefits and linked
him to mental health services,
where he was able to start seeing
a therapist and a psychiatrist. The
FSS coordinator continued to
connect David to resources and
helped him complete low income
housing applications and obtain
required documentation such as
a Social Security card and birth
certificate.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 154
- Information about health insurance and benefits eligibility and/
or referrals to an offsite location for application assistance to 6,687
families (target: 3,000)
• Serve over 150 children and families at one health fair and three smaller
health events in the Tri-Valley (target: 250 children and families)
• Through the New Haven Unified School District’s Union City Family
Center food bank, provide healthy snacks to 5,235 youth and 14,678
adults/families (target: 3,500)
• Serve 787 clients at the REACH Ashland Youth Center onsite Health
Center (target: 1,000)
• Serve 1,939 youth through care coordination, case management, and
referrals (target: 1,000)
• Serve 358 youth through individual and group counseling (target: 150)
• Engage 740 youth and mentor 27 youth in health and wellness
workshops focused on health education and healthy lifestyle choices,
and place 25 youth in health-related internships (target: 1,000)
• Enable 63 youth to participate in small wellness groups, including
mentoring and affinity-based support groups (target: 50)
• Enable 83 youth to participate in leadership development activities that
increase resiliency by focusing on personal growth, health and wellness,
and leadership (target: 20–30)
• Enable 451 youth to participate in arts and enrichment activities that
increase resiliency and social-emotional and well-being (target: 300)
• Provide college and career support to 318 youth
• Provide support with chronic attendance issues to 189 youth
• Enable 328 youth to participate in college and career-readiness activities
• Provide case management to 3,423 parents/caregivers (target: 2,500)
• Make home visits with resource referrals to 706 parents/caregivers
• Provide crisis intervention, including basic needs support, to 2,828
parents/caregivers, of whom 85 received individual and family
counseling and 92 participated in family support groups (target: 150)
• Ensure that 1,361 parents/caregivers participated in health and wellness
workshops focused on health education and healthy lifestyle choices
(target: 300)
• Enable 264 parents/caregivers to participate in career readiness and/or
financial literacy classes
• Enable 7,152 families to participate in school-based engagement efforts
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 155
APPENDICES
Appendix A: Measure A Auditor-Controller Report FY 04/05 through FY 19/20
Appendix B: FY 19/20 Budget Information
Appendix C: FY 19/20 Measure A Fund Distribution by Provider or Program
Appendix D: Maps: Geographic Distribution of Providers Funded by Measure A in FY 19/20
Map 1 Alameda County Public Health Programs Funded by Measure A in FY 19/20
Map 2 Alameda County Behavioral Health Care Services Alcohol and Other Drug Providers
Funded by Measure A in FY 19/20
Map 3 Alameda County Behavioral Health Care Services Mental Health
Community-Based Organization Providers Funded by Measure A in FY 19/20
Map 4 School Health Centers Funded by Measure A in FY 19/20
Map 5 HealthPAC Provider Network Funded by Measure A in FY 19/20
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 156
$123,148,555 $41,049,520
150 160 170
REVENUE RECEIVED EACH FISCAL YEAR (FY 04/05 THROUGH FY 19/20)
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
FY 19/20
$106,756,815 $35,585,604
APPENDIX A: MEASURE A AUDITOR-CONTROLLER REPORT
FY 04/05 THROUGH FY 19/20
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 19/20)
$1.96 BILLION
Alameda County Board of Supervisors
$490 MILLION
Alameda Health System Board of Trustees
$1,470 MILLION
130 1401201101009080706050403020100
$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
$117,801,551 $39,267,184
$98,654,234 $32,884,744
75%
25%
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 157
APPENDIX B: FY 19/20 BUDGET INFORMATION
TOTAL
ALLOCATION5
CARRYOVER
FROM PREVIOUS
FISCAL YEAR2
TOTAL
AVAILABLE
FUNDS
EXPENDED
AND/OR
ENCUMBERED
CARRYOVER
TO NEXT
FISCAL YEAR2 TOTAL SAVINGS4
Behavioral Health
Behavioral Health Services 150,000 0 150,000 94,517 55,483 150,000 0
Center for Healthy Schools and Communities
(School-Based Behavioral Health Initiative)
1,333,336 0 1,333,336 1,333,336 0 1,333,336 0
Cherry Hill Detoxification and Sobering Center1 2,295,875 559,884 2,855,759 2,115,539 740,220 2,855,759 0
Criminal Justice Screening and In-Custody Services 4,306,000 0 4,306,000 4,306,000 0 4,306,000 0
Mental Health for Juvenile Justice Center 360,000 0 360,000 360,000 0 360,000 0
Mental Health Services for Newcomers and Immigrants:
Center for Empowering Refugees and Immigrants (CERI)
86,096 0 86,096 86,096 0 86,096 0
Health Services for Unaccompanied Immigrant Youth 350,000 0 350,000 349,998 0 349,998 2
La Familia Youth Resiliency (Gender-Based Mentoring) 200,000 0 200,000 200,000 0 200,000 0
Substance Use Disorder Services 450,000 0 450,000 265,551 184,449 450,000 0
Public Health Services for Homeless Residents 107,123 0 107,123 91,968 15,155 107,123 0
Hospital, Tertiary Care, Other
St. Rose Hospital2 2,049,440 1,000,000 3,049,440 2,000,000 1,049,440 3,049,440 0
UCSF Benioff Children's Hospital Oakland2 7,750,000 8,500,000 16,250,000 2,254,000 13,996,000 16,250,000 0
Primary Care
Alameda County Dental Health3 257,580 -56,657 200,923 200,923 0 200,923 0
Center for Elders' Independence 57,397 0 57,397 57,397 0 57,397 0
Center for Healthy Schools and Communities (School Health Centers)1,350,000 0 1,350,000 1,349,990 0 1,349,990 10
Direct Medical and Support Services (Oakland): Preventive Care Pathways 229,587 0 229,587 229,587 0 229,587 0
Direct Medical and Support Services: Roots Community Health Center 250,000 0 250,000 250,000 0 250,000 0
Health Enrollment for Children 300,000 0 300,000 300,000 0 300,000 0
Health Services for Day Laborers 244,289 0 244,289 244,289 0 244,289 0
Medical Costs for Juvenile Justice Health Services 511,891 0 511,891 369,851 0 369,851 142,040
Primary Care Community-Based Organizations 5,753,009 0 5,753,009 5,753,009 0 5,753,009 0
Roots Community Health Center 200,000 0 200,000 200,000 0 200,000 0
Continued on next page
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 158
TOTAL
ALLOCATION5
CARRYOVER
FROM PREVIOUS
FISCAL YEAR2
TOTAL
AVAILABLE
FUNDS
EXPENDED
AND/OR
ENCUMBERED
CARRYOVER
TO NEXT
FISCAL YEAR2 TOTAL SAVINGS4
Public Health
Alameda Boys & Girls Club, Inc. 114,794 0 114,794 114,794 0 114,794 0
Area Agency on Aging (Meals on Wheels Program) 245,000 0 245,000 245,000 0 245,000 0
Asthma Start 100,000 0 100,000 100,000 0 100,000 0
Center for Early Intervention on Deafness 57,397 0 57,397 57,397 0 57,397 0
Countywide Plan for Seniors: Home-Based Nursing Case Management 500,000 0 500,000 500,000 0 500,000 0
Countywide Plan for Seniors: Hospice & Advance Life Planning 250,000 252,332 502,332 217,666 0 217,666 284,666
Countywide Plan for Seniors: Injury Prevention & Nutrition Services 797,808 17,579 815,387 786,471 0 786,471 28,916
COVID-19 Crisis Response Services 3,000,000 0 3,000,000 54,332 2,945,668 3,000,000 0
EMS Ambulance Providers to Serve 5150 Indigent Population 0 1,915,000 1,915,000 1,244,994 670,006 1,915,000 0
Emergency Medical Services (EMS) Corp 607,791 0 607,791 607,791 0 607,791 0
Emergency Preparedness, Mitigation, Response, and Recovery 0 137,534 137,534 73,464 64,070 137,534 0
Health Services for Persons Who Inject Drugs: HIV Education and Prevention
Project of Alameda County (HEPPAC)
310,684 0 310,684 310,684 0 310,684 0
Healthy Homes Department: Fixing to Stay & Group Living Facilities Project 311,511 0 311,511 197,589 0 197,589 113,922
Home Visiting Services 1,850,170 3,465,432 5,315,602 1,648,781 3,535,643 5,184,424 131,178
Homelessness 3-Year Action Plan 500,000 0 500,000 500,000 0 500,000 0
Latino Men and Boys Program: Spanish Speaking Unity Council of Alameda
County, Inc. DBA The Unity Council
200,000 0 200,000 200,000 0 200,000 0
LifeLong Medical Care (Heart 2 Heart)100,000 0 100,000 100,000 0 100,000 0
Nutrition Services in Livermore: La Familia Counseling Service 20,000 0 20,000 0 20,000
Nutrition Services in West Oakland (City Slicker Frams) 25,000 0 25,000 5,000 20,000 25,000 0
Public Health Prevention Initiative 3,027,743 0 3,027,743 2,772,281 0 2,772,281 255,462
Public Health Prevention Initiative: EMS Injury Prevention 225,077 0 225,077 225,077 0 225,077 0
Public Health Services for Homeless Residents: Abode Services 107,123 0 107,123 107,123 0 107,123 0
Senior Injury Prevention Program 123,191 0 123,191 123,191 0 123,191 0
Senior Injury Prevention Program: City of San Leandro Senior Services 57,397 0 57,397 57,397 0 57,397 0
Senior Injury Prevention Program: Fremont Aging & Family Services 57,397 0 57,397 57,397 0 57,397 0
West Oakland Health Center 1,500,000 0 1,500,000 1,500,000 0 1,500,000 0
Youth and Family Opportunity Initiatives 2,724,654 -24,733 2,699,921 2,724,654 0 2,724,654 -24,733
Board of Supervisors2 750,000 990,424 1,740,424 996,120 744,304 1,740,424 0
TOTAL FY 19/205 46,154,360 16,756,795 62,911,155 37,939,254 24,020,438 61,959,692 951,463
1. Cherry Hill Detoxification and Sobering Center's carryover balance includes carryover of unexpended funds from the Board-approved original allocation and any unspent funds from subsequent Board-approved allocations.
2. The Board approved certain allocations to carry over unexpended funds to the next fiscal year. The carryover funds must be used for the same purpose for which the Board approved the original allocation.
3. Actuals that exceed the budget will be offset by reduced expenditures in the next fiscal year.
4. Savings are unexpended funds that will revert to the general Measure A account for reallocation in future fiscal years.
5. The total allocation includes Measure A Base and Measure A One-Time Allocations approved by the Board for FY 19/20.
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 159
APPENDIX C:
FY 19/20 MEASURE A FUND DISTRIBUTION
BY PROVIDER OR PROGRAM
GROUP 1: BEHAVIORAL HEALTH
MEASURE A ALLOCATION FY 19/20
EXPENDED/ENCUMBERED FY 19/20
Behavioral Health and Alcohol and Other Drug (AOD) Community-Based Providers
Alameda County Mental Health Association 31,139 16,549
Bonita House Inc. 61,310 20,437
Center for Independent Living 2,627 2,607
Southern Alameda County Comite for Raza 54,924 54,924
Total Allocation 150,000 94,517
Center for Empowering Refugees and Immigrants (CERI) 86,096 86,096
Center for Healthy Schools and Communities (School-Based Behavioral Health Initiative)
City of Hayward 220,000 220,000
Portia Bell Hume Center 143,492 143,492
Emeryville Unified School District 40,178 40,178
Hayward Unified School District 50,000 50,000
Other Program Expenses 879,666 879,666
Total Allocation 1,333,336 1,333,336
Cherry Hill Detoxification and Sobering Center (Horizon Services, Inc.) 2,295,875 2,115,539
Criminal Justice Screening and In-Custody Services 4,306,000 4,306,000
Health Services for Unaccompanied Immigrant Youth
La Familia Unaccompanied Immigrant Youth 176,646 176,646
Eden United Church of Christ 60,000 60,000
Other Program Expenses 113,354 113,354
Total Allocation 350,000 350,000
La Familia Counseling Service (Glad Tidings) 30,000 30,000
Mental Health Services for Juvenile Justice Center 360,000 360,000
Public Health Services for Homeless Residents (Abode Services) 107,123 91,968
Substance Use Disorder Services
Axis Community Health, Inc. 1,429 1,341
Center Point 193,693 193,693
Filipino Advocates for Justice 19,259 19,129
Horizon Services, Inc. 5,017 -
Native American Health Center 30,815 -
New Bridge 84,230 -
Senior Support Program of the Tri-Valley 38,518 13,476
St. Mary's Center 38,519 37,913
Uplift Family Services 38,520 -
Total Allocation 450,000 265,552
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 160
GROUP 2: HOSPITAL, TERTIARY CARE, OTHER
MEASURE A
ALLOCATION
FY 19/20
EXPENDED/
ENCUMBERED
FY 19/20
St. Rose Hospital 7,750,000 2,540,000
UCSF Benioff Children's Hospital Oakland 2,000,000 2,000,000
GROUP 3: PRIMARY CARE
MEASURE A ALLOCATION FY 19/20
EXPENDED/ENCUMBERED FY 19/20
Alameda County Dental Health (Axis Community Health) 257,580 257,580
Center for Elders' Independence 57,397 57,397
Center for Healthy Schools and Communities (School Health Centers)
Alameda Family Services 125,000 125,000
City of Berkeley 75,000 75,000
East Bay Agency for Children 50,000 50,000
East Bay Asian Youth Center 50,000 50,000
Fred Finch 50,000 50,000
La Clinica de La Raza, Inc., Inc. 400,000 400,000
LifeLong Medical Center 150,000 150,000
Native American Health Center 200,000 200,000
Tiburcio Vasquez Health Center 125,000 125,000
Sunol Glen Unified School District 25,000 25,000
UCSF Benioff Children's Hospital Oakland 100,000 100,000
Total Allocation 1,350,000 1,350,000
Direct Medical and Support Services (Oakland) -
Preventive Care Pathways 229,587 229,587
Roots Community Health Center 250,000 250,000
Total Allocation 479,587 479,587
Health Enrollment for Children 300,000 300,000
Health Services for Day Laborers -
Multicultural Institute 95,662 -
Street Level Health Project 148,627 -
Total Allocation 244,289 -
Medical Costs for Juvenile Justice Services -
Niroga Institute 89,152 89,152
Victims of Crime 90,000 59,630
Unallocated 332,739 -
Total Allocation 511,891 369,851
Primary Care Community-Based Organizations
Alameda Health Consortium:
Asian Health Services 610,521 610,521
Axis Community Health 638,300 638,300
Davis Street Family Resource Center 107,123 107,123
La Clínica de La Raza 1,796,317 1,796,317
LifeLong Medical Center 694,001 694,001
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 161
GROUP 3: PRIMARY CARE
MEASURE A
ALLOCATION
FY 19/20
EXPENDED/
ENCUMBERED
FY 19/20
Native American Health Center 269,219 269,219
Tiburcio Vasquez Health Center 869,872 869,872
Tri-City Health Center 591,504 591,504
West Oakland Health Council 176,152 176,152
Total Allocation 5,753,009 5,753,009
Roots Community Health Center 200,000 200,000
Tiburcio Vasquez Health Center 40,000 40,000
Washington Hospital Healthcare Foundation 25,000 25,000
West Oakland Health Center 1,500,000 1,500,000
GROUP 4: PUBLIC HEALTH
MEASURE A ALLOCATION FY 19/20
EXPENDED/ENCUMBERED FY 19/20
Alameda Boys & Girls Club, Inc. 114,794 114,794
Alameda County Pharmacist Association 4,150 4,150
Asthma Start 100,000 100,000
Area Agency on Aging (Meals on Wheels Program) 245,000 245,000
Center for Early Intervention on Deafness 57,397 57,397
Countywide Plan for Seniors (Getting the Most Out of Life) 250,000 217,666
Countywide Plan for Seniors (Home-Based Nursing Case Management)1 500,000 520,512
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
Service Opportunity for Seniors: Meals on Wheels 399,376 399,376
Spectrum Community Services 85,249 85,249
St. Mary's Center 30,490 30,490
Unallocated 50,700 50,700
Total Allocation 797,808 786,471
COVID-19 Crisis Response Services 3,000,000 54,332
Dana Burrell (Glass House Communications) 46,500 46,500
Drivers for Survivors 10,000 10,000
Eden United Church of Christ (Padres Unidos) 25,000 25,000
Eden Youth and Family Center 20,000 20,000
EMS Ambulance Providers to Serve 5150 Indigent Population - 1,244,994
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 162
GROUP 4: PUBLIC HEALTH
MEASURE A
ALLOCATION
FY 19/20
EXPENDED/
ENCUMBERED
FY 19/20
EMS Corps
Berkeley Youth Alternatives 78,742 -
Other Program Expenses 529,049 -
Total Allocation 607,791 607,791
Ernestine C. Reems Community Services 100,000 100,000
Family Paths 5,000 5,000
HIV Education and Prevention Project of Alameda County (HEPPAC) OPEND 310,684 310,684
Healthy Food Healthy Families
Alameda County Community Food Bank 47,500 47,500
Alameda County Deputy Sheriffs' Activities League, Inc. 270,000 270,000
La Clinica de La Raza, Inc. 15,000 15,000
Native American Health Center 15,000 15,000
Roots Community Health Center 15,000 15,000
UCSF Benioff Children's Hospital Oakland 40,000 40,000
West Oakland Health Council, Inc. DBA West Oakland Health Center 15,000 -
Total Allocation 417,500 402,500
Healthy Homes Department (Fixing to Stay & Group Living Facilities Project) 311,511 197,589
HERS Breast Cancer Foundation 15,000 15,000
Homelessness 3-Year Action Plan -
Abode Services 250,000 250,000
East Bay Innovations 250,000 250,000
Total Allocation 500,000 500,000
Home Visiting Services
Brighter Beginnings 461,239 402,746
Native American Health Center, Inc. 122,520 117,021
Tiburcio Vasquez Health Center 590,000 590,000
UCSF Benioff Children's Hospital Oakland & Research Center 676,411 629,619
Total Allocation 1,850,170 1,739,386
La Familia Counseling Service (Youth Resiliency) 200,000 200,000
Latino Men and Boys Program (Spanish Speaking Unity Council of Alameda County, Inc. DBA The Unity Council) 200,000 200,000
Life ElderCare 15,000 15,000
LifeLong Medical Care: Heart 2 Heart 100,000 100,000
Love Never Fails 50,000 50,000
Meals on Wheels of Alameda County 5,000 5,000
Nutrition Services in Livermore (La Familia Counseling Service)$20,000 20,000
Nutrition Services in West Oakland (City Slickers Farm) 30,000 30,000
Public Health Prevention Initiative
California Prostitutes Education Project (CAL-PEP, Inc.) 52,025 52,025
Center for Oral Health 152,114 152,114
City of Berkeley 193,715 193,715
East Oakland Boxing Association 69,865 69,865
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 163
GROUP 4: PUBLIC HEALTH
MEASURE A
ALLOCATION
FY 19/20
EXPENDED/
ENCUMBERED
FY 19/20
HIV Education and Prevention Project of Alameda County 47,294 47,294
Lotus Bloom 36,577 36,577
Mandela Partners 130,715 130,715
Niroga Institute, Inc. 55,458 55,458
Tides Center 85,698 85,698
Unallocated 2,204,283 2,005,092
Total Allocation 3,027,744 2,828,553
Public Health Prevention Initiative: EMS Injury Prevention -
Adult Day Services Network of Alameda County 26,018 26,018
City of Fremont 136,892 136,892
Senior Support Program of the Tri-Valley 26,018 26,018
St. Mary's Center 26,024 26,024
United Seniors of Oakland and Alameda County 10,125 10,125
Total Allocation 225,077 225,077
Public Health Services for Homeless Residents: Abode Services 107,123 91,968
Safe Alternatives to Violent Environments 15,000 15,000
Senior Injury Prevention Program -
City of San Leandro Senior Services 57,397 57,397
City of Fremont: Aging & Family Services 57,397 57,397
Senior Injury Prevention Program (SSA) 123,191 123,191
Total Allocation 237,985 237,985
Senior Support Program of the Tri-Valley 25,000 $25,000
Service Opportunity for Seniors (Meals on Wheels) 32,970 -
Southern Alameda County Comite de la Raza Mental Health DBA La Familia Counseling Services 20,000 20,000
Spectrum Community Services, Inc. (Fall Prevention Program and Meals) 90,000 90,000
UCSF Benioff Children's Hospital Oakland (FIND Desk services) 49,440 49,440
Youth and Family Opportunity Initiatives
Alameda Family Services 114,794 114,794
Berkeley Youth Alternatives 114,794 114,794
Health Initiatives for Youth 114,794 114,794
East Bay Asian Youth Center 114,794 114,794
Youth Radio 114,794 114,794
La Familia Counseling Service 192,191 192,191
Eden Youth and Family Center 0 -
City of Fremont - Family Resource Center 172,191 172,191
Fremont Unified School District 114,794 114,794
New Haven Unified School District 114,794 114,794
Newark Unified School District 114,794 114,794
Livermore Unified School Distirct 19,131 19,131
Dublin Unified School District 19,131 19,131
Pleasanton Unified School Distirct 19,131 19,131
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 164
GROUP 4: PUBLIC HEALTH
MEASURE A
ALLOCATION
FY 19/20
EXPENDED/
ENCUMBERED
FY 19/20
La Clinica de La Raza, Inc.50,000 50,000
East Bay Agency for Children 103,500 103,500
Lincoln 125,419 125,419
Other Program Expenses 1,105,608 1,105,466
Total Allocation 2,724,654 2,724,512
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 165
MAP 1
ALAMEDA COUNTY PUBLIC HEALTH PROGRAMS FUNDED BY MEASURE A IN FY 19/20
#PROVIDER CITY
1 Brighter Beginnings Oakland
2 California Prostitutes Education Project Oakland
3 Center for Oral Health Oakland
4 City of Berkeley Berkeley
5 East Oakland Boxing Association Oakland
6 HIV Education and Prevention Project of Alameda County Oakland
7 Lotus Bloom Oakland
#PROVIDER CITY
8 Mandela Partners Oakland
9 Native American Health Center, Inc. Oakland
10 Niroga Institute Oakland
11 Tiburcio Vasquez Health Center Hayward
12 Tides Center (Hope Collaborative) Oakland
13 UCSF Benioff Children's Hospital Oakland Oakland
MAP 1
ALAMEDA COUNTY PUBLIC HEALTH PROGRAMS
FUNDED BY MEASURE A IN FY 19/20
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 19/20
#PROVIDER CITY
1 Axis Community Health, Inc. Pleasanton
2 Filipino Advocates for Justice Oakland
3 Horizon Services, Inc. Hayward
4 Native American Health Center, Inc. Oakland
5 New Bridge Foundation, Inc. Berkeley
6 Senior Support Program of the Tri-Valley Pleasanton
7 St. Mary's Center Oakland
#PROVIDER CITY
Uplift Family Services (formerly EMQ Families First)
- Administrative Services Office Campbell
Uplift Family Services School Sites:
8 Itliong Veracruz Middle School Union City
9 Cesar Chavez Middle School Union City
10 James Logan High School Union City
11 Horner Jr. High School Fremont
12 Newark Jr. High School Newark
13 Newark Memorial High School Newark
14 Thornton Jr. High School Fremont
MAP 2
ALAMEDA COUNTY BEHAVIORAL HEALTH CARE SERVICES
ALCOHOL AND OTHER DRUG PROVIDERS
FUNDED BY MEASURE A IN FY 19/20
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 19/20
#PROVIDER CITY
1 Abode Services, Inc. Fremont
2 Bonita House, Inc. Oakland
3 Center for Empowering Refugees and Immigrants Oakland
4 Center for Independent Living Berkeley
5 Mental Health Association of Alameda County Oakland
6 The Alliance for Community Wellness (La Familia Counseling Service) Hayward
MAP 3
ALAMEDA COUNTY BEHAVIORAL HEALTH CARE SERVICES
MENTAL HEALTH COMMUNITY-BASED ORGANIZATION PROVIDERS
FUNDED BY MEASURE A IN FY 19/20
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 19/20
#PROVIDER CITY
1 Alameda High School-Based Health Center Alameda
2 Barbara Lee Health & Wellness Center San Leandro
3 Berkeley High School Health Center Berkeley
4 Berkeley Technology Academy Health Center Berkeley
5 Chappell Hayes Health Center Oakland
6 Elmhurst/Alliance Wellness Center Oakland
7 Emeryville Health Center Emeryville
8 Encinal High School-Based Health Center Alameda
9 Fremont Tiger Clinic Oakland
10 Frick Health and Wellness Center Oakland
11 Fuente Wellness Center (REACH Ashland Youth Center)San Leandro
12 Havenscourt Health Center Oakland
13 Hawthorne Health Center Oakland
14 Hayward High Health Center Hayward
#PROVIDER CITY
15 Island Health & Wellness Center Alameda
16 Logan Health Center Union City
17 Madison Health Center Oakland
18 Rising Harte Wellness Center Oakland
19 Roosevelt Health Center Oakland
20 San Lorenzo High Health Center San Lorenzo
21 Shop 55 Wellness Center Oakland
22 Seven Generations SBHC (Skyline High School)Oakland
23 TechniClinic Oakland
24 Tennyson Health Center Hayward
25 Seven Generations SBHC (United for Success/Life Academy)Oakland
26 West Oakland Middle School Health Center Oakland
27 Youth Heart Health Center (La Escuelita Education Complex)Oakland
28 Youth Uprising/Castlemont Health Center Oakland
MAP 4
SCHOOL HEALTH CENTERS FUNDED BY MEASURE A IN FY 19/20
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 19/20
#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
11 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 41 sites, which are operated by one of the 11 HealthPAC providers that include Alameda Health System (dba Alameda County Medical Center).
MAP 5
HEALTHPAC PROVIDER NETWORK FUNDED BY MEASURE A IN FY 19/20
NOTE: Unincorporated areas, including Ashland, Castro Valley, Cherryland, Fairview,
San Lorenzo, and Sunol, shown lined. Cities shown in color.