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MEASURE A
Essential Health Care Services
Tax Ordinance
OVERSIGHT COMMITTEE
5TH REPORT
TO THE ALAMEDA COUNTY
BOARD OF SUPERVISORS
AND THE PUBLIC
REVIEW OF EXPENDITURES IN
Fiscal Year (FY) 2010/2011
July 1, 2010 – June 30, 2011
MEASURE A
Essential Health Care Services Tax Ordinance
OVERSIGHT COMMITTEE
5TH REPORT
TO THE ALAMEDA COUNTY BOARD OF SUPERVISORS
AND THE PUBLIC
REVIEW OF EXPENDITURES IN
Fiscal Year (FY) 2010/2011
July 1, 2010 – June 30, 2011
6/13
Table Of COnTenTs
Measure a Oversight COMMittee MeMbers .................................................................................................. 1
exeCutive suMMary ...................................................................................................................................... 3
seCtiOn 1: Funding allOCatiOn and review PrOCess ................................................................................... 9
seCtiOn 2: hOw the MOney was sPent ..................................................................................................... 11
review OF Fy 10/11 exPenditures: 75% OF Measure a Funds
allOCated tO the alaMeda COunty MediCal Center ..................................................................................... 12
review OF Fy 10/11 exPenditures: 25% OF Measure a Funds
allOCated by the alaMeda COunty bOard OF suPervisOrs .............................................................................. 15
grOuP 1: behaviOral health
Alameda County Behavioral Health Care Services Community-Based Organization Providers ............ 16
Alameda County Behavioral Health Care Services Detoxification/Sobering Center ............................. 17
Criminal Justice Screening/In-Custody Services at Santa Rita Jail ....................................................... 18
Glen Dyer Jail in Oakland ................................................................................................................... 19
Alameda County Behavioral Health Care Services Juvenile Justice Center ........................................... 20
grOuP 2: hOsPital, tertiary Care, Other
Children’s Hospital ............................................................................................................................. 21
St. Rose Hospital ................................................................................................................................. 23
Administration/Infrastructure Support .............................................................................................. 25
grOuP 3: PriMary Care
Alameda Health Consortium/Primary Care Community-Based Organizations ................................... 26
Hayward Day Labor Center ................................................................................................................. 28
Multicultural Institute ......................................................................................................................... 29
Street Level Health Project/Health Access Program ............................................................................. 31
Preventive Care Pathways .................................................................................................................... 32
Medical Costs for Juvenile Justice Center ............................................................................................ 33
Alameda County School Health Services Coalition ............................................................................. 34
Alameda County Public Health Department: Prevention Initiative ...................................................... 37
grOuP 4: bOard OF suPervisOrs disCretiOnary allOCatiOns
District 1: Supervisor Haggerty .......................................................................................................... 40
District 2: Supervisor Steele/Lockyer .................................................................................................. 45
District 3: Supervisor Lai-Bitker/Chan ................................................................................................ 47
District 4: Supervisor Miley ................................................................................................................ 49
District 5: Supervisor Carson .............................................................................................................. 54
Allocations from Multiple Districts ..................................................................................................... 56
aPPendiCes ................................................................................................................................................. 59
aPPendix a: Measure a revenue reCeived in eaCh FisCal year ........................................................................ 61
aPPendix b: Fy 10/11 budget inFOrMatiOn ............................................................................................... 65
aPPendix C: Fy 10/11 Measure a Fund distributiOn by PrOvider Or PrOgraM .............................................. 67
aPPendix d: MaPs: geOgraPhiC distributiOn OF PrOviders Funded by Measure a in Fy 10/11 ........................ 71
alaMeda COunty PubliC health PrOgraMs .......................................................................................... MaP 1
alaMeda COunty behaviOral health Care serviCes alCOhOl and drug PrOviders .................................... MaP 2
alaMeda COunty behaviOral health Care serviCes Mental health
COMMunity-based OrganizatiOn PrOviders ......................................................................................... MaP 3
sChOOl health Centers .................................................................................................................... MaP 4
healthPaC PrOvider netwOrk .......................................................................................................... MaP 5
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Measure a OversighT COMMiTTee MeMbers
COMMITTEE MEMBER REPRESENTING/NOMINATED BY
Barbara Spaulding Anglin Central Labor Council of Alameda County
Suzanne Barba League of Women Voters
John Becker City Managers’ Association
Olga Borjon Nominated by Supervisor Nadia Lockyer
Currently representing Supervisor Richard Valle (District 2)
Arthur Chen, M.D. Alameda-Contra Costa Medical Association
Louis Chicoine Supervisor Scott Haggerty (District 1)
Kay Eisenhower Supervisor Nate Miley (District 4)
Rochelle Elias Alameda County Mental Health Board
Kerry Easthope Hospital Council of Northern California
Doug Jones Central Labor Council of Alameda County
Beth Pollard City Managers’Association
Ursula Rolfe, M.D. League of Women Voters
Nancy Shemick Alameda County Public Health Commission
Mei Ling Tung Nominated by Supervisor Alice Lai-Bitker
Currently representing Supervisor Wilma Chan (District 3)
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exeCuTive suMMary
One OF the PrOvisiOns of Measure A required the establishment of a Citizen Oversight Committee. The
role of the Committee is to annually review Measure A expenditures for each fiscal year and report
to the Alameda County Board of Supervisors (Board) on the conformity of such expenditures to
the purposes set forth in the Measure.
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.”
This report is based on a number of sources:
• self-reported information provided by recipients of Measure A funds
• a presentation by the Alameda County Medical Center (Medical Center)
• the Alameda County Health Care Services Agency (HCSA), which monitors the contracts with recipients
of Measure A funds—including negotiating scope of work and payment schedule, developing contracts,
preparing letters to the Board for approval, authorizing payments, and tracking expenditures.
Measure A, the Essential Health Care Services Initiative, was passed by 71% of Alameda County voters
in March 2004. It authorized the County of Alameda to raise its sales tax by one-half cent in order to
provide additional financial 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. These services faced sharply increasing costs
with inadequate resources to meet the needs of County residents. Measure A funds substantially eased the
countywide crisis in health care; however, the economic downturn experienced during the period covered
in this report has threatened some of the gains achieved.
The initiative generated $105,513,482 in FY 10/11.The Medical Center received 75% of these funds, and
the Board distributed the remainder of the funds to other health care providers, including:
• initiatives funded by the Alameda County Public Health Department and Behavioral Health Care Services
• primary care clinics
• Children’s and St. Rose Hospitals
• school health centers.
In addition to helping the Medical Center stabilize its budget and expand its health care services, Measure A has
helped enable serious long-term planning to meet future health care needs for County residents. For example,
the Public Health Department has used Measure A funds to examine and address health inequities within the
client population and to develop a strategic plan. These initiatives will continue to bear fruit over time.
MAJOR CONCLUSION
The Oversight Committee found that the Medical Center and other recipients of the sales tax revenue spent
the funds in compliance with the strictures of Measure A. In addition, the Committee found that in FY
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10/11 Measure A enabled expansions in services and facilities, which reflects the stated primary goal of the
measure.
HIGHLIGHTS
Measure A revenues are critical to maintain access to medical services by indigent, uninsured, and low-
income residents of Alameda County, who depend on the County’s health care safety net. According to
American Community Survey data, 12.9% of County residents, about 195,096 people, are uninsured. To
help address this large need, recent and ongoing federal health care reform could potentially provide the
County with more options for providing services to the Measure A population.
With regard to Measure A recipient reporting, the Committee noticed a general improvement in the quality
and level of detail in the reporting compared to prior years. This is due in part to the ongoing effort of the
Committee to revise and refine the reporting form to solicit more specific information from fund recipients.
The sales tax revenue received through Measure A enabled the following positive developments in the
delivery of health care services:
• Despite the down economy, Measure A enabled a large number of providers to continue existing
programs and maintain the service levels offered by these programs.
• Measure A funds increased access to health care services for organizations ranging from the Medical
Center to school health centers. Wait times for services decreased in organizations ranging from the
Medical Center to outreach-based programs.
• Several recipients, including Children’s Hospital and St. Rose Hospital Silva Clinic, school health centers,
the Juvenile Justice Center Victims of Crime Unit, and the Alameda Health Consortium, used Measure A
funds as leverage to draw down matching funds, including both federal and foundation grants.
• Many organizations and departments, including the Public Health Department, Multicultural Institute,
Preventive Care Pathways, and Horizons Family Counseling, used Measure A funds to increase health
outreach and education efforts, with a focus on prevention. Measure A also allowed for the continuation
and expansion of mental health services among many providers.
• The Committee expressed concerns in prior years that the Sobering Center as a standalone entity was
not cost-effective. Since the Cherry Hill Detox program absorbed the Sobering Center, the Committee
recognizes that this blended approach to detoxification is proving to be very successful.
• Measure A gives the County flexibility to address unmet needs and unanticipated costs. Specifically, the
$784,088 Board allocation gives the Supervisors the flexibility to respond to unanticipated needs in their
districts.
• Each member of the Board of Supervisors recommended allocations for approval by the Board as a
whole. In FY 10/11, the budgeted allocation per district was $156,818. Over the period of this report,
there were 28 contracts for services for youth, children, seniors, and the general population from the
allocations. During this period, the Committee noted an increased focus on healthy living, wellness, and
prevention initiatives.
CONCERNS
In developing this report, the Oversight Committee has identified several concerns regarding the state of
health care funding during the years of Measure A implementation (2004-2011), including a decrease in
the rate of growth in sales tax revenue, health care funding cuts, and an increase in the number of uninsured
Alameda County residents. Compared to the prior fiscal year, the FY 10/11 budget allocations included an
across-the-board reduction of 25%.
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The Committee is concerned that ongoing sluggish economic growth—in the county, the region, and the
country—will potentially increase the number of indigent, uninsured, and low-income Alameda County
residents who might seek Measure A-funded services. If history is any guide, this may result in increased
health disparities in the communities that Measure A addresses. The economic recession has exacerbated
persistent inequalities, and the reality of multi-generational poverty has created dramatic challenges to
improving health care outcomes for the communities Measure A was passed to support.
At the same time, the Committee will pay close attention to the recent and ongoing state and federal health
care reform initiatives, which promise to expand coverage and increase access to care to more than 150,000
county residents who are currently uninsured. Achieving the promise of these reforms will be 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 rates and a shortage of
providers, particularly in primary and preventative care. Measure A will continue to be an essential revenue
stream to develop creative and innovative ways to improve access to care, lower the cost of care, and
improve the patient experience.
Assuming a successful full implementation of the reforms in 2018, approximately 70,000 individuals will
remain uninsured in Alameda County and will continue to have access to the essential health care services
Measure A provides. This is based on the most optimistic of assumptions, and most projections show the
number of residually uninsured being much higher. Measure A will remain an essential funding stream to
promote equity, and help the county address the root causes of poor health outcomes.
Outside of the area of health care funding, the Committee has an ongoing concern that the composition of
the Committee does not reflect the diverse make-up of the population served by Measure A.
The Committee raised concerns regarding Measure A funding specifically, including the following:
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
may arise because of incomplete or inaccurate reporting, not because of any inappropriate use of funds.
Reporting and Review Concerns
• The Committee expresses an ongoing concern that the County Counsel’s interpretation of the Measure A
ordinance limits the Committee’s ability to review program efficacy and cost-effectiveness. In addition,
the Committee does not have the capacity to review the HCSA’s process of controls and review of
how the money is spent—via audit or other method. The Committee agrees with a recent Grand Jury
recommendation that the Board must authorize the HCSA to include evaluations of Measure A programs
as part of its initiative to improve oversight and outcomes in all its programs.
• Both HCSA and the Oversight Committee believe that the interpretation of the statute must be revised to
expand the role of the Committee and allow use of Measure A funds for administrative staff to oversee the
contracts and ensure the effective use of public funds to community-based organizations.
• The Committee also supports identifying an additional resource to ensure that Measure A contracts are
included in the HCSA initiative to improve oversight and outcomes in all HCSA programs.
• Although reporting has improved, the Committee expresses the ongoing concern that its review was
impacted by the varying level of detail provided in the reports, as well as varying levels of responsiveness
to specific questions posed by the Committee to specific recipients. This makes it difficult for the
Committee to determine whether money is being spent on the Measure A target population. For example:
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• Multiple provider reports listed objectives that are not measurable and/or stated positive outcomes
without quantifying the statements. For example, Preventive Care Pathways makes assertions of “less
hospitalizations” and “reduced mortality” without quantifying these statements.
• Several providers serve populations of which only a low percentage (<50%) are uninsured or
underinsured. For example, of the seniors served by the Senior Support Program of the Tri Valley, fewer
than 25% of those served were underinsured or uninsured. However, all were frail seniors and all
received preventative services that reduced injury from overmedication and falls.
• Some reports contained no information identifying the population served. For example, the reports
from Alameda Family Services, Full Court Press Communications, and Alameda County Deputy Sheriff’s
Activities League, Inc. did not contain information regarding the race, age, qualifications for services,
or area of residence for the clients served.
• In other reports, although the report did identify the population served, it is unclear whether this
population falls within one of the categories listed in the Measure A statute: “indigent, low-income,
and uninsured adults, children, families, seniors, and other residents of Alameda County.” For example,
while the Committee recognizes the value of the Horizon Services, Inc. (drug disposal), Ashland -
Cherryland Garden & Arts Network (installation of neighborhood gardens), and Alameda County
Public Health EMS - CPR 7 (CPR training for middle school students) programs, it is unclear whether
these activities and their target populations fall within the wording of Measure A.
In light of these concerns, the Committee recommends that HCSA create a process for Measure A recipients
to certify that they are using Measure A funds to serve the populations listed in the measure.
Medical Center
While the reduction in the percentage of Measure A revenues used to pay off the ongoing debt and interest
to the County is most welcome, more detail would be useful. This has long been a concern of the Oversight
Committee, as the debt itself has been controversial for many years and was not addressed at all in the
Measure A ballot arguments or the Measure A campaign itself.
Alameda Health Consortium/Primary Care Community-Based Organizations
Healthy Communities did not fulfill 95% of its target visits, missing the target number of 4,051 by 252
visits (93.8% of target). Although the “miss” is not a large number, the Committee notes that this clinic also
missed its target number in FY 09/10.
God’s Love Outreach Ministries
The Committee did not receive a report from this agency despite numerous attempts by HCSA staff to
obtain it. The Committee has communicated this noncompliance to Supervisor Haggerty’s office. The
Committee recommends that a financial and program audit of the Measure A funds allocated to God’s Love
Outreach Ministries be conducted to confirm funds were spent as required by the contract. We further
recommend that this provider receive no further Measure A allocations.
Board of Supervisors Discretionary Allocations
• As noted in the reporting concerns above, some Board allocations are for direct services, while others
are informational, preventive, or long-term focused and therefore more difficult to quantify. It would be
helpful to the Committee’s reporting ability if the Board would work with the HCSA to establish a matrix
on how the allocations meet the purpose of Measure A.
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• There is no process for soliciting or screening individual Board allocations, which allows for creativity
in exploring new approaches to delivering health care, but calls into question how providers that target
those needs know to apply for the discretionary Measure A funds.
• The number of recipient contracts rose 33% between FY 09/10 and FY 10/11, from 21 to 28 contracts,
which requires the use of additional HCSA administrative time. When the allocation is a small amount
and a small percentage of the program budget, it is less meaningful than when it is substantial enough in
dollars or in percentage of the program budget to make a difference in whether services can be provided.
The Committee recommends that the Board consider setting a minimum amount of $25,000 for
discretionary grants.
FOR MORE INFORMATION
The full report of the Oversight Committee and all supporting documents are available online at
www.acgov.org/health/indigent/measureA.htm. For more information about Measure A expenditures
or the Committee, please contact James Nguyen at (510) 618-2016 or James.Nguyen@acgov.org.
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Section 1
FUNDING ALLOCATION AND REVIEW PROCESS
The language of Measure A allocates funds as follows:
• The Alameda County Medical Center (Medical Center) receives a direct allocation of 75% of funds.
• The Alameda County Board of Supervisors (Board) allocates the remaining 25%.
On December 14, 2004, after initial passage of the ordinance, the Board approved the first funding
allocations of its 25% share of Measure A funds, which the Board has since reviewed and allocated
approximately every three years. In FY 10/11, the Board approved a total of $22,008,346 in Measure A
funding to the following providers and organizations:
• Alameda County Behavioral Health Care Services (BHCS) Community-Based Organization Providers
• Alameda County Detoxification/Sober Station
• Alameda County School Health Services Coalition
• Alameda County Public Health Department Prevention Initiative
• Behavioral Health and Medical Costs for the Juvenile Justice Center
• Board of Supervisors Allocations
• Community-Based Organization Primary Care Clinics
• Criminal Justice Screening and In-Custody Services at Santa Rita Jail
• Direct Medical and Support Services in Oakland
• Glen Dyer Jail in Oakland
• Non-County Hospitals.
As a tool for reviewing funding allocations, the Measure A Oversight Committee developed a reporting
form, containing questions on specific uses of funds received, for all Measure A fund recipients to complete.
For its most recent report, the Committee revised the form to solicit more specific information from fund
recipients; for the current report, the Committee made further refinements to the form. While modifying
the form to improve the quality of the responses is an ongoing effort, these revisions seem to have
improved the quality of reports returned.
As in prior years, the Committee also heard a presentation from the Medical Center. The Committee used
the report forms returned by most Measure A fund recipients, along with the Medical Center presentation,
to review all funding allocations. Also as in prior years, varying level of detail provided in the reports, as
well as varying levels of responsiveness to specific questions posed by the Committee to specific recipients,
made it difficult for the Committee to evaluate the reports consistently and thoroughly. However, as noted,
the revised form seems to have resulted in improved reporting from the providers.
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Section
HOW THE MONEY WAS SPENT
The Alameda County Medical Center (Medical Center) receives 75% of Measure A funds through a specific
designation. The Medical Center Board of Trustees allocates these funds within the Medical Center. The
Alameda County Board of Supervisors (Board) allocates the remaining 25% of Measure A funds. The
Alameda County Health Care Services Agency (HCSA) manages these funds.
Figure 1
DISTRIBUTION OF MEASURE A FUNDS
In FY 10/11, Measure A generated $105,513,482 (not including interest earned).The funds were allocated
as follows:
Alameda County Medical Center (75%) $79,135,112
Alameda County (non-Medical Center) (25%) $26,378,370
TOTAL $105,513,482
In FY 10/11, the Alameda County budget totaled $2,443,391,066. The HCSA budget totaled
$614,980,278, or 25.2% of the total County budget. Measure A funds not specifically designated for the
Medical Center accounted for 4.3% of the HCSA budget.
The following sections provide more detail on the allocation and expenditure of Measure A funds.
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25%
75%
Alameda County Board of Supervisors
Alameda County Medical Center Board of Trustees
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REVIEW OF FY 10/11 EXPENDITURES:
75% OF MEASURE A FUNDS ALLOCATED TO
THE ALAMEDA COUNTY MEDICAL CENTER
FY 10/11 allocation: $79,135,112
Expended/encumbered: $79,135,112
AGENCY/PROGRAM BACkGROUND
The Alameda County Medical Center (Medical
Center) provides the majority of indigent,
uncompensated, and charity care in Alameda County.
Measure A revenue helps fill the funding gap left
after Medi-Cal, Medicare, and other payer sources
fail to satisfy the full cost of services provided to
county residents. The Medical Center receives 75%
of all Measure A revenue to support its network of
three hospitals – Highland, Fairmont, and John
George Psychiatric Pavilion – and its three satellite
clinics: Eastmont Wellness, Winton Wellness, and
Newark Health Center.
MEASURE A FUNDING SUMMARY
After Measure A funds dropped in FY 09/10 to
14% of the overall Medical Center budget, they
rebounded in FY 10/11 to provide15.91% of
Medical Center revenue. Unlike most community
clinic and private hospital recipients, the Medical
Center does not use Measure A money to fund
specific programs. Instead, Measure A funding is
critical to the Medical Center’s ability to serve as the
medical safety net for the county. Measure A funds
provide the Medical Center with more flexibility in
absorbing annual health care cost increases when
other payer sources, such as Medi-Cal and Medicare,
don’t pay the full cost of service.
“We are absolutely satisfied with the Eastmont Wellness Center. We actually
live in Livermore and we come out to East Oakland just because of our
doctor. He’s awesome!” — Eastmont patient
MEDICAL CENTER HIGHLIGHTS FOR FY 10/11
• Awards include the “Quest for Zero”
patient safety award for the Maternal
Child Health department, and
recognition as one of the top 14% of
the nation’s accredited hospitals for
quality patient care.
• Quality measures include more than
50% improvement in patient safety
standards, a 60-minute reduction in
ER wait times to see a doctor, and a
reduction in patient assaults by 50% at
the John George Psychiatric Pavilion.
• Service enhancements include
expansions in the orthopedics,
optometry, dental, and pain
management departments; opening
additional hours/days of service;
doubling the space and adding
orthopedic and radiology services
at the Newark Clinic; and increasing
visiting hours at John George from 3
to 12 hours.
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Figure 2
MEASURE A REvENUE TREND
Budget figures show the Measure A funding to the Medical Center between FY 07/08 and FY 10/11
$100 M
$90 M
$80 M
$70 M
$60 M
$50 M
$40 M
$30 M
$20 M
$10 M
$0 FY 07/08
$86,889,558
FY 08/09
$75,929,787
FY 10/11
$79,135,112
FY 09/10
$70,587,890
HIGHLIGHTS
The Medical Center response to the Oversight Committee’s questionnaire shows a number of improvements
in the recent past, some of which should position its facilities to attract both ongoing and increased patient
choice of providers when the federal Affordable Care Act fully kicks in in 2014. The improvements cited in
the report include:
• The Medical Center has been cited as among the top 14% of the nation’s accredited hospitals with
respect to quality patient care.
• The Maternal Child Health department received a “Quest for Zero” patient safety award.
• An 18-month effort showed preliminary results of greater than 50% improvement in patient safety
standards across 10 priority areas.
• The Medical Center has expanded specialty care services, including orthopedics, optometry, dental, and
pain management, as well as opening additional hours/days of service.
• The demand for Highland ER residency program slots remains high, with 250 applicants interviewed for
10 openings each year.
• The Medical Center “debt” to Alameda County was restructured in 2011, although the report did not
clearly state the details. This restructuring reduced the percentage of Measure A revenues used to pay off
debt and interest from approximately one-third in 2010 to 15% in 2011—a significant shift.
• The Medical Center reduced the wait time in the ER to see a doctor by 60 minutes.
• The Newark Clinic nearly doubled its space and added both orthopedic and radiology services.
• The John George Psychiatric Pavilion increased its visiting hours from 3 to 12 hours daily and reduced
patient assaults by 50%.
• The Medical Center continues to produce materials for the general public that are likely to improve
community relations, such as the 2011 report “Building Excellence.”
Overall, the Medical Center report indicated a clear plan for targeted reforms over the near future.
CONCERNS
While the reduction in the percentage of Measure A revenues used to pay off the ongoing debt and interest
to the County is most welcome, more detail would be useful. This has long been a concern of the Oversight
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Committee, as the debt itself has been controversial for many years and was not addressed at all in the
Measure A ballot arguments or the Measure A campaign itself.
Figure 3
ALLOCATION OF MEDICAL CENTER MEASURE A FUNDS, BY % IN FY 10/11
County Loan & Capital 15%
Ambulatory 18%
ER/Urgent/Trauma 11%
Fairmont 7%**
Highland Acute & Ancillaries* 22%
Behavioral Services 12%
Graduate Medical 15%
* Highland Acute & Ancillaries includes ICU, SDU, Medical/Surgical, Perioperative, Labor & Delivery, Nursery & ICN, Oncology, and
Ancillaries (i.e., Laboratory, Radiology, etc.).
** Fairmont includes Skilled Nursing, Acute Rehab, and Therapies.
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REVIEW OF FY 10/11 EXPENDITURES:
25% OF MEASURE A FUNDS ALLOCATED BY THE
ALAMEDA COUNTY BOARD OF SUPERVISORS
In FY 10/11, the 25% of Measure A revenue allocated by the Board of Supervisors (Board) totaled
approximately $22 million. The Board allocated these funds as shown in the following chart.
NOTE: For more details on Board allocations, see Appendix B: FY 10/11 Budget Information and Appendix
C: FY 10/11 Measure A Fund Distribution by Provider or Program.
Figure 4
MEASURE A FUNDING AppROvED BY THE BOARD OF SUpERvISORS IN FY 10/11
Group 4: Board of Supervisors, $784,088
ACBHCS CBO Providers, $1,444,782
Group 1: Behavioral Health
ACBHCS Detox/Sobering Center, $2,089,308
Criminal Justice Screening/In-Custody
Services at Santa Rita Jail, $3,260,336
Glen Dyer Jail, Oakland, $795,675
ACBHCS
Juvenile Justice Center, $364,716
Group 2: Hospital, Tertiary Care, Other
Administration/Infrastructure Support, $159,135
Non-County Hospitals, Children’s Hospital,
and St. Rose Hospital, $3,580,538
Group 3: Primary Care
Alameda County Public Health Department:
Prevention Initiative, $2,784,863
Alameda Health Consortium
Primary Care CBOs, $5,551,392
School Health Services Coalition, $795,675
Medical Costs for
Juvenile Justice Center, $198,919
Direct Medical & Support
Services, Oakland, $198,919
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FUNDS ALLOCATED BY THE ALAMEDA COUNTY BOARD OF SUpERvISORS
GROUP 1: BEHAVIORAL HEALTH
Alameda County Behavioral Health Care Services Community-Based Organization Providers
Alameda County Behavioral Health Care Services Detoxification/Sobering Center
Criminal Justice Screening/In-Custody Services at Santa Rita Jail
Glen Dyer Jail in Oakland
Alameda County Behavioral Health Care Services Juvenile Justice Center
ALAMEDA COUNTY BEHAVIORAL HEALTH CARE SERVICES COMMUNITY-BASED
ORGANIZATION PROVIDERS
FY 10/11 allocation: $1,444,782
Amount carried over from prior year allocations: 0
Expended/encumbered in FY 10/11: $1,277,534
Amount carried over to FY 11/12: 0
FY 10/11 savings transferred to reserve: $167,248
AGENCY/PROGRAM BACkGROUND
Alameda County Behavioral Health Care Services (BHCS) strives to maximize the recovery, resilience, and
wellness of all eligible Alameda County residents who are developing or experiencing serious mental
health, alcohol, or drug concerns. BHCS envisions communities where all individuals and their families can
successfully realize their potential and pursue their dreams, and where stigma and discrimination against
those with mental health and/or alcohol and drug issues are remnants of the past.
MEASURE A FUNDING SUMMARY
Measure A funds have helped to mitigate budget cuts and cancellation of cost-of-living adjustments
(COLAs) that would have resulted in program cuts. By helping offset the impact of funding reductions,
Measure A funds contributed to program system stability.
Of the $1,444,782 Measure A allocation, approximately $167,248 was unspent, for several reasons. More
than one-third of the unspent funds were allocated to programs that were closed and replaced by new
Mental Health Services Act-funded programs. These programs are fully funded and not reliant on Measure A
funds for maintenance of effort.
Of the remaining unspent funds, it appears that most of the under-spending of Measure A funds occurred
among a small number of community-based organizations (CBOs) that did not spend any of their Measure
A funds—rather than widespread under-spending across CBOs. This non-use of Measure A funds occurred
across only five agencies (mental health and substance use, adult and children’s services), but accounted for
about half of the total of unexpended Measure A funds.
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CONCERNS
Because of the unspent Measure A funds, the Committee wonders whether this allocation should be reduced
in future years, or reallocated to different or additional programs.
ALAMEDA COUNTY BEHAVIORAL HEALTH CARE SERVICES DETOXIFICATION/
SOBERING CENTER
FY 10/11 allocation: $2,089,308
Amount carried over from prior year allocations: $3,064,342
Expended/encumbered in FY 10/11: $2,089,308
Amount carried over to FY 11/12: $3,064,342
FY 10/11 savings transferred to reserve: 0
AGENCY/PROGRAM BACkGROUND
Through Measure A funding, Alameda County Behavioral Health Care Services established a detoxification/
sobering center in February 2008. This center services low-income and indigent residents of Alameda
County who are suffering the effects of alcohol and substance overuse and who need safe sobering and
detoxification services.
Located on the Fairmont Hospital campus in San Leandro, Cherry Hill, a residential social model
detoxification program, offers a comprehensive intervention strategy that includes:
• Sobering/detoxification services
• Post-detox planning, placement, and referral
• 12-step groups
• Hepatitis C testing and assessment
• Medical/psychiatric triage and assessment
• Medical management and health screenings
• De-escalation and case management
• A transport van program staffed with emergency medical technicians
• Service availability 7 days a week, 24 hours a day
Cherry Hill Detox/Sobering Center services help offset over-utilization of other Alameda County
departmental resources, including overuse of Alameda County Sheriff’s department resources, over-
burdened criminal justices courts, and over-crowded jails. Cherry Hill also impacts high-density emergency
room visits and has lessened the length of emergency room visits for referred persons by 4 hours.
MEASURE A FUNDING SUMMARY
Cherry Hill Detox/Sobering Center is 100% funded by Measure A. It does not receive any additional sources
of funding.
HIGHLIGHTS
The last Measure A Oversight Committee Report (FY 09/10) noted that the Safe House Sobering Center was
not cost-effective as a standalone facility. Since that time, the Cherry Hill program absorbed the Sobering
Center program.
18
This new blended approach to detoxification is proving to be very successful. The total number of clients
served in Safe House and Cherry Hill in FY 10/11 was 2,520, while the increased service delivery at the
combined Cherry Hill program served 3,983 clients in FY 11/12.
CRIMINAL JUSTICE SCREENING/IN-CUSTODY SERVICES AT SANTA RITA JAIL
FY 10/11 allocation: $3,260,336
Amount carried over from prior year allocations: 0
Expended/encumbered in 10/11: $3,260,336
Amount carried over to FY 11/12: 0
FY 10/11 savings transferred to reserve: 0
AGENCY/PROGRAM BACkGROUND
A program of Alameda County Behavioral Health Care Services, Criminal Justice Mental Health (CJMH) at
Santa Rita Jail provides a full range of mental health services to approximately 1,100 county jail inmates
every month. At the Santa Rita Jail, 16% of inmates have serious mental illness. CJMH services are staffed 7
days a week for 16 hours each day, serving inmates from throughout Alameda County.
CJMH plays a key role in stabilizing the mental health of Santa Rita jail inmates. CJMH services include:
• Mental health screening
• Post-booking triage
• Crisis intervention for severely distressed inmates
• Management of behavioral problems
• Suicide prevention
• Mental health on-call services
• Discharge planning
• Personnel training
• Medication administration
MEASURE A FUNDING SUMMARY
Measure A funds are critical toward maintaining CJMH screening at the Santa Rita facility. The Measure
A funding allocation for FY 2010-2011 was $3,260,336, which enabled mental health assessment and
services. Without these critical services funded by Measure A, the facility would lack capacity to provide
service to the most impaired and therefore most vulnerable inmates, as many inmates would not receive
assessment and treatment. This may result in negative outcomes among the inmate population such as
suicide and untreated acute mental health conditions. Systemically, a lack of Measure A funding could lead
to increased litigation by the Prison Law Office against the County and a reduction of discharge release
planning, exacerbating a recidivism rate that is already creating a burden throughout the county.
CONCERNS
The Committee notes that services are provided only 16 hours per day, while intake occurs on a 24-hour
basis. This results in a potential gap in services for inmates in need.
19
GLEN DYER JAIL IN OAkLAND
FY 10/11 allocation: $795,675
Amount carried over from prior year allocation: 0
Expended/encumbered in FY 10/11: $795,675
Amount carried over to FY 11/12: 0
FY 10/11 savings transferred to reserve: 0
AGENCY/PROGRAM BACkGROUND
Glen Dyer Jail uses Measure A funds to improve care for adults and youth in the justice system by providing
assessments and timely access to medications. This reduces the potential for medication abuse in the jail
setting.
Program services include:
• Mental health screening
• Crisis intervention
• Management of inmate behavioral problems
• Suicide prevention
• Ongoing treatment services
• Mental health emergency services
• Continuity of care
• Training
• Administration of psychotropic medications to patients in an emergency
MEASURE A FUNDING SUMMARY
In FY 10/11, the total program budget was $5,161,925, of which Measure A funding provided $795,675
(15.4%).
Behavioral Health Care Services used the Measure A funds to hire 7.5 full-time equivalent (FTE) staff to
provide expanded psychiatric services for inmates in the County’s Santa Rita and Glen Dyer Jails.
HIGHLIGHTS
In FY 10/11, the program served 4,101 inmates. Measure A funded services for 640 inmates (15.6%).
20
ALAMEDA COUNTY BEHAVIORAL HEALTH CARE SERVICES
JUVENILE JUSTICE CENTER
FY 10/11 allocation: $364,716
Amount carried over from prior year allocation: 0
Expended/encumbered in FY 10/11: $364,716
Amount carried over to FY 11/12: 0
FY 10/11 savings transferred to reserve: 0
AGENCY/PROGRAM BACkGROUND
Youth detained in the Alameda County Juvenile Hall
facility are eligible to receive behavioral health care
services. These services aim to:
• Help mitigate the mental health issues of detained
youth by providing crisis intervention and
ongoing mental health support.
• Provide court-ordered mental health assessments.
Measure A funds help support provision of these
services.
MEASURE A FUNDING SUMMARY
In FY 10/11, the total budget for this program
was $2,950,212, of which Measure A funding
contributed $364,716 (12.4%). Measure A funds
were used to leverage an additional $51,041 from
Medi-Cal.
In FY 10/11, Guidance Clinic staff served 1,321
clients. Of these, 164 clients were served with
Measure A funds.
JUVENILE JUSTICE CENTER
BJ is a 15-year-old African-American
male who was referred to the Guidance
Clinic after making a suicide attempt in
Juvenile Hall. Clinic staff met with BJ;
after performing a suicide assessment and
mental status examination, staff determined
that BJ should remain on observation until
the following morning. Staff notified BJ’s
father and arranged a meeting between
father and son. The meeting went well and
BJ was cleared from suicide watch and
placed in the Day Treatment unit. The Clinic
psychiatrist and psychologist continue to
work with the father on BJ’s condition, and
BJ has continued to do well in the Day
Treatment program without further incident.
Measure A Helps
21
FUNDS ALLOCATED BY THE ALAMEDA COUNTY BOARD OF SUpERvISORS
GROUP 2: HOSPITAL, TERTIARY CARE, OTHER
Children’s Hospital
St. Rose Hospital
Administration/Infrastructure Support
NOTE: Alameda County Medical Center is also part of the Hospital, Tertiary Care, Other group. See
“Review of FY 10/11 Expenditures: 75% of Measure A Funds Allocated to the Alameda County Medical
Center” for a breakdown of Alameda County Medical Center Measure A funding and expenditures.
CHILDREN’S HOSPITAL
FY10/11 allocation: $1,790,269
Amount carried over from prior year allocation: 0
Expended/encumbered in FY10/11: $1,790,269
Amount carried over to FY 11/12: 0
FY 10/11 savings from transferred reserve: 0
AGENCY/PROGRAM BACkGROUND
Children’s Hospital and Research Center at Oakland
works to ensure the delivery of high-quality
pediatric care for all children through primary and
specialty care networks, a strong education and
teaching program, a diverse workforce, nationally
recognized research programs, and facilities and
child advocacy efforts.
Measure A funds support a wide variety of Children’s
Hospital programs, described here.
Adolescent Medicine and the School-Based
Health Clinics
The hospital operates two school-based linked clinics
at Castlemont and McClymond’s high schools to
better serve youth and families in the community.
The clinics serve as national models for adolescent
health care, incorporating interpreter services
and social service case managers to provide the
full range of care for adolescents in the county.
Specially trained, diverse health care services delivery
teams use a multi-dimensional, culturally sensitive
approach to examine all aspects of an adolescent’s
life to diagnose and treat interrelated medical and
CHILDREN’S HOSPITAL
Elena is a four-year-old, primarily Spanish-
speaking female. To supplement their
limited income, Elena’s parents rented a
room in their home to a friend. Elena was
brought to Children’s Hospital & Research
Center Oakland for a forensic exam after
telling her mother that the boarder had
touched her inappropriately.
The social worker not only attended to
Elena’s physical comfort and emotional
well-being but also advocated for Elena’s
mother to ensure that police provided her
with information about their criminal justice
process.
CCP staff saw Elena several weeks later
for medical follow-up and provided her
mother with in-person information and
referrals for counseling.
Measure A Helps
22
mental health issues that prevent these youth from excelling in school and life. In FY 10/11, visits for these
programs were 7,572, or 3.45% of all Alameda County visits. Of the patients served, 67.3% received Medi-
Cal or California Children’s Services.
Emergency Medicine
Children’s Hospital is one of the two Northern California designated Level I pediatric trauma centers,
treating children from birth to 18 years. Adult patients presenting at the Emergency Department are treated
and stabilized before transfer to an appropriate adult facility. The Emergency Department sees a broad
array of pediatric disease and injury, from the basic to the most complex. In FY 10/11, the Emergency
Department saw over 48,000 patients. The Emergency Department also functions as the gateway to medical
care for many East Bay children; the Emergency Department first sees approximately 67% of patients
admitted to Children’s. In FY 10/11, 75.3% of the patients served received Medi-Cal or California Children’s
Services.
Center for Child Protection
The Center for Child Protection (CCP) at Children’s Hospital is a comprehensive child abuse program
within a children’s hospital organization. The department’s program levels and guidelines meet Center of
Excellence guidelines as defined by the National Association of Children’s Hospitals and Related Institutions
(NACHRI) – Defining Children’s Hospitals’ Role in Child Maltreatment global report. Consistent with the
core mission of a child abuse program, and as outlined by NACHRI, CCP is founded on the principles of
community collaboration, guided by the needs of the children it serves. Because the staff are recognized
experts in child abuse, CCP works closely with high-profile and politically entrenched community
professionals – the District Attorney’s Office, law enforcement agencies, child welfare agencies, community
care licensing, Department of Public Health, Superior and Family Court judicial branches, hospitals, primary
medical providers, and other professionals – to provide an array of medical and clínical services.
Measure A financial support of the CCP provides a critical safety net for the hundreds of children and youth
in Alameda County impacted by child abuse and violence. As with comparable programs across the nation,
the CCP’s operating budget relies heavily on hospital and county subsidies to offset revenue loss associated
with this sub-population. Two unique aspects of child abuse medicine contribute greatly to the economic
burden of a hospital housing a child protection team: poor reimbursement and the amount of time
required to meet the health and safety needs of every child.
Charging crime victims for medical service has unique complexities, and as a result, reimbursements are
substantially below cost, if reimbursed at all. Child abuse programs experience additional financial strain
when no source of reimbursement exists for some services integral to caring for a child who is a suspected
victim of abuse. These services include case review and consultation with community partners such as child
welfare and law enforcement.
MEASURE A FUNDING SUMMARY
Outpatient services continue to represent the largest losses for Children’s Hospital, and the three programs
that received Measure A funding all have large outpatient components. While Adolescent Medicine and
Emergency Medicine would likely not be eliminated, they would likely have to be reduced because of the
large cost burden they represent for the institution. These services have large outpatient utilization with
relatively high costs and low reimbursement. They must be periodically monitored and evaluated for their
cost-effectiveness.
23
Children’s Hospital believes that Measure A funding helps the hospital meet its clients’ needs most of the
time. Without this funding, their clients would not have the knowledge of services available to them. This
funding also helps overcome the cost associated with accessing the care that clients need.
Although Children’s is proud to be considered an essential provider of services to the children of Alameda
County, it recognizes that it cannot service every child in every capacity. Likewise, since Children’s services
are pediatric, these services have only an indirect impact on the lives and health of the families of the
children they serve. Measure A funding supports a variety of adult health services that wrap around and
support the children of Alameda County. Mentally and physically healthy parents provide the best homes for
children.
HIGHLIGHTS
Alameda County Health Care Services Agency used Children’s Hospital Measure A funds to leverage an
additional $1.47 million from the California Medical Assistance Commission. These additional funds helped
offset the cost of providing care through Children’s programs.
Figure 5
CHILDREN’S HOSpITAL USE OF MEASURE A FUNDING TO OBTAIN MATCHING FUNDS
$2,000,000
$1,500,000
$1,000,000
$500,000
$ 0 Measure A Allocation Matching Funds
$1,790,269 $1,470,000
ST. ROSE HOSPITAL
FY 10/11 allocation: $1,790,269
Amount carried over from prior year allocations: 0
Expended/encumbered in FY 10/11: $1,790,269
Amount carried over to FY 11/12: 0
FY 10/11 savings transferred to reserve: 0
AGENCY/PROGRAM BACkGROUND
St. Rose’s Hospital is a nonprofit, independent hospital whose mission is to provide critical access to
emergency medical, hospital inpatient, and outpatient clinics and services for indigent, low-income,
underinsured, and Medi-Cal patients in Central and Southern Alameda County.
24
MEASURE A FUNDING SUMMARY
St. Rose received $1,790,269 in Measure A funds,
which represented 1.28% of their total budget.
In FY 10/11, St. Rose Hospital provided health care
to approximately 39,733 patients. Measure A funds
served approximately 4,585 of these patients. Out of
these 4,585 patients, 35% were children and youth
0-24 years, who received care through the hospital’s
pediatric clinic; 50% were between ages 25-64; and
15% were over 65 years old.
Approximately 50% of the participants served were
of Hispanic origin, the predominant group in the
area that is served by St. Rose Hospital. All of those
served by Measure A funds were qualified for the
services and were either underinsured or not insured
at all.
HIGHLIGHTS
Not only did St. Rose Hospital do an excellent job in
using Measure A funds to provide health care services
to the members of the community they intended
to serve, but they also leveraged Measure A funds to
obtain matching funds from federal programs. This
funding allowed St. Rose to provide far more services
than those that would have been possible by Measure
A funds alone. The services provided included mental health, public health prevention, alcohol and drug
programs, outpatient, hospital/inpatient, and youth and community services.
Alameda County Health Care Services Agency used St. Rose Hospital Measure A funds to leverage an
additional $1.47 million from the California Medical Assistance Commission. These additional funds helped
offset the cost of providing care through St. Rose’s programs.
Figure 6
ST. ROSE HOSpITAL USE OF MEASURE A FUNDING TO OBTAIN MATCHING FUNDS
$2,000,000
$1,500,000
$1,000,000
$500,000
$ 0 Measure A Allocation Matching Funds
$1,790,269 $1,470,000
ST. ROSE HOSPITAL
A 43-year-old male patient presented to
the St. Rose Hospital emergency room with
severe abdominal pain. An ultrasound exam
found gallstones and the patient required
surgery.
The patient was unemployed and
uninsured, and was living with his niece.
The financial burden of hospitalization
was weighing heavily on the patient.
The hospital team of case managers and
financial advisors worked with the patient’s
niece and patient to address the financial
issues that the patient and his family were
facing. The patient’s niece submitted a
thank you letter to the hospital in which
she recognized the financial advisor for her
extraordinary compassion and support.
Measure A Helps
25
ADMINISTRATION/INFRASTRUCTURE SUPPORT
FY 10/11 allocation: $159,135
Amount carried over from prior year allocations: 0
Expended/encumbered in FY 10/11: $148,129
Amount carried over to FY 11/12: 0
FY 10/11 savings transferred to reserve: $11,006
MEASURE A FUNDING SUMMARY
Measure A funding in FY 10/11 included an allocation of $159,135, of which $148,129 was expended for
the following: Measure A Financial Manager salary and benefits, postage and other mail delivery services
for Measure A correspondence, miscellaneous office supplies, expenses related to the Oversight Committee
meetings, and printing and graphic consultant expenses for the Measure A report. The remaining unspent
$11,006 reverted back to the general Measure A account for redistribution at a later date.
26
FUNDS ALLOCATED BY THE ALAMEDA COUNTY BOARD OF SUpERvISORS
GROUP 3: PRIMARY CARE
Alameda Health Consortium/Primary Care Community-Based Organizations
Hayward Day Labor Center
Multicultural Institute
Street Level Health Project/Health Access Program
Preventive Care Pathways
Medical Costs for Juvenile Justice Center
Alameda County School Health Services Coalition
Alameda County Public Health Department: Prevention Initiative
PRIMARY CARE COMMUNITY-BASED ORGANIZATIONS
FY 10/11 allocation: $5,411,392
Amount carried over from prior year allocation: $98,950
Expended/encumbered in FY 10/11: $5,510,342
Amount carried over to FY 11/12: 0
FY 10/11 savings transferred to reserve: 0
AGENCY/PROGRAM BACkGROUND
The Alameda Health Consortium is the association of the eight Federally Qualified Health Centers (FQHCs)
that receives Measure A funding directly.
Member health centers include Asian Health Services, Axis Community Health, La Clínica de La Raza,
LifeLong Medical Care, Native American Health Center, Tiburcio Vasquez Health Center, Tri-City Health
Center, and West Oakland Health Council. Healthy Communities is an additional neighborhood clinic
receiving Measure A funding.
The member clinics of the Alameda Health Consortium work together and support the involvement of
their communities in achieving comprehensive, accessible health care and improved health outcomes for
everyone in Alameda County.
During FY 10/11 these clinics provided primary medical, dental, behavioral health, enabling support,
and social services to over 160,000 Alameda County residents. Of these patients, 72,520 had no health
insurance.
MEASURE A FUNDING SUMMARY
Measure A provides vital funding for health centers to provide comprehensive primary care services to
uninsured Alameda County residents. The majority of recipients (>75%) were adults of ages 25-65; seniors
comprised the remainder.
27
Recipients were from many ethnicities, with a slight preponderance of Asian and Hispanic origins. They
resided in all areas of Alameda County.
Measure A funding for FY 10/11 was distributed to community-based primary care clinics by contracting
visits through the County Medically Indigent Services Plan (CMSP) and Alameda County Excellence (ACE).
Each clinic’s contract includes funds from Alameda County and two federal programs as well as Measure A
funds. The total amount of these contracts is $19,551,405; the Measure A amount is $5,551,392, which is
28% of the total.
The chronic disease management program utilized a team approach and a new computer software system to
manage patients proactively and optimize care and outcomes for patients diagnosed with asthma, diabetes,
hypertension, and/or congestive heart failure. This approach improves patient care and well-being as well as
decreasing the need for emergency care. The care team uses patient/family education and close follow-up,
including monitoring of needed tests, access to needed medications, and follow-up of the patient’s ability to
adhere to recommendations for optimal self-care.
HIGHLIGHTS
Measure A funds were essential to enable the provision of needed medical care at Alameda Health
Consortium clinics to over 34,000 low-income, uninsured Alameda County residents.
In FY 10/11, these community health centers provided a total 112,566 visits, exceeding the target visits by
nearly 50% (see below). Clinics obtained additional funds from donations and grants to cover costs of visits
above the target number.
Qualities of Care indicators for the chronic disease management patient population have shown consistent
improvement.
FY 10/11 PROVIDER
ACTUAL YTD
VISITS
TARGET YTD
VISITS
PERCENT OF
TARGET
Asian Health Services 17,596 10,169 173%
Axis Community Health 9,783 6,116 160%
La Clínica de La Raza 23,786 17,560 135%
LifeLong Medical Care 12,732 9,789 130%
Native American Health Center 4,932 3,101 159%
Tiburcio Vasquez Health Center 12,241 8,485 144%
Tri-City Health Center 13,768 6,586 209%
West Oakland Health Council, lnc.13,929 11,120 125%
Healthy Communities 3,799 4,051 93.8%
Total Health Centers 112,566 76,977 148%
The clinics leveraged Measure A to obtain federal funds for their chronic disease management program.
CONCERNS
Healthy Communities did not fulfill 95% of its target visits, missing the target number of 4,051 by 252
visits (93.8% of target). Although the “miss” is not a large number, the Committee notes that this clinic also
missed its target number in FY 09/10.
28
HAYWARD DAY LABOR CENTER
FY 10/11 allocation: $32,500
Amount carried over from prior year allocation: 0
Expended/encumbered in FY 10/11: $32,500
Amount carried over to FY 11/12: 0
FY 10/11 savings transferred to reserve: 0
AGENCY/PROGRAM BACkGROUND
The Hayward Day Labor Center (HDLC) enables
low-income, predominantly migrant workers in
the East Bay Area to reach self-sufficiency through
employment and community integration programs.
The Community Initiatives-HDLC Healthcare Portal
Project, a collaboration with St. Rose Hospital and
the Davis Street Health Clinic, provides primary
health care services to hundreds of unemployed,
mostly migrant workers in Southern Alameda
County. These three organizations work to reduce
health care costs by:
• Sharing best practices to deliver efficient health
care services, including coordination of services
among the agencies
• Developing universal forms that these
organizations can share
• Developing a database system that these
organizations can access to provide more
comprehensive, streamlined information-sharing
to improve diagnosis and care for HDLC clientele
Program objectives include the following:
• Offer a minimum of 250 unduplicated male
and female day labor workers health-related
navigation/referral services.
• Provide primary health care referrals for 125
health care screenings and/or episodic care visits.
• Work with a minimum of six Peer Health Educators to provide health education and outreach services to
the day laborer population in the South Hayward area.
• Conduct external outreach to 400 individual day laborers to maintain a partnership between local clinics
and the HDLC and ensure integration as part of the local health care system.
MEASURE A FUNDING SUMMARY
Measure A funds totaling $32,500 helped to register 316 unemployed and underemployed workers with
the following characteristics:
• 62% were categorized as “extremely low-income.”
DAY LABOR CENTER
Miguel registered at the HDLC in 2007.
He has participated in HDLC programs
regularly.
In October 2010, a group of men and
women assaulted Miguel, punching him in
the jaw, face, and head and holding him
to the ground with a gun pointed at his
stomach. Miguel was hospitalized and came
to the HDLC for follow-up care.
This care included Miguel’s medication
regiment; visits to doctors to monitor his
progress; and a referral for free dental
services. In addition to supporting Miguel’s
physical and mental health, HLDC’s Case
Manager/Health Navigator is also helping
Miguel apply for a U Visa, which allows an
undocumented worker legal status in the
U.S.
Measure A Helps
29
• 78% were male.
• 38% were younger than 34 years old.
• 93% were Hispanic.
• Fewer than 25% qualified for entitlement benefits.
• Between 75 and100% were either underinsured or uninsured.
Measure A-funded services helped clients overcome the following barriers in seeking services: age,
cost, cultural, gender, limited services for vulnerable populations, lack of knowledge, limited cultural-
competency in staff, limited service hours, limited staffing, long wait lists, stigma, and discrimination.
HIGHLIGHTS
Measure A funding helped HDLC accomplish the following:
• Registered 316 unemployed and underemployed workers into their database.
• Provided health-related navigation and referral services to 292 day labor workers. This exceeded the
projection of 250 workers by 17%.
• Provided 316 day primary health care referrals for health care screenings and/or episodic care visits to
local clinics. This exceeded the projection of 125 referrals by 250%.
• Trained 10 (exceeded projection of 6 by 67%) Peer Health Educators to help provide health education
and outreach services.
• Developed an English-language educational pamphlet about how to identify tuberculosis, and translated
the pamphlet into Spanish and Quiche (a native Guatemalan dialect).
• Provided outreach services to more than 400 workers in Hayward, Union City, and San Leandro, meeting
the projection.
In addition, $32,500 of Measure A funding helped HDLC secure an additional $75,000 from other
foundations to support the Health Care Portal Project. Thus, every $1 of Measure A funding yielded $2.31 in
returns.
MULTICULTURAL INSTITUTE
FY 10/11 allocation: $32,500
Amount carried over from prior year allocation: 0
Expended/encumbered in FY 10/11: $32,500
Amount carried over to FY 11/12: 0
FY 10/11 savings transferred to reserve: 0
AGENCY/PROGRAM BACkGROUND
The Multicultural Institute (MI) accompanies immigrants in their transition from poverty and isolation
to prosperity and participation. MI operates as an extremely effective bridge between area health services
and uninsured low-income, immigrant, Spanish-speaking workers who reside in Oakland and West/South
Berkeley and who seek jobs as day laborers. This expands access to vital services for extremely vulnerable
county residents. MI also helps coordinate follow-up care and case management.
30
Program objectives include the following:
• Perform outreach to 400 unduplicated clients per
year to inform/give support about clinic services
and other health/health education activities.
• Co-sponsor and facilitate the delivery of a
minimum of eight health–related workshops or
activities with an average of 20 participants per
activity.
• Partner with county and local entities that
offer services to the day laborer population by
providing space, conducting outreach on the street
on their behalf, and translating/adapting content
to best suit the day laborer audience.
• Encourage and support individual day laborers
who are uncomfortable seeking services or who
encounter difficulties following enrollment as
patients, acting as a liaison where necessary with
clinic staff.
MEASURE A FUNDING SUMMARY
In FY 10/11, the program documented that 327
participants and estimated that 150 more persons
(total 477) benefited from group activities where
health access information was shared. The 327 men
whose complete information was captured displayed
the following characteristics:
• All lived near or below the poverty level and
tended to be in crowded, substandard housing.
• 68% were in the 25-44 age group and 16% were over 55 years old.
• Nearly all were foreign-born, with 90% coming from either Mexico or Guatemala and of limited English
proficiency.
• Fewer than 25% qualified for entitlement benefits.
• It is not known what proportion were under- or uninsured.
Measure A funding helped MI clients overcome the following barriers in seeking services: cost, cultural,
limited services for vulnerable populations, lack of knowledge of available services, limited cultural-
competency in staff, and long wait lists.
HIGHLIGHTS
Measure A funding helped MI accomplish the following:
• Set aside 57 clinic days for the day laborer population through partnerships with the Alameda County
Health Care for the Homeless Program (ACHCHP) and the West Berkeley Family Practice (WBFP)/
LifeLong Medical.
• This resulted in 277 individuals (70% of projected 400) benefiting from a minimum of 420 medical/
laboratory and/or case management support encounters. MI staff helped an additional 100 individuals
with informal consultations and case management around medical and health issues.
• 394 participants benefited from 12 special health education events (exceeding the initial projection of
MULTICULTURAL INSTITUTE
Nelson is a skilled carpenter who seeks
work on the street between freelance jobs.
At a diabetes screening day offered by
program partner West Berkeley Family
Practice at an MI day laborer weekly lunch,
Nelson’s diabetes was detected.
Nelson started diabetes management
classes and treatment including insulin.
However, after a series of complications
in his life, Nelson simply disappeared. His
phone didn’t work. A concerned clinic case
manager turned the query over to MI. MI
helped locate a working phone number for
Nelson and he returned for care. Though
his lack of medication for several months
was life-threatening, his reconnection to
care occurred in time.
Measure A Helps
31
8 sessions by 50%), which included medical screenings; general and specialized training for preventing
occupational and home-based lead exposure, H1N1 flu with flu vaccinations, depression and mental
health concerns, and alcohol and substance use; dental screening/cleaning sign-ups; HIV testing; and
blood pressure prevention with screening.
• Developed a comprehensive and user-friendly resource guide and translated it into Spanish. This
described the most easily accessible resources including emergency food and shelter, health services,
mental services, alcohol/substance treatment, and HIV/STD services.
In addition, Measure A funding enhanced MI’s successful application to the City of Berkeley for a two-year
contract granted for 2011-2013 to offer job-matching and social services support to day laborers seeking
work in West Berkeley. The $32,500 from Measure A helped secure $72,645 for FY 11/12 and $71,394
for FY 12/13. This represents a 443% return. Thus, every one dollar of Measure A funding yielded $4.43 in
leveraged funds.
STREET LEVEL HEALTH PROJECT/HEALTH ACCESS PROGRAM
FY 10/11 allocation: $75,000
Amount carried over from prior year allocation: 0
Expended/encumbered in FY 10/11: $75,000
Amount carried over to FY 11/12: 0
Savings transferred to reserve: 0
AGENCY/PROGRAM BACkGROUND
Street Level Health Project (SLHP) is an Oakland–based grassroots organization dedicated to improvement of
the health and well-being of underserved immigrant communities in the Bay Area. Their center is an entry
point to health care and the social service system for the uninsured, underinsured, and recently arrived.
Program objectives include the following:
• Provide access to health care and health education to uninsured individuals, including immigrants and
low-wage workers.
• Improve community health and wellness among recent immigrants and refugees.
• Offer technical assistance and trainings for organizations working with low-income immigrant
organizations.
MEASURE A FUNDING SUMMARY
Measure A funds comprised 20% of the total agency budget and 57% of this specific program budget.
SLHP used Measure A funds to provide health care access and health education to the target population:
uninsured, underinsured, and recently arrived immigrants residing in Oakland, Alameda, and San Leandro.
Measure A funds helped the agency serve 570 individual adult clients of varying ethnicities: more than 50%
were of Mexican or Central American origin, others were Asian (including Mongolian) and North African.
Services provided included health screening and episodic care, primary care, referrals, and navigational
support for specialty care. Translation services and outreach were especially important for Mongolian
immigrants and Mam-speaking Guatemalans.
32
The agency also provided social service referrals and nutrition support.
HIGHLIGHTS
With a total program budget of $131,000, SLHP provided urgent and episodic health care to 762
unduplicated medical patients, averaging 1.8 visits per patient (1,387 total clinic visits); 664 health care
referrals; case management and navigational support; and 882 social service referrals.
SLHP also created a new Preventive Health Screening Questionnaire that included inquiries regarding
immunizations, Pap smears, prostate exams, mammograms, and HIV/STD screening. This tool was useful
in furthering client education, risk screening, and referral to preventive health care services. By providing
urgent medical care and needed medication, SLHP has been able to decrease unnecessary visits to the
emergency department.
SLHP used Measure A funds to leverage $18,051 through an individual donor campaign and a contribution
by the Singer Foundation.
PREVENTIVE CARE PATHWAYS
FY 10/11 allocation: $99,068
Amount carried over from prior year allocation: 0
Expended/encumbered in FY 10/11: $99,068
Amount carried over to FY 11/12: 0
FY 10/11 savings transferred to reserve: 0
AGENCY/PROGRAM BACkGROUND
Preventive Care Pathways provides “Pathways to Wellness” to the general population by offering medical
services for at-risk and indigent patients; producing and presenting educational videos and literature; and
delivering health care services for individuals re-entering the community from the prison system.
Many patients are re-entry individuals who typically cannot receive services. Patients received medical
screening and treatment, laboratory services, pharmaceuticals, psychological and social services, and
referrals for specialty care. Through a collaboration with Healthy Communities, patients also received food,
clothing, and shelter.
Program objectives include the following:
• Decrease the number of non-urgent cases presenting in the emergency room through patient outreach
and increased availability of appropriate primary care services.
• Reduce ethnic disparities in disease by utilizing ethnically sensitive providers with a strong sense of
epidemiology, the community, and current prevention and treatment modalities.
• Identify and enroll eligible individuals in the Health Pac program.
• Assist individuals that may need a primary care provider (medical home).
MEASURE A FUNDING SUMMARY
The Measure A allocation for FY 10/11 was $99,068, which enabled the hiring of 2.25 FTE staff to serve
33
1,050 clients. Clients display the following characteristics:
• Mainly adults from two groups—age 25-64 and elderly (65+)—from nearly all parts of Alameda County.
• Primarily African-American with substantial Latino and Caucasian representation and less from AAPI or
Native American communities.
• Nearly 50-74% qualified for entitlement benefits.
• Between 75 and 100% were underinsured or uninsured.
HIGHLIGHTS
Measure A funding enabled Preventive Care Pathways to provide medical screenings, treatment, chronic
disease prevention and wrap-around services, food, clothing, and shelter to underinsured and uninsured
African-American patients. The funds also helped clients overcome the following barriers in seeking
services: cultural, gender, limited services for vulnerable populations, and long wait lists.
In addition to programs provided, Preventive Care Pathways used a total of $208,000 in Measure A funds
(its own allocation plus funds received through Healthy Communities) to secure $20,000 in additional
funding through preventive care providers and staff providers of in-kind services. Every one dollar of
Measure A funds yielded approximately 10 cents in additional returns.
CONCERNS
In its report, Preventive Care Pathways lists objectives that are not measurable, and makes assertions of “less
hospitalizations” and “reduced mortality” without quantifying these statements.
MEDICAL COSTS FOR JUVENILE JUSTICE CENTER
FY 10/11 allocation: $198,919
Amount carried over from prior year: 0
Expended/encumbered in FY 10/11: $152,334
Amount carried over to FY 11/12: 0
FY 10/11 earnings transferred to reserve: $46,585
AGENCY/PROGRAM BACkGROUND
Measure A funding is used to provide health care services to youth at the Alameda County Juvenile Justice
Center, including the Victims of Crime Unit and the Mind Body Awareness Project. The Oakland-based,
nonprofit Mind Body Awareness Project delivers mindfulness mental health programs to at-risk, gang-
involved, or incarcerated youth. The objective of the Mind Body training is to provide these youths with
concrete tools to reduce stress, impulsivity, and violent behavior; and to increase self-regulation, self-esteem,
and overall well-being.
MEASURE A FUNDING SUMMARY
Measure A funding was used as follows:
• Billing services to the Victims of Crime Unit: $97,334
• Funding of a contract with the Mind Body Awareness Project: $55,000.
34
HIGHLIGHTS
The FY 10/11 investment in the Victims of Crime Unit generated in excess of $287,334 (95 claims) in
additional revenue, which was reinvested into the provision of direct medical services to youth at the
Juvenile Justice Center.
During FY 10/11, the Mind Body Awareness Project used Measure A funding to serve 777 individual
youths; the majority were 15 years old or younger. In total, the project conducted 264 classes; attendance
was voluntary. Evaluations conducted at Mind Body Awareness Project programs in other counties revealed
significant improvement in emotional, cognitive, and behavioral regulation, as well as reduced levels of
stress and anxiety. Staff at the Alameda County Juvenile Justice Center anecdotally indicate similar results at
their sites.
NOTE: These evaluations were not conducted at the Alameda County sites, because the agency was not able to
obtain judicial consent for such a study in Alameda County.
CONCERNS
The Committee expresses a general concern that the agency cannot conduct or publish a study of outcomes
for Alameda County participants.
ALAMEDA COUNTY SCHOOL HEALTH SERVICES COALITION
FY 10/11 allocation: $795,675
Amount carried over from prior year allocation: $109,456
Expended/encumbered in FY 10/11: $905,131
Amount carried over to FY 11/12: 0
FY 10/11 savings transferred to reserve: 0
AGENCY/PROGRAM BACkGROUND
As part of the Alameda County Health Care Services Agency, the School Health Services Coalition (SHSC)
envisions a county where schools and communities support the health and success of every student so that
children grow up feeling safe, supported, connected, and engaged.
SHSC brings health and education partners together to build communities of care that foster the academic
success, health, and well-being of children, youth, and families. They do this by developing innovative
policies and practices and integrating services to improve the availability and quality of learning supports in
schools and neighborhoods.
In 2009, SHSC adopted the Full Service Community Schools Framework as a comprehensive strategy for
transforming public schools into community hubs to achieve these goals.
Program objectives include the following:
• Support the development of full-service community schools countywide.
• Strengthen and broaden the continuum of health and learning supports in schools.
• Build safe, healthy, and culturally responsive school environments.
35
• Increase capacity to implement quality evidence-
based school health practices and policies.
• Promote equity in health and education by addressing
systematic barriers and supporting policies.
• Design and promote interagency service delivery,
collaboration, and data collection.
MEASURE A FUNDING SUMMARY
Measure A funds totaling $905,131 helped to employ
23.82 FTE staff members to serve 9,514 clients
(increased from 9,421 in FY 09/10).
Clients displayed the following characteristics:
• They included predominantly transitional aged
youth (ages 16-24), with fewer than 25% being
children between ages 0-15.
• They came from nearly all parts of Alameda County
and represented diverse races including African
Americans (25-49%); Latinos (25-49%); and Asian
Americans and Pacific Islanders, Caucasians, and
others (less than 25%).
• From 25-49% qualified for entitlement benefits.
• Fewer than 25% were underinsured or uninsured.
Measure A funding also helped clients overcome the
following barriers to services: cost, cultural, gender,
limited services for vulnerable populations, lack
of knowledge of available services, limited cultural
competency in staff, limited service hours, long wait lists, and stigma of discrimination.
Figure 7
DISTRIBUTION OF MEASURE A FUNDS ALLOCATED TO SCHOOL HEALTH CENTERS
(Providers are italicized and listed beside the centers in parentheses)
NOTE: Of the total $905,131 allocated to School Health Services in FY 10/11, $780,000 was allocated to school health centers and the
remaining balance was used for evaluation. The following pie chart represents the distribution of funding to school health centers.
Children’s Hospital and
Research Center Oakland
(Chappell Hayes and Youth Uprising)
$130,000 – 17%
Tiburcio Vasquez Health Center, Inc.
(Logan and Tennyson Health Centers)
$130,000 – 17%
City of Berkeley (Berkeley High) $65,000 – 8%
East Bay Asian Youth Center (Shop 55 Wellness Center) $65,000 – 8%
La Clínica de La Raza, Inc.
(Roosevelt, TechniClinic, Tiger,
San Lorenzo High) $260,000 – 33%
Alameda Family Services (Alameda and Encinal High)
$130,000 – 17%
SCHOOL HEALTH SERVICES COALITION
In response to the death of a 16-year-
old student, staff from an East Oakland
high school’s school health center
asked each principal to select two
students to talk about the incident. The
students described their deep feeling of
powerlessness when faced with violence
at school and in their communities. They
proposed to bring students together for
a moment of silence to remember people
they have lost and build solidarity.
More than 100 students, staff, and
community allies gathered on campus.
Everyone spoke the name of someone
they had lost. Then, silence fell upon the
students, dressed in white and standing
side by side with their teachers, principals,
and other caring adults.
Measure A Helps
36
HIGHLIGHTS
Key accomplishments during FY 10/11 included the following:
• 41,802 student visits took place (decreased from 46,416 in FY 09/10), which included Medical and
Health Education services (42%), first aid (29%), and behavioral health services (28%).
• Five sites offered dental screening and case management services to 499 clients during 628 visits (59% of
the “new” SHC visits).
• Youth development and health education programs expanded from 24 programs in FY 08/09 to 49 in FY
10/11, and participation increased from 670 to 715 across sites reaching 26,431 students; 1,805 school
staff; 2,371 family members; and 886 other participants/community members. These included large-
group education and outreach activities covering peer-led health education and parent/family support
groups with topics ranging from:
o Sexual health, sexuality, and gender issues
o Diet, nutrition, and exercise
o Academic concerns
o Self-esteem, self-worth, self-image, and relationships.
• Students who participated in these programs reported improved personal and interpersonal skills (i.e.,
ability to lead, reach goals, achieve college and future planning, school engagement).
• Academic and school connectedness factors also improved. The number of students who received mostly
As or Bs rose from 62% to 78%. Students who reported feeling connected to people at school went from
30% to 63%, and those feeling very satisfied with the school experience rose from 25% to 58%.
• 44% of the school population were registered school health center clients (increased from 35% in FY
08/09).
The SHSC was able to leverage its Measure A funding through matching funds with the following partners:
FUNDING SOURCE LEVERAGED FUNDS
City $517,635
State $319,404
Federal $146,208
School District $725,137
Private $518,544
Community-Based Organization $426,838
Medical Revenue $1,690,605
Mental Health Revenue $2,904,226
Total Leveraged Dollars $7,248,597
37
Figure 7
ALAMEDA COUNTY SCHOOL HEALTH SERvICES COALITION USE OF MEASURE A FUNDING TO OBTAIN
LEvERAGED FUNDS
$8,000,000
$7,000,000
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$0 Measure A Allocation
FY 10/11
Leveraged Funds
FY 10/11
$886,675
$7,248,597
In addition to program accomplishments, every one dollar of Measure A funds yielded $8.18 in returns.
CONCERNS
In its report, SHSC lists objectives that are not measurable.
ALAMEDA COUNTY PUBLIC HEALTH DEPARTMENT: PREVENTION INITIATIVE
FY 10/11 allocation: $2,784,863
Amount carried over from prior year allocation: 0
Expended/encumbered in FY 10/11: $2,752,171
Amount carried over to FY 11/12: 0
FY 10/11 savings transferred to reserve: $32,692
AGENCY/PROGRAM BACkGROUND
The Alameda County Public Health Department Prevention Initiative operates in the context of an overall
vision of comprehensive health and a developing strategic plan aimed at reducing health disparities among
various geographic and other communities within the Measure A target populations. Measure A funds under
the Public Health Department Prevention Initiative supported three main priorities: chronic disease and
injury prevention, health inequities and community capacity-building, and obesity prevention and school
health. To determine these priorities, department staff conducted an internal assessment process that led to
the identification of over 20 key service areas where significant service disparities exist in the County.
38
MEASURE A FUNDING SUMMARY
For FY 10/11, Measure A funding in the three priority areas was as follows:
PRIORITY FY 10/11
Chronic Disease and Injury Prevention $775,141
Health Inequities and Community Capacity-Building $1,129,518
Obesity Prevention and School Health $847,512
HIGHLIGHTS
In FY 10/11, the Public Health Department Prevention
Initiative used Measure A funds for some of the
following:
Chronic Disease and Injury Prevention
• The Asthma Start program provided in-home case
management to children/adolescents living in
Alameda County diagnosed with asthma. Prior
to case management, 37% of these required
hospitalization and 70% an emergency room visit.
While in case management, 1% of children required
hospitalization and 8% an emergency department
visit for asthma.
• The Diabetes program provided 13 sessions (7
classes per session, 2 hours per class) of diabetes
self-management education classes in English,
Spanish, Cantonese, Hindi, Urdu, Punjabi, and Farsi
to residents of Alameda County living with type
2 diabetes. Eighty percent of the class participants
made one lifestyle change to control diabetes.
Health Inequities and Community Capacity-Building
• The Assuring Better Child Health and Development
(ABCD) program provided high-volume pediatric
providers with training in developmental screening
and referral pathways as well as ongoing support to
assist these providers in serving children and families
and to improve their follow-up with children who
screen of concern.
• Measure A-funded staff worked directly with youth ages 5-24, their parents, and their schools to ensure
their positive development and prevent violence.
Obesity Prevention and School Health
• The Measure A fund allowed Lotus Bloom to do the following:
o Enroll and offer 172 repeat participants 40 sessions of structured physical activity in the parent-child
playgroup program.
o Administer a pre and post survey that measured nutritional needs and competency of clients.
PUBLIC HEALTH PREVENTION INITIATIVE
PROJECT NEW START
Lawrence came to our program when he
was living in a halfway house for formerly
incarcerated adults battling substance
abuse. He sought to move away from
gangs and a criminal past.
With the support of program staff and
his AA sponsor, Lawrence got a job and
went back to school. Within six months,
Lawrence moved out from his halfway
house, spoke at a national Alcoholics
Anonymous convention, and declared
himself a Social Welfare/Studies major.
Today, Lawrence is working as a
substance abuse counselor and attending
college full-time with a 3.8 GPA. He
plans to obtain a doctoral degree and
contribute to new models for working
with drug/alcohol-abusing youth.
Measure A Helps
39
o Offer a 6-week series of nutrition classes, a 6-week series on the French approach to nutrition, and
cooking classes.
o Administer two community events focused on health.
o Build health and wellness classes (yoga, capoeira, luna kids dance, etc.).
• The Food Policy Council brought community members/groups, churches, park and recreation agencies,
and nonprofit organizations to identify specific food, land use, and zoning issues related to bringing
future food-related businesses as well as community farming and gardening to the Ashland/Cherryland
area.
40
FUNDS ALLOCATED BY THE ALAMEDA COUNTY BOARD OF SUpERvISORS
GROUP 4: BOARD OF SUPERVISORS DISCRETIONARY ALLOCATIONS
FY 10/11 allocation: $784,088
Amount carried over from prior year allocation: $1,398,053
Expended/encumbered in FY 10/11: $1,195,042
Amount carried over to FY 11/12: $987,099
FY 10/11 savings transferred to reserve: 0
District 1: Supervisor Haggerty
ABODE SERVICES
FY 10/11 allocation: $25,000
AGENCY/PROGRAM BACkGROUND
Abode Services works to end homelessness by assisting low-income, unhoused people, including those
with special needs, to secure stable, supportive housing, and to be advocates for the removal of the causes of
homelessness.
Sites served included Sunrise Village Emergency Shelter in Fremont, Bridgeway Apartments in Fremont and
Union City, Carmen Avenue Apartments in Livermore, Lorenzo Creek Apartments in Castro Valley, and Project
Independence (scattered locations in Fremont, Hayward, and Livermore) serving emancipated foster youth.
MEASURE A FUNDING SUMMARY
This community-based organization achieved its objective to provide services to 200 unduplicated children
and 110 unduplicated parents residing at the Sunrise Village homeless shelter and at supportive housing
communities and scattered-site housing in Fremont, Hayward, Castro Valley, and Livermore.
HIGHLIGHTS
Abode Services Children’s Program served 249 children (unduplicated) and 184 parents (unduplicated)
in 148 households (unduplicated) during the period July 1, 2010 through June 30, 2011. The program
also facilitated a total of 306 child enrichment sessions, provided 259 new referrals, administered 174
screenings, and facilitated 46 parent support groups.
41
FREMONT FAMILY RESOURCE CENTER
FY 10/11 allocation: $50,000
AGENCY/PROGRAM BACkGROUND
The Fremont Family Resource Center (FRC) is a welcoming place where families and individuals are
nurtured, encouraged, and provided quality services to build on their own strengths to help themselves and
others.
MEASURE A FUNDING SUMMARY
Measure A funds supported 876 clients.
HIGHLIGHTS
Measure A funding helped the FRC accomplish the following:
• Development of a Strategic Plan for 2011-2016, including a plan for sustainability of services
• Support for the Volunteer Income Tax Assistance Program (VITA)
• Service to 2,000 families in 2011, with a goal of providing Tri-City residents earned income tax refunds
totaling $900,000
• Continuation of VlTA services, including food stamp screening and application assistance for 50 families
• Provision of VlTA services, including onsite banking services and information for at least 10 families,
which may include enrolling interested families in a prepaid debit card
• Provision of child care and health insurance information and referrals
• Continuation of the Family Support Services Case Management program, assisting 215 families in FY
10/11 to access health, educational, vocational, and social services
• Provision of one English and one Spanish Money$mart (or another financial literacy curriculum) course
to a total of 60 individuals, with a goal of 80% of participants indicating customer satisfaction and
benefit
• Recruitment of program graduates from the Money$mart course to assist with the English class
• Continuation and expansion of the Financial Counseling and Back Taxes program, serving a total of 60
families in 2010/11
• Continuation of the Individual Development Account program to serve low-income families in the Tri-
City area of Alameda County, through the enrollment of at least 20 families.
In addition to these accomplishments, the FRC used Measure A funds as part of their program budget when
seeking foundation support. Because foundations will not fund 100% of a project, but will provide only a
piece of a funding picture, having Measure A funds allowed the FRC to seek private foundation dollars. The
$50,000 allocation generated an additional $75,000 in foundation funding
CONCERNS
Only 25-49% of the recipients were underinsured or uninsured.
42
GOD’S LOVE OUTREACH MINISTRIES
FY 10/11 allocation: $50,000
CONCERNS
The Committee did not receive a report from this agency despite numerous attempts by Alameda County
Health Care Services Agency staff to obtain it. The Committee has communicated this noncompliance to
Supervisor Haggerty’s office. The Committee recommends that a financial and program audit of the Measure
A funds allocated to God’s Love Outreach Ministries be conducted to confirm funds were spent as required
by the contract. We further recommend that this provider receive no further Measure A allocations.
HORIZONS FAMILY COUNSELING
FY 10/11 allocation: $10,000
AGENCY/PROGRAM BACkGROUND
Horizons Family Counseling has been serving the Tri-Valley Area for over 39 years as part of the City of
Livermore’s Police Department—providing crisis counseling, family therapy, case management, parent
training, and school-based counseling. As part of the Alameda County Probation Department’s Delinquency
Prevention Network, Horizons serves Dublin, Livermore, and Pleasanton families with mental health and
case management services. In addition, Horizons provides a diversion program for Livermore youth arrested
for the first time and works with the Tri-Valley Youth Court.
MEASURE A FUNDING SUMMARY
Of the combined programs, a total of 43 parents and 24 teens received services supported by Measure A
funding.
HIGHLIGHTS
Horizons strives to reduce school and community violence, teen alcohol and other drug use, and gang
involvement through successful collaboration. Measure A funds help strengthen children and youth school
attendance and performance, the family unit, and parent involvement. Each parent project program consists
of 36 hours of parent training per participant and simultaneous youth sessions focused on similar topics
from a teen perspective to achieve maximum results within the family.
43
PLEASANTON UNIFIED SCHOOL DISTRICT
FY 10/11 allocation: $15,000
AGENCY/PROGRAM BACkGROUND
Pleasanton Unified School District (PUSD) provides a safe environment for its students by ensuring
opportunities for students and parents to learn how to deal with stress, identify signs of at-risk behavior,
and learn about resiliency in adolescents. The data collected through various means (including Tri-Valley
Health Profile and Healthy Kids Survey) indicate a huge need to address concerns around depression, stress,
and at-risk behaviors. In addition, during the last few years, student suicides have led to a heightened
awareness of depression.
MEASURE A FUNDING SUMMARY
Using Measure A funds, PUSD staff conducted resiliency workshops at their two high schools and held
a student assembly at their Alternative Education School. They also conducted workshops for counselors
and principals to assist them in identifying at-risk behaviors and to provide direct and indirect support to
students. Parent workshops were conducted to provide resiliency and student support education.
HIGHLIGHTS
Measure A funds helped PUSD conduct the following student assemblies, parent communication councils,
and other presentations, with the following constituents:
• 160 students from AVHS, FHS, and Village Student Group and Alternative Ed
• 100 parents from Parent Meeting/Forum and Parent Communication Council Leaders
• 57 principals and counselors from all school sites
• 248 high school teaching staff
• 6 district cabinet members
44
SENIOR SUPPORT PROGRAM OF THE TRI VALLEY
FY 10/11 allocation: $20,000
AGENCY/PROGRAM BACkGROUND
The Senior Support Program provides services
and assistance to seniors that foster independence,
promotes safety and well-being, preserves dignity,
and improves quality of life.
MEASURE A FUNDING SUMMARY
The program used Measure A funds to reduce falls
and medication mistakes among the frail elderly in
its service area.
HIGHLIGHTS
Through Measure A funding, the program served
33 frail, homebound seniors and provided in-
home exercise programs to 15 seniors at high risk
of falling to help decrease the risk of falls. Eight
seniors referred by police and firefighters received
case management to connect them with services to
ensure they were safe and to lower the risk of falls
and future 911 calls. Ten seniors at risk of medication
misuse received medication management services,
reducing the risk of adverse medication interactions
and falls.
CONCERNS
Per the program’s report, fewer than 25% of those served were underinsured or uninsured. However, all
were frail seniors and all received preventative services that reduced injury from overmedication and falls.
SENIOR SUPPORT PROGRAM
OF THE TRI VALLEY
After gardening in the sun, Celeste
was hospitalized for a severe case of
hyponatremia (sodium imbalance). After
a few weeks under medical care, she had
to enter a nursing home for about three
months until she could sufficiently recover
both her physical and mental functions.
Nine months later, she had barely started
walking on her own and was still extremely
frail. Joining the Senior Support Program,
Celeste bloomed. She now walks her
dog for one hour each day, has resumed
painting as a hobby, does yard work, and
exercises daily. Celeste feels that this
program saved her life.
Measure A Helps
45
District 2: Supervisor Steele/Lockyer
LA FAMILIA COUNSELING SERVICE
FY 10/11 allocation: $150,000
AGENCY/PROGRAM BACkGROUND
La Familia Counseling Service (LFCS) is an inclusive Latino community-based, multicultural organization
committed to strengthening the emotional wellness of individuals and the preservation of families.
LFCS targets low-income families and provides information about basic needs, nutrition, immigration, and
legal issues, as well as housing, job, and health referrals. LFCS also provides translations, general orientation,
and health education workshops. They assist Hayward residents applying for health coverage through
Medi-Cal and ensure that school-age children receive immunizations. Ninety-two percent of the clients are
Hayward residents.
MEASURE A FUNDING SUMMARY
Measure A funds helped LFCS provide services that
focus on healthy living, wellness, and chronic disease
prevention.
HIGHLIGHTS
In FY 10/11, LFCS received 9,912 visitors to its
center requesting basic services—an increase of
about 1,000 visits from the prior year. Through a
collaboration with California State University–East
Bay (CSUEB), LFCS used CSUEB nursing students
to screen clients for high blood pressure and blood
sugar and refer clients with problems for further
medical assessment.
ST. ROSE HOSPITAL – SILVA CLINIC
FY 10/11 allocation: $100,000
AGENCY/PROGRAM BACkGROUND
The Silva Clinic provides accessible and affordable
health care to the underserved children and families
in its target communities to maintain children’s
preventative and ongoing health. Most patients seen
in the Silva clinic are underinsured or uninsured
ST. ROSE HOSPITAL – SILVA CLINIC
Veronica, a 14-year-old Hispanic female,
was complaining of severe headaches and
chronic sinus issues that caused her to miss
school consistently. She was referred to the
adolescent counseling department of the
Silva Clinic because it was disclosed that
her father had sexually abused her, and she
felt guilty about the disclosure.
The counseling department provided
therapeutic services to address Veronica’s
sexual abuse, depression, and post-
traumatic stress disorder symptoms.
Ongoing communication was provided to
her pediatrician. As time moved on and
the patient was able to see herself less as
a victim, her somatic complaints lessened.
She was eventually able to confront her
father via letter.
Measure A Helps
46
and are from central and southern Alameda County. The Silva Clinic is a core outreach service of St. Rose
Hospital and reflects the hospital’s mission to meet the needs of indigent, low-income, uninsured children
in central and southern Alameda County.
MEASURE A FUNDING SUMMARY
The Silva Clinic used Measure A funds to partially support a Medical Director, who oversees all clínical
services—medical, dental, and behavioral health—provided at the Silva Clinic. The Medical Director also
functions as one of the treating pediatricians and ensures quality and reliable continuity of care for patients.
HIGHLIGHTS
The Medical Director provides leadership for 12 pediatricians and dentists and 20 staff members, as well as
administrative oversight for the mobile van, which travels to seven elementary schools in Hayward. Under
the guidance of the Medical Director, the Clinic has added a tuberculosis-screening program and expanded
its dental program to provide care for children 0-5 by coordinating with the First 5 program.
The Silva Clinic leveraged its Measure A allocation to bring in $45,000 in additional funding.
TIBURCIO VASQUEZ HEALTH CENTER, INC.
FY 10/11 allocation: $60,000
AGENCY/PROGRAM BACkGROUND
Tiburcio Vasquez Health Center (TVHC) provides school-based youth outreach, health education, and
case management services to high school students at Tennyson and James Logan High Schools through
onsite clinics. Some programs include psychosocial and health education assessments, parent meetings and
advocacy, and alternatives to suspension and expulsion programs. Through case management, the program
connects students to vital health care services, referrals for mental health care, and placement in after-
school/alternative to suspension programs.
MEASURE A FUNDING SUMMARY
Using Measure A funds, TVHC was able to serve over 800 students.
HIGHLIGHTS
The services provided by TVHC clinics have helped reduce high rates of truancy, drug and alcohol use, or
lack of social skills.
TVHC services have also led to a reduction in gang membership and an increase in leadership development.
The program used Measure A funding to leverage an additional $24,000 for its services.
47
CENTER FOR EMPOWERING REFUGEES
AND IMMIGRANTS
CERI helped a 15-year-old at-risk young
woman not to follow a life of prostitution
that three of her older sisters had been
lured into. This took many hours of
individual and family counseling and case
management. This young woman was to
identify the various ways minors may be
at risk for commercial sexual exploitation.
Though extremely painful, with the help of
her therapist and mentor, she was able to
keep her loving bond with all three sisters
and yet courageously choose to walk on
a different path. She is doing very well in
school and is helping other young women
in our program who are facing similar
circumstances.
Measure A Helps
District 3: Supervisor Lai-Bitker/Chan
CENTER FOR EMPOWERING
REFUGEES AND IMMIGRANTS
FY 10/11 allocation: $20,000
AGENCY/PROGRAM BACkGROUND
The Center for Empowering Refugees and
Immigrants (CERI) is a nonprofit mental health
service provider serving traumatized refugees and
immigrants and their children, with a focus on
Cambodian refugee families. CERI works to improve
the social, psychological, and economic health of
refugee families who have suffered from trauma,
genocide, torture, or any other form of extreme
trauma. CERI offers a variety of enrichment activities
to support the mental health and well-being of its
youth clients.
MEASURE A FUNDING SUMMARY
CERI used Measure A funds to provide mental
health counseling and intensive case management
for refugee teens and young Cambodian adults in
Oakland. The Center provided services on a weekly
basis along with psychiatric referrals and medication
management, as needed, to 24 high-risk clients.
These services also included parent education and
family counseling.
HIGHLIGHTS
Measure A funds have been instrumental in enabling CERI to strengthen its youth program. CERI believes
the program has created a stable community environment for at-risk teens.
ALAMEDA FAMILY SERVICES
FY 10/11 allocation: $100,000
AGENCY/PROGRAM BACkGROUND
Alameda Family Services works to improve the emotional, psychological, and physical health of children,
youth, and families. Their primary area of focus is to provide emergency shelter and support for those families.
48
MEASURE A FUNDING SUMMARY
Alameda Family Services used its total Measure A allocation to purchase a facility that provides emergency
shelter for homeless and runaway youth between the ages of 13-18. The shelter is named “Dream Catcher.”
HIGHLIGHTS
Purchasing the Dream Catcher facility allows Alameda Family Services to increase capacity by six beds.
Because the agency previously rented the facility, it can now use the rental fee to provide additional services.
CONCERNS
While Alameda Family Services completed its report with most of the necessary information, the report did
not contain any information regarding the race, age, qualifications for services, or area of residence for the
439 clients that the agency served.
FULL COURT PRESS COMMUNICATIONS
FY 10/11 allocation: $8,000
AGENCY/PROGRAM BACkGROUND
Full Court Press provides strategic communication services to those seeking to use communications to make
social changes.
MEASURE A FUNDING SUMMARY
Full Court Press used all of its Measure A allocation to work with Alameda County personnel to produce and
distribute material intended for its target population: families eligible for the Healthy Families program,
seniors eligible for health services, and families struggling with asthma/respiratory health problems.
CONCERNS
This organization’s report contains an excellent write-up. However, it includes no numbers to indicate the
clients they served, their location, or the benefit of the communications – for example, Did enrollment
increase, and if so, by what percent? Was the support more effective in certain areas?
49
District 4: Supervisor Miley
ALAMEDA COUNTY DEPUTY SHERIFF’S ACTIVITIES LEAGUE, INC.
FY 10/11 allocation: $20,000
AGENCY/PROGRAM BACkGROUND
This organization unites the Sheriff’s Office
personnel, citizens, and youth of Alameda County
to pursue and implement initiatives that will reduce
crime, better the lives of area residents, and enhance
the community through action and collaboration
with its partners.
MEASURE A FUNDING SUMMARY
The Deputy Sheriff’s Activities League used its
Measure A funds to provide preventive health services
to indigent, low-income, and uninsured children,
families, and seniors. It provided these services via
the Sheriff’s department association with Dig Deep
Farms & Produce, which grows, distributes, and sells
healthy, affordable, fruits and vegetables to low-
income families. These fruits and vegetables are made
available in an area in which there are documented
health disparities among its residents.
Dig Deep Farms not only grows and distributes
the fruits and vegetables, but it also works with
the Alameda County Public Health Department to
identify the people and the centers in which its
products will have the greatest impact.
HIGHLIGHTS
The Deputy Sheriff’s Activity League’s collaboration with Dig Deep Farms resulted in the delivery of over 50
tons of food to over 300 families.
The organization also leveraged Measure A funds to obtain an additional $118,000 grant from the Kresge
Foundation and the U.S Department of Agriculture through a research grant. The funds were an integral part
of the organization’s efforts to introduce healthy eating habits in an area known as one of the least healthy
in Alameda County.
CONCERNS
While the organization’s report was complete, it did not contain any information on the families who
received the services (age, insurance status, etc.)
ALAMEDA COUNTY DEPUTY SHERIFF’S
ACTIVITIES LEAGUE, INC.
In addition to providing fresh fruits and
vegetables, the Sheriff’s department also
provides working opportunities for at-risk
youth and ex-offenders. One of those
lucky people is Reggie Jones. Reggie was
shot while standing with friends near an
apartment building in Oakland—he came
within inches of being killed, and even
closer to becoming a paraplegic. Reggie
recovered and was hired by Dig Deep
Farms to perform various tasks. Although
he was arrested and sent to jail shortly
after, Dig Deep Farms gave Reggie another
chance and hired him back. Reggie is
grateful to Dig Deep Farms for giving him
the opportunity to overcome the challenges
he faces.
Measure A Helps
50
EDEN AREA LIVABILITY INITIATIVE
FY 10/11 allocation: $25,000
AGENCY/PROGRAM BACkGROUND
Eden Area Livability Initiative (EALI) strives to create, strengthen, and sustain a livable community in the
urban unincorporated areas of Alameda County. EALI provides its activities based on member consensus of
the topics to work on.
MEASURE A FUNDING SUMMARY
EALI used the entirety of its Measure A allocation to fund a staff position needed for the center to operate
more efficiently.
HIGHLIGHTS
Thanks in part to the Measure A-funded staff position, EALI conducted approximately 17 meetings,
during which approximately 356 attendees shared and obtained information about issues impacting the
community. In addition, EALI created a reference document that provided a central location for community
members to access information about public documents relevant to the community. EALI also facilitated
the design of and maintained a website that provides news, announcements, road closures, and upcoming
community events.
EALI also provided opportunities to discuss other available services in the Ashland community such as Dig
Deep Farms, which provides fresh fruits and vegetables, as well as other health-related topics that provide
community members with healthy social activities, education, and leadership related to growing healthy
food and preventive health resources.
CONCERNS
EALI’s report contained no data associated with the need, age, or ethnic group of clients who received the
services.
THE EAST BAY kOREAN AMERICAN SENIOR SERVICE CENTER
FY 10/11 allocation: $10,000
AGENCY/PROGRAM BACkGROUND
The Korean Senior Center works to keep Korean seniors physically and mentally fit so that they can
contribute to society. The Center provides a hot ethnic lunch Tuesday through Saturday, as well as other
needed services such as a citizenship program, conversational English, exercise, dancing, yoga, and other
healthy activities. The Center also offers translation services to complete documents such as SSI/SSA forms.
About 120 Korean men and women take advantage of the services provided.
51
MEASURE A FUNDING SUMMARY
The Center used its Measure A funds to provide a badly needed roof at the center. Prior to the roof being
installed, the center operators were putting large buckets to catch the falling rain in order to prevent
accidents involving the seniors. As a result of the leaking roof, the center was closed a couple of days a week.
HIGHLIGHTS
The Center was able to provide $5,000 in matching funds to fix its roof. Now that the roof is in place,
the Center plans to bring in both a Chinese herbal doctor and an eye doctor to provide eye exams for the
seniors.
The Committee notes that the Center provided one of the most complete reports, which contained specific
information on the people who benefitted from the funds.
HORIZON SERVICES, INC.
FY 10/11 allocation: $61,000
AGENCY/PROGRAM BACkGROUND
Horizon Services is a nonprofit community-based organization committed to reducing alcohol and drug
problems in the community. They provide preventative, educational, and therapeutic services for individuals,
families, and communities.
During the past year, Horizon Services has been working with community stakeholders to raise public
awareness of proper prescription drug disposal procedures and to support federal, state, and local laws to
increase “product stewardship” of prescription drugs.
MEASURE A FUNDING SUMMARY
With the assistance of Measure A funding, Horizon Services established four new permanent medication
disposal sites in Alameda County. One site is located in Hayward, two are in San Leandro, and one is in
unincorporated Alameda County.
CONCERNS
It is not entirely clear that the use of Measure A funds for prescription drug disposal services and education
meets the criteria of providing financial support for emergency medical, hospital inpatient, outpatient,
public health, mental health, and substance abuse services for indigent, low-income, uninsured, and
underinsured adults, children, families, and seniors in Alameda County.
52
ASHLAND – CHERRYLAND GARDEN & ARTS NETWORk
FY 10/11 allocation: $5,000
AGENCY/PROGRAM BACkGROUND
The Ashland – Cherryland Garden & Arts Network provides outreach, education, and leadership programs in
the Ashland – Cherryland communities of unincorporated Alameda County. Their primary areas of focus are
teaching individuals skills that promote healthy lifestyles, sustainable communities, and self-sufficiency. The
Network also supports and expresses a “community vision” for the area utilizing the arts.
MEASURE A FUNDING SUMMARY
During the past year, the Ashland – Cherryland Garden & Arts Network implemented the “Gardeners of
Eden Garden Leadership Training Program.” This eight-week program teaches residents an understanding of
home gardening practices and the benefits of home-grown foods.
With its Measure A funding allocation, the Network was able to successfully train 30 “Garden Leaders” who
prepare garden designs, build the gardens, and provide ongoing maintenance of the gardens.
HIGHLIGHTS
Through its efforts, the Network installed two new neighborhood gardens in Cherryland and revitalized and
expanded an abandoned vegetable garden at the Eden House Apartments in Ashland.
CONCERNS
While the Committee believes this program has been valuable for a number of residents in unincorporated
Alameda County, this garden training project may not meet the criteria of providing financial support
for emergency medical, hospital inpatient, outpatient, public health, mental health, and substance abuse
services for indigent, low-income, uninsured, and underinsured adults, children, families, and seniors in
Alameda County.
Also, in its report, the Network acknowledged that they did not have specific data on the residents’
qualifications for assistance or underinsured status (as required by Measure A), but believed that given the
economic status of the residents as a whole, its program participants would fit the criteria.
SERVICE OPPORTUNITIES FOR SENIORS
FY 10/11 allocation: $16,000
AGENCY/PROGRAM BACkGROUND
Service Opportunities for Seniors (SOS) delivers “Meals on Wheels” to homebound seniors who are in need
of supplemental balanced nutrition. SOS provides daily home-delivered meal service and wellness checks to
seniors (60 years of age or older) to maintain and improve their clients’ physical well-being.
53
MEASURE A FUNDING SUMMARY
During the last year, SOS used its Measure A funding allocation to provide 5,000 meals to 25 individual
seniors who live in the unincorporated Castro Valley area. Along with delivering the meals, SOS also
provided daily “check-ins” to ensure that the seniors were safe.
HIGHLIGHTS
Measure A funding allowed SOS to serve all of the seniors that requested services without having to place
anyone on a wait list.
SENIOR INJURY PREVENTION PARTNERSHIP
FY 10/11 allocation: $10,000
AGENCY/PROGRAM BACkGROUND
Senior Injury Prevention Partnership (SIPP) provides education and outreach efforts to reduce and prevent
injuries to the older adult population in Alameda County and to raise awareness regarding the need for
injury prevention programs for older adults.
MEASURE A FUNDING SUMMARY
During the last year, Measure A funds enabled SIPP to provide a number of prevention programs for seniors,
including fall and injury prevention, healthy living and aging education, health screenings, and a Safe
Medicine Disposal conference.
HIGHLIGHTS
Over 4,200 seniors participated in these programs during the past year.
CONCERNS
The number of clients served and programs offered seems out of proportion to their funding allocation.
54
District 5: Supervisor Carson
100 BLACk MEN OF THE BAY AREA, INC.
FY 10/11 allocation: $50,000
AGENCY/PROGRAM BACkGROUND
100 Black Men of the Bay Area has a mission to
enhance educational and economic opportunities for
all African-Americans in the Bay Area. They achieve
this goal by offering fitness and education programs
for youth. The organization selects and trains chapter
members to become mentors who inspire and
motivate at-risk youth by being positive role models.
MEASURE A FUNDING SUMMARY
During the last year, 100 Black Men of the Bay Area
used its Measure A funding allocation to implement
a “Youth Movement” program that provided after-
school fitness and conditioning and track and field
training to at-risk youth. Clinics were also held in
conjunction with the training programs to teach “life
skills” to youth including healthy eating habits and
conflict resolution.
HIGHLIGHTS
The Youth Movement program served over 1,800 at-
risk youth.
EAST OAkLAND YOUTH DEVELOPMENT CENTER
FY 10/11 allocation: $25,000
AGENCY/PROGRAM BACkGROUND
The East Oakland Youth Development Center engages youth from high-risk environments in forming
relationships with adults, mastering a skill, and contributing to their own well-being and that of the
community. The Center fulfills its mission by offering educational, cultural, artistic expression, and
recreation programs.
100 BLACk MEN OF THE BAY AREA, INC.
Devon’s mother signed him up for 100
Black Men of the Bay Area’s Team Velocity
track team. She believed the program
would encourage positivity, self-esteem,
nutrition, being a team player, education,
and success.
The program stresses the importance
of education, and a nutritious meal is
always available. The clinics include
messages to the athletes, and every day
the children recite the Athletes Oath, a list
of affirmations that improve self-esteem.
The program also provides supportive staff
that Devon can contact in time of need.
Through the program, Devon’s grades
and track performance have improved, he
is confident in his abilities, he understands
sportsmanship, and he has shown signs of
being a leader.
Measure A Helps
55
MEASURE A FUNDING SUMMARY
The Center spent Measure A funds on equipment needs, as well as the expansion of health education,
physical development, and diet awareness programming. Training was provided in healthy and nutritious
food selection and preparation. The program also provided education regarding disease and poor habits
and choices around substance, nicotine, and alcohol abuse. The funds also supported physical development
activities such as adult fitness, basketball, martial arts, and track and field.
Measure A funds comprised 13.5% of the program’s $185,290 budget.
CONCERNS
The scope of the program compared to the scope of the whole organization is not entirely clear.
HEALTH CARE SERVICES AGENCY/SCHOOL HEALTH SERVICES COALITION
FY 10/11 allocation: $150,000
AGENCY/PROGRAM OVERVIEW
The School Health Services Coalition brings health and education partners together to build communities of
care that foster the academic success, health, and well-being of children, youth, and families.
MEASURE A FUNDING SUMMARY
The School Health Services Coalition used Measure A funding to help complete construction of the
3,600-square-foot McClymonds Youth & Family Center addition to the existing School Health Center.
The Center provides after-school community projects, health and wellness, parent engagement, academic
support and college preparation, career development, and cascading leadership.
HIGHLIGHTS
The expanded space in the center allows for an expansion in services provided. The health and wellness
programs, which have been expanded, appear to meet the criteria for Measure A funds.
CONCERNS
Skill development in leadership, group work, public presentations, and project management may not meet
the criteria of providing financial support for emergency medical, hospital inpatient, outpatient, public
health, mental health, and substance abuse services for indigent, low-income, uninsured, and underinsured
adults, children, families, and seniors in Alameda County. However, since the grant funded only 23% of the
overall Center construction costs, it may be reasonable that not all of the services provided at the Center
meet the criteria of Measure A.
56
Allocations from Multiple Districts (districts noted in each entry)
ALAMEDA COUNTY PUBLIC HEALTH EMS – CPR 7
Total FY 10/11 allocation: $60,000
District 1/Supervisor Haggerty: $30,000
District 3/Supervisor Chan: $10,000
District 4/Supervisor Miley: $20,000
AGENCY/PROGRAM BACkGROUND
Alameda County EMS ensures the provision of
quality emergency medical services and prevention
programs to improve health and safety in Alameda
County. The EMS CPR 7 program provides CPR
training to classroom science, health, and P.E.
teachers, who in turn train 7th grade students.
Seventh grade was selected as the age old enough
to understand, strong enough to perform, and
impressionable enough to retain the skill.
MEASURE A FUNDING SUMMARY
Measure A funds in the amount of $60,000
provided the sole source of funding for the CPR 7
program. The funding came from the allocations of
Supervisors Haggerty, Lai-Bitker/Chan, and Miley. It
is not clear whether the funds were used in schools
in all five supervisorial districts. The report indicates
that other sources of funding have been identified
for the future.
HIGHLIGHTS
A CPR practice kit, DVD, and training were made
available to 10,069 of the County’s 14,000 7th grade
students. The students are encouraged to train six
friends and family members as a multiplier effect
to reach the goal of 75,000 additional community
members trained and exposed to CPR.
CONCERNS
While expanding the public’s capacity to perform CPR can save lives, it is not clear whether this training
program meets the criteria of Measure A to provide financial support for emergency medical, hospital
inpatient, outpatient, public health, mental health, and substance abuse services for indigent, low-income,
uninsured, and underinsured adults, children, families, and seniors in Alameda County.
ALAMEDA COUNTY PUBLIC HEALTH
EMS – CPR 7
Alameda County Emergency Medical
Services (EMS) provided the Union City
school district with CPR kits that included
a rubber mini-Anne mannequin, an
instructional booklet, and a DVD. When the
P.E. teacher presented the CPR lesson, he
gave students a homework assignment: go
home and teach the lesson to at least one
other person.
Thirteen-year-old William immediately
trained his family members. Then he trained
friends. He started training adults at the
Buddhist temple he attends, organizing the
classes himself. By the time he’d finished,
William trained 96 people in CPR, a record
for Alameda County. He received a plaque
from the county EMS proclaiming his
heroic effort.
Measure A Helps
57
HIV EDUCATION AND PREVENTION PROJECT OF ALAMEDA COUNTY/CASA
SEGURA DROP-IN CENTER SERVICES
Total FY 10/11 allocation: $50,000
District 3/Supervisor Chan: $20,000
District 4/Supervisor Miley: $20,000
District 5/Supervisor Carson: $10,000
AGENCY/PROGRAM BACkGROUND
The HIV Education and Prevention Project of Alameda County (HEPPAC) works to stop the further spread
of HIV/AIDS and Hepatitis C among increased-risk behavior groups, and their partners and families, in
Alameda County. It strives to accomplish its mission through a harm reduction approach. The primary
clients are uninsured or underinsured homeless intravenous drug users (IDUs).
MEASURE A FUNDING SUMMARY
With the assistance of Measure A funding, HEPPAC provides abscess/wound care, overdose prevention
training, safer injection training, and testing for sexually transmitted infections. At least 54% of clients are
not utilizing other services in Alameda County.
HIGHLIGHTS
The program served 630 duplicated and 426 unduplicated clients with Measure A funding in FY 10/11.
Clients are encouraged to train or refer other IDUs to the program.
HILLCARE FOUNDATION/REGYNESIS PROJECT
Total FY 10/11 allocation: $55,000
District 4/Supervisor Miley: $30,000
District 5/Supervisor Carson: $25,000
AGENCY/PROGRAM BACkGROUND
The ReGynesis Project centers on promoting self-esteem in indigent minority women, and on applying that
self-esteem to traditional preventive and therapeutic medical and social models in an effort to overcome
acute and chronic health challenges.
HillCare Foundation/Regynesis Project received two grants in FY 10/11:
• Grant 1: ReGynesis provided comprehensive prenatal care, gynecological care, and substance abuse
counseling and information to women in East Oakland. The grant amount of $100,000 comprised 28%
of its program and agency budget. Of this $100,000 amount, $55,000 was made up of Measure A funds
($30,000 from District 4 and $25,000 from District 5).
• Grant 2: ReGynesis provided sexually transmitted laboratory services to more than 1,500 low-income
women in East Oakland. The grant amount comprised 7% of its program and agency budget.
58
MEASURE A FUNDING SUMMARY
Measure A funds supported the Grant 1 program objectives by enabling ReGynesis to provide medical and
case management services to 350 jail/prison re-entry and at-risk minority women.
HIGHLIGHTS
Thanks in part to Measure A funding, ReGynesis served 2,200 clients during FY 10/11. The agency
leveraged its Measure A grant to acquire a grant of an equal size from The California Endowment.
CONCERNS
The organization’s report was sparse in the information provided, but it did cover the essentials.
SPECTRUM COMMUNITY SERVICES
Total FY 10/11 allocation: $72,500
District 2/Supervisor Lockyer: $20,000
District 3/Supervisor Chan: $22,500
District 4/Supervisor Miley: $30,000
AGENCY/PROGRAM BACkGROUND
Spectrum assists low-income, disadvantaged, and
elderly residents as they attempt to achieve and
maintain self-sufficiency and improve the quality of
their lives.
MEASURE A FUNDING SUMMARY
The Fall Risk Reduction Program services funded
by Measure A included weekly Fall Prevention
skill-building classes at seven sites, evaluation and
reassessment of class participants to tailor exercise
programs and measure progress, and quarterly
workshops at five locations that provided practical
training in preventing falls.
HIGHLIGHTS
The program supported by Measure A funds served a
total of 512 clients.
CONCERNS
Fewer than 25% of the clients were underinsured or uninsured
SPECTRUM COMMUNITY SERVICES
Lily is 83 years old. She had suffered from
arthritis pain and stiffness in her arms and
hands for several years, and was unable
to enjoy her hobbies of crocheting and
quilting. After participating in the Fall Risk
Reduction Program for four months, Lily
gained enough strength and flexibility in
her arms and hands to begin her hobby
projects again. Repeating the exercises
on a regular basis greatly reduced the
amount of pain and stiffness that she would
experience. Lily even entered one of her
completed quilts into competition at the
2010 Alameda County Fair, and won a first
place blue ribbon!
Measure A Helps
59
APPENDIX A: Measure a revenue reCeived in eaCh fisCal year
APPENDIX B: fy 10/11 budgeT infOrMaTiOn
APPENDIX C: fy 10/11 Measure a fund disTribuTiOn by PrOvider Or PrOgraM
APPENDIX D: MaPs: geOgraPhiC disTribuTiOn Of PrOviders funded by Measure a
in fy 10/11
Map 1 alameda County Public health Programs
Map 2 alameda County behavioral health Care services alcohol and drug Providers
Map 3 alameda County behavioral health Care services Mental health Community–
based Organization Providers
Map 4 school health Centers
Map 5 healthPaC Provider network
aPPendiCes
60
61
APPENDIX A:
MEASURE A REVENUE RECEIVED IN EACH FISCAL YEAR
FISCAL YEAR 04/05
DATE REC’D
MONTH
EARNED
MEDICAL
CENTER COUNTY TOTAL
MEDICAL
CENTER
CUMULATIVE
TOTAL
COUNTY
CUMULATIVE
TOTAL
TOTAL
CUMULATIVE
9/22/04 07/04 5,211,585 1,737,195 6,948,780 5,211,585 1,737,195 6,948,780
10/21/04 08/04 5,142,150 1,714,050 6,856,200 10,353,735 3,451,245 13,804,980
11/19/04 09/04 6,856,200 2,285,400 9,141,600 17,209,935 5,736,645 22,946,580
12/28/04 10/04 5,494,355 1,831,452 7,325,807 22,704,290 7,568,097 30,272,387
01/19/05 11/04 5,437,350 1,812,450 7,249,800 28,141,640 9,380,547 37,522,187
02/17/05 12/04 7,249,800 2,416,600 9,666,400 35,391,440 11,797,147 47,188,587
03/31/05 01/05 6,299,953 2,099,984 8,399,937 41,691,393 13,897,131 55,588,524
04/21/05 02/05 4,291,500 1,430,500 5,722,000 45,982,893 15,327,631 61,310,524
05/18/05 03/05 5,722,050 1,907,350 7,629,400 51,704,943 17,234,981 68,939,924
06/24/05 04/05 8,412,419 2,804,139 11,216,559 60,117,362 20,039,120 80,156,483
07/20/05 05/05 4,988,025 1,662,676 6,650,700 65,105,387 21,701,796 86,807,183
08/19/05 06/05 6,650,700 2,216,900 8,867,600 71,756,087 23,918,696 95,674,783
INTEREST EARNED 116,927 116,927
TOTAL 71,756,087 24,035,623 95,791,710
FISCAL YEAR 05/06
DATE REC’D
MONTH
EARNED
MEDICAL
CENTER COUNTY TOTAL
MEDICAL
CENTER
CUMULATIVE
TOTAL
COUNTY
CUMULATIVE
TOTAL
TOTAL
CUMULATIVE
9/23/05 07/05 7,593,094 2,531,031 10,124,125 7,593,094 2,531,031 10,124,125
10/20/05 08/05 4,791,900 1,597,300 6,389,200 12,384,994 4,128,331 16,513,325
11/18/05 09/05 6,389,250 2,129,750 8,519,000 18,774,244 6,258,081 25,032,325
12/23/05 10/05 10,712,696 3,570,899 14,283,595 29,486,940 9,828,980 39,315,920
01/19/06 11/05 5,642,475 1,880,825 7,523,300 35,129,415 11,709,805 46,839,220
02/16/06 12/05 7,523,250 2,507,750 10,031,000 42,652,665 14,217,555 56,870,220
03/31/06 01/06 7,854,305 2,618,102 10,472,407 50,506,970 16,835,657 67,342,627
04/21/06 02/06 5,059,800 1,686,600 6,746,400 55,566,770 18,522,257 74,089,027
05/18/06 03/06 6,746,400 2,248,800 8,995,200 62,313,170 20,771,057 83,084,227
06/23/06 04/06 7,371,527 2,457,176 9,828,703 69,684,697 23,228,233 92,912,930
07/20/06 05/06 5,450,100 1,816,700 7,266,800 75,134,797 25,044,933 100,179,730
08/17/06 06/06 7,266,825 2,422,275 9,689,100 82,401,622 27,467,208 109,868,830
INTEREST EARNED 380,741 380,741
TOTAL 82,401,622 27,847,949 110,249,571
62
FISCAL YEAR 06/07
DATE REC’D
MONTH
EARNED
MEDICAL
CENTER COUNTY TOTAL
MEDICAL
CENTER
CUMULATIVE
TOTAL
COUNTY
CUMULATIVE
TOTAL
TOTAL
CUMULATIVE
9/22/06 07/06 8,322,635 2,774,212 11,096,847 8,322,635 2,774,212 11,096,847
10/18/06 08/06 5,513,100 1,837,700 7,350,800 13,835,735 4,611,912 18,447,647
11/16/06 09/06 9,242,400 3,080,800 12,323,200 23,078,135 7,692,712 30,770,847
12/22/06 10/06 7,953,029 2,651,009 10,604,038 31,031,164 10,343,721 41,374,885
01/18/07 11/06 6,025,875 2,008,625 8,034,500 37,057,039 12,352,346 49,409,385
02/22/07 12/06 8,004,300 2,668,100 10,672,400 45,061,339 15,020,446 60,081,785
03/29/07 01/07 6,588,768 2,196,256 8,785,024 51,650,107 17,216,702 68,866,809
04/18/07 02/07 5,224,050 1,741,350 6,965,400 56,874,157 18,958,052 75,832,209
05/17/07 03/07 6,965,400 2,321,800 9,287,200 63,839,557 21,279,852 85,119,409
06/22/07 04/07 8,152,952 2,717,651 10,870,603 71,992,509 23,997,503 95,990,012
07/19/07 05/07 5,736,525 1,912,175 7,648,700 77,729,034 25,909,678 103,638,712
08/16/07 06/07 7,648,725 2,549,575 10,198,300 85,377,759 28,459,253 113,837,012
INTEREST EARNED 655,872 655,872
TOTAL 85,377,759 29,115,125 114,492,884
FISCAL YEAR 07/08
DATE REC’D
MONTH
EARNED
MEDICAL
CENTER COUNTY TOTAL
MEDICAL
CENTER
CUMULATIVE
TOTAL
COUNTY
CUMULATIVE
TOTAL
TOTAL
CUMULATIVE
9/26/07 07/07 8,530,372 2,843,457 11,373,829 8,530,372 2,843,457 11,373,829
10/18/07 08/07 6,117,375 2,039,125 8,156,500 14,647,747 4,882,582 19,530,329
11/21/07 09/07 8,156,475 2,718,825 10,875,300 22,804,222 7,601,407 30,405,629
12/28/07 10/07 7,883,441 2,627,814 10,511,255 30,687,663 10,229,221 40,916,884
01/16/08 11/07 6,205,800 2,068,600 8,274,400 36,893,463 12,297,821 49,191,284
02/21/08 12/07 8,274,375 2,758,125 11,032,500 45,167,838 15,055,946 60,223,784
03/27/08 01/08 7,183,405 2,394,468 9,577,873 52,351,243 17,450,414 69,801,657
04/17/08 02/08 5,386,200 1,795,400 7,181,600 57,737,443 19,245,814 76,983,257
05/22/08 03/08 7,181,625 2,393,875 9,575,500 64,919,068 21,639,689 86,558,757
06/24/08 04/08 8,049,440 2,683,146 10,732,586 72,968,508 24,322,835 97,291,343
07/18/08 05/08 5,966,175 1,988,725 7,954,900 78,934,683 26,311,560 105,246,243
08/21/08 06/08 7,954,875 2,651,625 10,606,500 86,889,558 28,963,185 115,852,743
INTEREST EARNED 766,401 766,401
TOTAL 86,889,558 29,729,586 116,619,144
63
FISCAL YEAR 08/09
DATE REC’D
MONTH
EARNED
MEDICAL
CENTER COUNTY TOTAL
MEDICAL
CENTER
CUMULATIVE
TOTAL
COUNTY
CUMULATIVE
TOTAL
TOTAL
CUMULATIVE
9/25/08 07/08 8,032,186 2,677,396 10,709,582 8,032,186 2,677,396 10,709,582
10/15/08 08/08 6,121,050 2,040,350 8,161,400 14,153,236 4,717,746 18,870,982
11/20/08 09/08 8,161,425 2,720,475 10,881,900 22,314,661 7,438,221 29,752,882
12/26/08 10/08 6,854,632 2,284,877 9,139,509 29,169,293 9,723,098 38,892,391
01/22/09 11/08 6,073,950 2,024,650 8,098,600 35,243,243 11,747,748 46,990,991
02/19/09 12/08 6,661,050 2,220,350 8,881,400 41,904,293 13,968,098 55,872,391
03/27/09 01/09 6,506,559 2,168,853 8,675,412 48,410,852 16,136,951 64,547,803
04/16/09 02/09 5,227,725 1,742,575 6,970,300 53,638,577 17,879,526 71,518,103
05/21/09 03/09 5,471,475 1,823,825 7,295,300 59,110,052 19,703,351 78,813,403
06/23/09 04/09 5,786,013 1,921,503 7,707,516 64,896,065 21,624,854 86,520,919
07/16/09 05/09 5,148,450 1,716,150 6,864,600 70,044,515 23,341,004 93,385,519
08/20/09 06/09 5,906,775 1,968,925 7,875,700 75,951,290 25,309,929 101,261,219
INTEREST EARNED 363,681 363,681
TOTAL 75,951,290 25,673,610 101,624,900
FISCAL YEAR 09/10
DATE REC’D
MONTH
EARNED
MEDICAL
CENTER COUNTY TOTAL
MEDICAL
CENTER
CUMULATIVE
TOTAL
COUNTY
CUMULATIVE
TOTAL
TOTAL
CUMULATIVE
9/29/09 07/09 6,149,831 2,049,944 8,199,775 6,149,831 2,049,944 8,199,775
10/22/09 08/09 5,255,175 1,751,725 7,006,900 11,405,006 3,801,669 15,206,675
11/12/09 09/09 5,621,400 1,873,800 7,495,200 17,026,406 5,675,469 22,701,875
12/17/09 10/09 6,841,664 2,280,555 9,122,219 23,868,070 7,956,024 31,824,094
01/14/10 11/09 5,547,675 1,849,225 7,396,900 29,415,745 9,805,249 39,220,994
02/18/10 12/09 7,083,300 2,361,100 9,444,400 36,499,045 12,166,349 48,665,394
03/22/10 01/10 5,300,019 1,766,673 7,066,692 41,799,064 13,933,022 55,732,086
04/16/10 02/10 4,565,100 1,521,700 6,086,800 46,364,164 15,454,722 61,818,886
05/19/10 03/10 6,271,650 2,090,550 8,362,200 52,635,814 17,545,272 70,181,086
06/17/10 04/10 6,715,126 2,238,375 8,953,502 59,350,940 19,783,647 79,134,587
07/06/10 05/10 4,990,200 1,663,400 6,653,600 64,341,140 21,447,047 85,788,187
08/19/10 06/10 6,246,750 2,082,250 8,329,000 70,587,890 23,529,297 94,117,187
INTEREST EARNED 89,426 89,426
TOTAL 70,587,890 23,618,724 94,206,613
64
FISCAL YEAR 10/11
DATE REC’D
MONTH
EARNED
MEDICAL
CENTER COUNTY TOTAL
MEDICAL
CENTER
CUMULATIVE
TOTAL
COUNTY
CUMULATIVE
TOTAL
TOTAL
CUMULATIVE
09/06/10 07/10 7,621,466 2,540,489 10,161,954 7,621,466 2,540,489 10,161,954
10/05/10 08/10 5,148,675 1,716,225 6,864,900 14,486,366 4,256,714 17,026,854
11/19/10 09/10 6,414,900 2,138,300 8,553,200 23,039,566 6,395,014 25,580,054
12/16/10 10/10 7,979,212 2,659,737 10,638,949 33,678,514 9,054,751 36,219,003
01/05/10 11/10 5,770,575 1,923,525 7,694,100 41,372,614 10,978,276 43,913,103
02/14/11 12/10 7,202,100 2,400,700 9,602,800 40,136,927 13,378,976 53,515,903
03/18/11 01/11 6,419,660 2,139,887 8,559,546 46,556,587 15,518,862 62,075,449
04/06/11 02/11 5,011,275 1,670,425 6,681,700 51,567,862 17,189,287 68,757,149
05/18/11 03/11 6,808,575 2,269,525 9,078,100 58,376,437 19,458,812 77,835,249
06/17/11 04/11 7,606,900 2,535,633 10,142,533 65,983,337 21,994,446 87,977,782
07/06/11 05/11 5,865,000 1,955,000 7,820,000 71,848,337 23,949,446 95,797,782
08/17/11 06/11 7,286,775 2,428,925 9,715,700 79,135,112 26,378,371 105,513,482
INTEREST EARNED 51,101 51,101
TOTAL 79,135,112 26,429,471 105,564,583
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66
67
APPENDIX C:
FY 10/11 MEASURE A FUND DISTRIBUTION
BY PROVIDER OR PROGRAM
MEASURE A
ALLOCATION
FY 10/11
EXPENDED
FY 10/11
GROUP 1: BEHAVIORAL HEALTH
Alameda County Behavioral Health Care Services Community-Based Organization Providers
Alcohol and Drug Providers
Alameda Family Services 8,930 8,930
Ann Martin Children’s Center 21,473 21,473
Annie M. Jacob 2,396 3,200
Asian Community Mental Health Services 18,088 18,088
Berkeley Place Inc. 30,530 30,530
Bonita House Inc. 74,366 74,366
Building Opportunities for Self Sufficiency 68,405 -
Center for Independent Living 2,362 2,362
Charlie A. Benigno & Ester O. Benigno 2065 2,600
Countrywide Family Care, Inc. 4,391 6,000
Crisis Suppport Services Of Alameda County 31,886 31,886
East Bay Agency for Children 67,983 67,983
Family Paths, Inc. 27,060 27,060
La Clínica De La Raza, Inc. 30,909 30,909
Lincoln Child Center 25,339 25,339
Maria A. De Almeida 4,144 5,600
Maria A. Silva 2,858 4,000
Native American Health Center Inc. 3,111 3,111
New Horizons Home for The Aged Inc. 4,253 5,600
Patricia Taruc Shepherd-Payton 1,028 1,371
Richard W. Gindlesberger 358 600
Royal Colony View Place, LLC 4,061 5,600
Southern Alameda County Comite for Raza 64,313 -
SRP to Budget 2,057 -
Subacute Treatment for Adolescent 13,300 13,300
Thomas-Adams Residential Care Facility 4,888 6,400
Virginia S. Piano 2,503 3,600
West Oakland Health Council Inc. 75,515 20,028
Wings Of Love Group Home, Inc. 1,263 1,680
TOTAL 599,836 421,616
68
MEASURE A
ALLOCATION
FY 10/11
EXPENDED
FY 10/11
GROUP 1: BEHAVIORAL HEALTH (CONTINUED)
Alameda County Behavioral Health Care Services Community-Based Organization Providers (continued)
Mental Health Providers
Alameda Family Services 14,248 13,781
Axis Community Health, Inc. 16,043 13,803
Berkeley Addiction Treatment Services Inc. 5,781 -
Bi-Bett Corporation 5,493 5,324
Building Opportunities for Self-Sufficiency 2,197 2,197
Carnales Unidos Reformando Adictos 22,487 22,487
Community Drug Council 26,331 25,862
Community Health for Asian Americans 3,549 3,549
Davis Street Community Center Inc. 11,076 11,076
East Bay Asian Youth Center 3,085 3,085
East Bay Community Recovery Project 36,463 32,200
Filipinos for Affirmative Action Inc. 2,312 2,312
Health & Human Resources Education Center 5,160 2,990
Horizon Services Inc. 63,483 51,975
Humanistic Alternatives to Addiction 2,964 2,311
Latino Commission on Alcohol and Drug 57,475 57,475
Magnolia Women's Recovery Inc. 5,187 5,187
Native American Health Center Inc. 2,261 2,261
New Bridge Foundation Inc. 46,345 40,144
Second Chance Inc. 74,253 74,253
Senior Support of the Tri-Valley 2,221 2,221
Solid Foundation Inc. 9,459 9,459
St Mary's Center 4,010 4,010
Thunder Road-Adolescent Treatment 12,646 12,646
West Oakland Health Council Inc. 46,193 46,193
Young Men's Christian Association 9,315 9,315
Unallocated 354,909 399,802
TOTAL 844,946 855,918
GRAND TOTAL 1,444,782 1,277,534
Alameda County Behavioral Health Care Services Detoxification/Sobering Station 2,089,308 5,153,650
Criminal Justice Screening/In-Custody Services at Santa Rita Jail 3,260,336 3,260,336
Mental Health Costs for Glen Dyer Jail in Oakland 795,675 795,675
Mental Health Costs for Juvenile Justice Center 364,716 364,716
69
MEASURE A
ALLOCATION
FY 10/11
EXPENDED/
ENCUMBERED
FY 10/11
GROUP 2: HOSPITAL, TERTIARY CARE, OTHER
Children's Hospital 1,790,269 1,790,269
St. Rose Hospital 1,790,269 1,790,269
Administration/Infrastructure Support 159,135 148,129
MEASURE A
ALLOCATION
FY 10/11
EXPENDED/
ENCUMBERED
FY 10/11
GROUP 3: PRIMARY CARE
Alameda Health Consortium/Primary Care Community-Based Organizations
Asian Health Services 776,371 776,371
AXIS Community Health Center 445,257 445,257
Day Labor 127,873 127,873
Healthy Communities 376,260 376,260
La Clínica de La Raza 1,095,134 1,095,134
LifeLong Medical Care 754,267 754,267
Native American Health Center 342,269 342,269
Tiburcio Vasquez Health Center 553,318 553,318
Tri-Cities Health Center 654,842 654,842
West Oakland Health Center 524,752 524,752
Total 5,650,342 5,650,342
Preventive Care Pathways 99,068 99,068
Medical Costs for Juvenile Justice Center 198,919 152,234
Alameda County School Health Services Coalition
Alameda Family Services (Alameda and Encinal High)130,000 130,000
Children’s Hospital and Research Center Oakland (Chappell Hayes and Youth Uprising)130,000 130,000
City of Berkeley (Berkeley High)65,000 65,000
East Bay Asian Youth Center (Shop 55 Wellness Center)65,000 65,000
La Clínica de La Raza, Inc. (Roosevelt, TechniClinic, Tiger, San Lorenzo High)260,000 260,000
Tiburcio Vasquez Health Center, Inc. (Logan and Tennyson Health Centers)130,000 130,000
Evaluation and Administration 125,131 125,131
Total 905,131 905,131
Alameda County Public Health Department: Prevention Initiative
Chronic Disease & Injury Prevention
Project New Start 17,479 17,479
Community-Designed Initiative 80,013 80,013
Asthma 203,967 203,967
Diabetes 262,097 262,097
Healthy Kids Healthy Teeth 144,626 136,585
EMS 75,000 75,000
70
MEASURE A
ALLOCATION
FY 10/11
EXPENDED/
ENCUMBERED
FY 10/11
GROUP 3: PRIMARY CARE (CONTINUED)
Health Inequities & Community Capacity-Building
Community-Designed Initiative 51,662 51,662
Office of Director/CAPE 599,492 599,492
Community Nursing 95,037 95,037
Immunization Registry 196,378 196,378
HIV Prevention 96,522 96,522
FHS-Healthy Passage System of Care 134,885 90,427
Obesity Prevention and School Health
Nutrition Services 296,302 296,302
Public Health Nursing 176,814 196,621
Community-Designed Initiative 354,589 354,589
TOTAL 2,784,863 2,752,171
MEASURE A
ALLOCATION
FY 10/11
EXPENDED/
ENCUMBERED
FY 10/11
GROUP 4: BOARD OF SUPERVISORS
Board of Supervisors Discretionary Allocations 784,088 1,195,042
71
Map 1
AlAmedA County PubliC HeAltH ProgrAms Funded by meAsure A in Fy 10/11
#provider City
1 California Prevention and Education Oakland
2 City of Fremont Fremont
3 Community Reformed Church Oakland
4 Dental Health Foundation Oakland
5 East Oakland Boxing Association Oakland
6 HIV Education and Prevention Project of
Alameda County
Oakland
7 Institute for Food and Development Oakland
8 Internet Sexuality Information Services Oakland
9 La Familia Counseling Services Hayward
10 Lucile Packard Children's Hospital
Stanford
Fremont
11 Mandela MarketPlace Oakland
12 Niroga Institute, Inc.Oakland
Ma
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NOTE: Unincorporated areas, including Castro Valley,
shown lined. Cities shown in color.
Map 2
AlAmedA County beHAViorAl HeAltH CAre serViCes AlCoHol And drug ProViders
Funded by meAsure A in Fy 10/11
#provider City
1 Alameda Family Services (formerly
Xanthos)
Alameda
2 Axis Community Health Inc.Pleasanton
3 Berkeley Addiction Treatment Services
Inc.
Berkeley
4 Bi-Bett Corporation Oakland
5 Building Opportunities for Self-Sufficiency Berkeley
6 Carnales Unidos Reformando Adictos Fremont
7 Carnales Unidos Reformando Adictos Oakland
8 Community Drug Council Fremont
9 Community Health for Asian Americans Oakland
10 Davis Street Community Center San Leandro
11 East Bay Asian Youth Center Oakland
12 East Bay Community Recovery Project Oakland
13 Filipinos for Affirmative Action Inc.Union City
14 Health & Human Resource Education
Center
Oakland
15 Health & Human Resource Education
Center
Oakland
16 Horizon Services Hayward
#provider City
17 Humanistic Alternatives to Addiction Hayward
18 Latino Commission on Alcohol & Drug
Abuse of Alameda County
Oakland
19 Latino Commission on Alcohol & Drug
Abuse of Alameda County
Oakland
20 Magnolia Women's Recovery Inc.Newark
21 Native American Health Center Inc.Oakland
22 New Bridge Foundation Inc. Berkeley
23 New Bridge Foundation Inc. Berkeley
24 New Bridge Foundation Inc. Albany
25 Second Chance Inc. Hayward
26 Second Chance Inc. Newark
27 Senior Support Program Pleasanton
28 Solid Foundation Inc.Oakland
29 Solid Foundation Inc.Oakland
30 St. Mary's Center Oakland
31 Thunder Road-Adolescent Treatment Oakland
32 West Oakland Health Council Inc.Oakland
33 Y.M.C.A.Oakland
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NOTE: Unincorporated areas, including Castro Valley,
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 10/11
#provider City
1 Alameda Family Services Alameda
2 Ann Martin Children's Center Oakland
3 Annie M. Jacob Berkeley
4 Asian Community Mental Health Services Oakland
5 Berkeley Place Inc.Oakland
6 Bonita House Inc.Oakland
7 Bonita House Inc.Berkeley
8 Building Opportunities for Self-Sufficiency Oakland
9 Building Opportunities for Self-Sufficiency Hayward
10 Building Opportunities for Self-Sufficiency Berkeley
11 Center for Independent Living Berkeley
12 Charlie A. Benigno & Ester O. Benigno Oakland
13 Countywide Family Care, Inc.Oakland
14 Crisis Support Services of Alameda
County
Oakland
15 East Bay Agency for Children Oakland
16 Family Paths, Inc.Oakland
17 La Clínica de La Raza, Inc.Oakland
#provider City
18 Lincoln Child Center Oakland
19 Maria A. De Almeida Hayward
20 Maria A. Silva Hayward
21 Native American Health Center, Inc.Oakland
22 New Horizons Home for the Aged, Inc. Oakland
23 Patricia Taruc Shepherd-Payton Oakland
24 Richard W. Gindlesberger Hayward
25 Royal Colony View Place, LLC Oakland
26 Southern Alameda County Committee
for Raza
Hayward
27 Subacute Treatment for Adolescent San Leandro
28 Thomas-Adams Residential Care Facility Oakland
29 Virginia S. Piano Fremont
30 West Oakland Health Council, Inc.Oakland
31 Wings of Love Group Home, Inc.Oakland
30 Telecare – STRIDES Service Teams Oakland
31 Telecare – Villa Fairmont San Leandro
Ma
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A
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NOTE: Unincorporated areas, including Castro Valley,
shown lined. Cities shown in color.
Map 4
sCHool HeAltH Centers Funded by meAsure A in Fy 10/11
#provider City
1 Alameda High School Health Center Alameda
2 Berkeley High School Health Center Berkeley
3 Chappell Hayes Health Center Oakland
4 Encinal High School Health Center Alameda
5 Logan Health Center Union City
6 Roosevelt Health Center Oakland
7 San Lorenzo High Health Center San Lorenzo
8 Shop 55 Wellness Center Oakland
9 TechniClinic Oakland
10 Tennyson Health Center Hayward
11 Tiger Clinic Oakland
12 Youth Uprising Health Center Oakland
Ma
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C
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NOTE: Unincorporated areas, including Castro Valley,
shown lined. Cities shown in color.
Map 5
HeAltHPAC ProVider network Funded by meAsure A in Fy 10/11*
#provider City
alaMeda County MediCal Center
1 Eastmont Wellness Center Oakland
2 Fairmont Hospital Oakland
3 Highland Hospital Oakland
4 Newark Health Center Newark
5 Winton Wellness Center Hayward
asian HealtH serviCes
6 Adult Medical Services Oakland
7 Asian Health Services Oakland
8 Frank Kiang Medical Center Oakland
axis CoMMunity HealtH
9 Axis Community Health - Livermore Livermore
10 Axis Community Health - Pleasanton Pleasanton
HealtHy CoMMunities
11 William Byron Rumford Medical Center Berkeley
la ClíniCa de la raza
12 Clínica Alta Vista Oakland
13 La Clínica de La Raza Oakland
14 San Antonio Neighborhood Oakland
#provider City
lifelong MediCal Center
15 Berkeley Primary Care Berkeley
16 Downtown Oakland Clinic Oakland
17 Howard Daniel Clinic Oakland
18 LifeLong Medical Care-East Oakland Oakland
19 Over 60 Health Center Berkeley
20 West Berkeley Family Practice Berkeley
native aMeriCan HealtH Center
21 Native American Health Center Oakland
tiburCio vasquez HealtH Center
22 Tiburcio Vasquez - Hayward Hayward
23 Tiburcio Vasquez - Union City Union City
tri-City HealtH Center
24 Tri-City Health Center - Liberty Fremont
25 Tri-City Health Center - Mowry Fremont
26 Tri-City Health Center - State Fremont
West oakland HealtH CounCil
27 Albert J. Thomas Medical Clinic Oakland
28 East Oakland Health Center Oakland
29 Save-a-Life Wellness Center Oakland
30 West Oakland Health Center Oakland
* The Health Program of Alameda County, also known as HealthPAC (and formerly known as CMSP or ACE), is a County program that provides affordable
health care to uninsured people living in Alameda County. Services are provided through one of the nine community-based clinics that are part of the network
or through the Alameda County Medical Center.
Ma
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He
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HPA
C
P
r
o
Vid
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net
w
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r
k
Fun
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e
d
b
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meAsu
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e
A
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F
y 1
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/
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1
NOTE: Unincorporated areas, including Castro Valley,
shown lined. Cities shown in color.