HomeMy WebLinkAboutmeasurea-20-21-layout-6Measure A —
Health Care for All
Measure A
Essential Health Care Services Tax Ordinance
MEASURE A CITIZEN OVERSIGHT COMMITTEE
15TH REPORT TO THE ALAMEDA COUNTY
BOARD OF SUPERVISORS AND THE PUBLIC
Review of Expenditures
July 1, 2020 – June 30, 2021
Measure A — Health Care for All
MEASURE A
Essential Health Care Services Tax Ordinance
MEASURE A CITIZEN OVERSIGHT COMMITTEE
15TH REPORT
TO THE ALAMEDA COUNTY BOARD OF SUPERVISORS
AND THE PUBLIC
REVIEW OF EXPENDITURES IN
Fiscal Year (FY) 2020/2021
July 1, 2020 – June 30, 2021
PHOTO CREDITS
Cover (Clockwise from top left): Center for Early Intervention on Deafness; LifeLong Medical Care;
Service Opportunities for Seniors (Meals on Wheels); Health Services for Day Laborers: Multicultural
Institute; Health Services for Day Laborers: Street Level Health Project; Health Services for Persons Who
Inject Drugs: HIV Education and Prevention Project of Alameda County.
Page 7 (L to R): Health Services for Day Laborers: Multicultural Institute; Alameda Boys & Girls Club, Inc.;
Direct Medical and Support Services (Oakland): Preventive Care Pathways; Service Opportunities for
Seniors: Meals on Wheels; Senior Injury Prevention Program for Day Laborers: Street Level Health Project;
Alameda Boys & Girls Club, Inc.
Page 9: Alameda Boys & Girls Club, Inc.
Page 10: Center for Early Intervention on Deafness; Washington Hospital
Page 11: Public Health Prevention Initiative
Page 12: Alameda Boys & Girls Club, Inc.; Emergency Medical Services (EMS) Corps
Page 13: Children’s Hospital & Research Center at Oakland; LifeLong Medical Care
Page 14: Health Services for Day Laborers: Multicultural Institute
Page 38: Washington Hospital Healthcare Foundation
Page 45: Direct Medical and Support Services (Oakland): Preventive Care Pathways
Page 49: Health Services for Day Laborers: Multicultural Institute
Page 50: Health Services for Day Laborers: Street Level Health Project
Page 62: Alameda Boys & Girls Club, Inc.
Page 66: Center for Early Intervention on Deafness
Page 67: CityServe of the Tri-Valley
Page 73: Emergency Medical Services Corps/Alameda County Health Pathway Partnership
Page 76: Health Services for Persons Who Inject Drugs: HIV Education and Prevention Project of
Alameda County
Page 77: Healthy Homes Department: Fixing to Stay & Group Living Facilities Project
Page 80: Homelessness 3-Year Action Plan
Page 84: LifeLong Medical Care (Heart 2 Heart)
Page 86: Public Health Prevention Initiative
Page 96: Service Opportunities for Seniors (Meals on Wheels)
Page 97: Tri-Valley Haven for Women
CONTENTS
Measure a Citizen Oversight COMMittee MeMbers ................................................................................6
...............................................................................................................................7
................................................................................................................14
...................................................15
Behavioral Health and Alcohol and Other Drug Community-Based Providers .............................................19
Center for Healthy Schools and Communities (School-Based Behavioral Health Initiative) ............................21
Cherry Hill Detox and Sobering Station .................................................................................................23
Criminal Justice Screening and In-Custody Services ................................................................................24
Mental Health Services for Juvenile Justice Center ...................................................................................25
Mental Health Services for Newcomers and Immigrants (CERI) ................................................................26
Substance Use Disorder Services .........................................................................................................28
The Alliance for Community Wellness dba La Familia Counseling Services (La Familia) .................................29
hOspital, tertiary Care, Other
Children’s Hospital & Research Center at Oakland dba UCSF Benioff Children’s Hospital Oakland ................31
Children’s Hospital & Research Center at Oakland dba UCSF Benioff Children’s Hospital Oakland (BCHO) ....33
St. Rose Hospital ................................................................................................................................36
Washington Hospital Healthcare Foundation .........................................................................................38
priMary Care
Alameda County Dental Health ............................................................................................................40
Center for Elders’ Independence .........................................................................................................42
Center for Healthy Schools and Communities (School Health Centers) ......................................................43
Direct Medical and Support Services (Oakland): Preventive Care Pathways ...............................................45
Direct Medical and Support Services: Roots Community Health Center.....................................................47
Health Enrollment for Children ............................................................................................................48
Health Services for Day Laborers: Multicultural Institute ...........................................................................49
Health Services for Day Laborers: Street Level Health Project ...................................................................50
Health Services for Unaccompanied Immigrant Youth .............................................................................52
Medical Costs for Juvenile Justice Center: Direct Service Planning and Administration .................................53
Medical Costs for Juvenile Justice Center: Niroga Institute .......................................................................54
Medical Costs for Juvenile Justice Center: Victims of Crime ......................................................................56
Primary Care Community-Based Organizations ......................................................................................58
publiC health
Alameda Boys & Girls Club, Inc. ...........................................................................................................62
Asthma Start......................................................................................................................................64
Center for Early Intervention on Deafness ..............................................................................................65
CityServe of the Tri-Valley ....................................................................................................................66
Countywide Plan for Seniors: Home-Based Nursing Case Management ....................................................68
Countywide Plan for Seniors: Hospice & Advance Life Planning................................................................69
Countywide Plan for Seniors: Senior Injury Prevention Program ................................................................71
Emergency Medical Services Corps/ Alameda County Health Pathway Partnership ....................................72
Health Services for Persons Who Inject Drugs: HIV Education and Prevention Project of Alameda County .....74
Healthy Homes Department: Fixing to Stay & Group Living Facilities Project .............................................76
Home Visiting Services .......................................................................................................................77
Homelessness 3-Year Action Plan .........................................................................................................79
La Clinica De La Raza ..........................................................................................................................80
Latino Men and Boys Program ..............................................................................................................81
LifeLong Medical Care (Heart 2 Heart) ..................................................................................................83
Needle Exchange Emergency Distribution ............................................................................................85
Public Health Prevention Initiative ........................................................................................................86
Public Health Prevention Initiative: EMS Injury Prevention .......................................................................90
Public Health Services for Homeless Residents: Abode Services ..............................................................92
Roots Community Health Center ..........................................................................................................93
Senior Injury Prevention Program .........................................................................................................94
Service Opportunities for Seniors (Meals on Wheels) — District 3 .............................................................95
Service Opportunities for Seniors (Meals on Wheels) — District 4 .............................................................96
Tri-Valley Haven for Women ................................................................................................................97
West Oakland Health Center ...............................................................................................................98
Youth and Family Opportunity Initiatives ...............................................................................................99
appendiCes
appendix a: Measure a auditOr-COntrOller repOrt Fy 04/05 thrOugh Fy 20/21 .......................................... 104
............................................................................................. 105
appendix C: Fy 20/21 Measure a Fund distributiOn by prOvider Or prOgraM .................................................. 107
appendix d: Maps: geOgraphiC distributiOn OF prOviders Funded by Measure a in Fy 20/21 ............................... 112
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 6
MEASURE A CITIZEN OVERSIGHT
COMMITTEE MEMBERS
The Measure A ordinance established a Citizen Oversight Committee, which consists of 17
members appointed by the Alameda County Board of Supervisors (Board), to annually review the
expenditures for the prior year and report to the Board on the conformity of the expenditures to
the ordinance. The Committee develops, publishes, and presents a final report, based on individual
reports submitted by fund recipients at the end of each year, to the Board. Each nominating agency
is responsible for appointing a new member to any current vacancy. For more information regarding
the Measure A Oversight Committee, please contact the Alameda County Health Care Services
Agency at MeasureA@acgov.org.
SEAT COMMITTEE MEMBER REPRESENTING/NOMINATED BY
Seat 1 (vacant) League of Women Voters
Seat 2 Susan Hauser League of Women Voters
Seat 3 Ann E. Maris, PhD Alameda County Taxpayers Association, Inc.
Seat 4 (vacant) Alameda County Mental Health Board
Seat 5 Nestor Castillo Alameda County Public Health Commission
Seat 6 (vacant) Central Labor Council of Alameda County
Seat 7 Rachel Richman Central Labor Council of Alameda County
Seat 8 Rebecca Rozen Hospital Council of Northern & Central California
Seat 9 Frank Staggers Jr., M.D. Alameda-Contra Costa Medical Association
Seat 10 (vacant) City of Berkeley
Seat 11 Christine Martin City Managers’ Association
Seat 12 Kelly McAdoo City Managers’ Association
Seat 13 Michael McCorriston District 1 Supervisor David Haubert
Seat 14 (vacant) District 2 Supervisor Elisa Marquez
Seat 15 Ryan LaLonde District 3 Supervisor Lena Tam
Seat 16 (vacant) District 4 Supervisor Nate Miley
Seat 17 (vacant) District 5 Supervisor Keith Carson
ALAMEDA COUNTY HEALTH CARE SERVICES AGENCY STAFF
Colleen Chawla, Agency Director
Kristel Acacio, Financial Services Director
James Nguyen, Administrative & Financial Services Manager
Ricca Espiridion, Director of Hospital Finance
Justine Eclipse, Secretary
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 7
About the Measure A Citizen
Oversight Committee
O ne of the provisions of Measure A required the
establishment of a Citizen Oversight Committee. The
Measure states: “The citizen oversight committee
shall annually review the expenditure of the essential health care
services tax fund for the prior year and shall report to the Board of
Supervisors on the conformity of such expenditures.”
With ongoing support from the Alameda County Health Care
Services Agency (HCSA), the Oversight Committee spent
several months reviewing allocation reports, highlighting
accomplishments while deliberating and communicating
concerns to providers, and reviewing and editing the Measure A
annual report. Report forms that are based on the Results-Based
Accountability methodology, along with in-person presentations
from several providers, were used to review all funding
allocations.
History of Measure A
Passed by 71% of Alameda County
voters in March 2004
Extended through 2034
(as Measure AA) by 76% of
voters in June 2014
Raises County sales tax by one-half
cent for health care services:
Emergency medical, hospital inpatient/
outpatient, public health, mental health,
and substance abuse
Target populations: Indigent, low
income, and uninsured adults, children
and families, seniors, and other residents
of Alameda County
Overall Conclusion
The Oversight Committee found that Alameda Health System (AHS) and other
recipients of the sales tax revenue spent the funds in compliance with the
provisions of Measure A.
FY 2020/21 Measure A Executive Summary
(July 1, 2020 – June 30, 2021)
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 8
Revenue and Expenditures: At a Glance
Of the $161,547,180* that Measure A generated in FY 20/21, AHS received 75%, and the
remainder of the funds was distributed by the Alameda County Board of Supervisors (Board) to many health care providers
who provide essential health care services.
DISTRIBUTION OF MEASURE A FUNDS
Alameda Hospital
8.5%
Parkbridge
1.4%
Highland Acute
37.9%
Fairmont
4.7%
Provider Services
28.1%
Ambulatory
3.9%
John George
7.8%
San Leandro
7.7%Public Health 33%
Behavioral Health 24%
Primary Care 24%
Hospital, Tertiary Care, Other 19%
* Does not include interest earned.
** Board allocations are made in advance of a given fiscal year. Therefore, the amount generated by Measure A for that year does not equal the amount
allocated by the Board.
$37.8 M Allocation
of Measure A Funds Approved by
the Board of Supervisors**
$121.2M Allocation
of Measure A Funds to
Alameda Health System
75%
$121.2 M
GENERATED
25%
$40.4 M*
GENERATED
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 9
Alameda Boys and Girls Club, Inc.
Highlights
Since the full implementation of the Affordable Care Act in 2014,
more than 18,000 newly eligible Alameda County residents have
been enrolled in the state’s Medi-Cal program, and more than
77,000 County residents have been enrolled in Covered California.
Despite these achievements in increasing the number of individuals who
have health insurance, an estimated 69,452 individuals, or 5% of County
residents, remain uninsured, according to the American Community
Survey estimates for 2021 (Source: U.S. Census Bureau, Small Area Health
Insurance Estimates).
The novel coronavirus (COVID-19) pandemic, which began in December
2019, has disproportionately impacted communities of color, in
particular Latinos and African Americans, in terms of COVID-19 cases and
hospitalizations as a result of inequitable access to a range of resources that
enable people to be healthy, in Alameda County. Collectively, many of the
community-based organizations, health care providers, County agencies,
and school and city partners funded by Measure A responded to the
pandemic to expand COVID-19 testing and contract tracing; support shelter-
in-place, isolation, quarantine, and protective measures, especially for high-
risk groups; and participate in other countywide responses to address the
needs of marginalized communities most impacted by the pandemic.
However, during this time period under the Trump administration, serious
efforts were taken to dismantle the Affordable Care Act, which may erode
public health coverage. Thus, Measure A revenues continue to play a
critical role in helping indigent, uninsured, and low income residents of
the County—who depend on the County’s health care safety net—maintain
access to essential health services.
With regard to Measure A recipient reporting, the Committee recognizes
an ongoing trend of improvement in the quality and level of detail in
the reporting process compared to prior years. This is due in part to the
ongoing effort of the Committee and HCSA to improve the accountability
of Measure A recipients.
Supporting Health Care for Many…
During the height of the pandemic, the need for health care services
increased dramatically, while providers faced mounting challenges due to
the shelter-in-place and staffing issues. Nevertheless, Measure A funding
continued to support many recipients in providing health care services
to large numbers of County residents. For example, AHS used its 75%
of Measure A tax revenues to provide services to 107,796 patients in FY
20/21. Providers under the Public Health Prevention Initiative served a
cumulative total of 77,257 County residents through Measure A, while the
member agencies of the Primary Care Community-Based Organizations
served 278,291 residents.
AHS served 107,796
County residents through
Measure A in FY 20/21, while
the member agencies of the
Primary Care Community-
Based Organizations served
278,291 residents.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 10
Center for Early Intervention on Deafness
…Across All Segments of County Residents
Measure A funding supports health care services for County residents
across all demographic groups, including seniors, youth, the unhoused,
the incarcerated, and those struggling with substance use. Recipient
providers are located throughout the County, serving all Supervisorial
Districts. Reflecting the diversity of County residents, providers continue to
offer services in more than 33 languages, including Spanish, Cantonese,
Mandarin, Cambodian, Armenian, Tongan, and Vietnamese, among many
others .
Achieving and Exceeding Goalss
Even during a year constrained by the pandemic, many Measure A
recipient providers met or even exceeded their targets for service delivery.
For example, at the Alameda County Juvenile Justice Center, Criminal
Justice Screening and In-Custody Services provided an average of 3,124
hours of crisis intervention services each month, compared with a target
of 1,000. The Alliance for Community Wellness dba La Familia Counseling
Services (La Familia) conducted outreach, information, and referrals to
basic needs and services to 1,094 participants, compared with a target of
250. And the LifeLong Medical Care Heart 2 Heart Program serve 2,191
community members at 96 community health events, compared with a
target of 50 members at 15 events.
Continuing COVID-19 Innovations
In FY 20/21, many providers continued to expand innovative efforts
to respond to the COVID-19 pandemic. Recipients such as Alameda
Health Services and Public Health Department programs provided
services via telehealth, including phone- and video-based contacts.
The City of San Leandro Senior Injury Prevention Program created the
Virtual Senior Community Center (VSCC) web page that provides links to
health resources, virtual exercise, travel, and craft videos to provide an
alternative source of activities. One of the Youth and Family Opportunity
Initiatives providers, YR Media, adapted their arts education curriculum
to run virtually and keep young people engaged with the program and
staff. Washington Hospital Healthcare Foundation administered 42,886
COVID-19 tests to 32,837 people. And the Alameda County Office of
Homeless Care and Coordination (OHCC), in coordination with the HCSA,
continued to provide critical shelter and support to access permanent
housing at a time when the ability to safely shelter in place in a non-
congregate setting was more crucial than ever.
Washington Hospital
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 11
Serving Body and Mind
Mental and behavioral health plays an equally important role as physical
health in whole-person wellness. Recognizing this, many Measure A
providers offer programs that support improved outcomes in personal
and social development for clients ranging from youth to seniors. Students
at the Center for Healthy Schools & Communities (CHSC) School Health
Centers made 13,045 behavioral health visits, while 98% of Mental Health
Services for Newcomers and Immigrants (CERI) clients receiving mental
health services agreed or strongly agreed that they dealt more effectively
with their problems.
Achieving Satisfying Results
At the Countywide Plan for Seniors: Getting the Most Out of Life (GMOL)
program, 100% of survey respondents out of 1,180 clients served by
Measure A reported they were satisfied or very satisfied with the overall
quality of the education and training presentations. Similarly, 100% of
survey respondents out of 405 Needle Exchange Emergency Distribution
(NEED) participants receiving services funded by Measure A were satisfied
with the services.
Promoting Better Outcomes Through Knowledge
While all Measure A providers work to address existing health issues, many
also look to prevent health and life crises before they occur by focusing on
knowledge and education. For example, Asthma Start’s services include
increasing parents’ knowledge of asthma management and improved
asthma control. Multicultural Institute (MI) hosts health care trainings or
workshops as well as street-based health education sessions, at which over
90% of attendees report an increase in knowledge. The Senior Support
Program of the Tri-Valley’s Medication Safety program provides clients the
tools and knowledge necessary to safely take their medications.
Bringing in Additional Health Care Funding
Measure A continues to prove itself as a wise financial investment of County
sales tax dollars, as over 45% of recipients leveraged their Measure A
allocation to obtain matching funds from government programs, private
and public foundations, and individuals totaling more than $71M .
These matching funds often represented a more-than-50% return on the
allocation, and sometimes exceeded 100%. The Washington Hospital
Healthcare Foundation received a return of almost 500% in matching
funds, Mental Health Services for Newcomers and Immigrants (CERI)
almost 800%, and the CHCS School Health Centers over 1,000%.
$61.77
MILLION
$37.8
MILLION
Measure A Funds
Approved by the
Board of Supervisors
Matching
Funds
Public Health Prevention Initiative
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 12
Alameda Boys and Girls Club, Inc.
General Concerns and
Recommendations
In developing this report, the Oversight Committee identified several
concerns regarding the state of health care funding both during the
years of Measure A implementation (2004-2021) and in the foreseeable
future.
Many families, especially those living in disadvantaged communities,
have not benefited from the economic recovery in recent years and face
rising housing and living costs, which significantly impact the health of
County residents. According to EveryOne Counts! 2020 Homeless Count
and Survey data submitted to the U.S. Department of Housing and Urban
Development (HUD), an estimated 8,022 County residents experiencing
homelessness were counted. As the housing and homelessness crisis
continues to grow in Alameda County, Measure A continues to play a vital
role in providing essential health services to many vulnerable residents,
including low income families and seniors.
The Committee urges Alameda County to pay close attention to public
health policy changes that relate to homelessness and housing affordability
that may have significant impacts on health care access or the County’s
safety net. In addition, Alameda County should continue to closely monitor
efforts that threaten entitlement programs, change the definition of Public
Charge, or dismantle the Affordable Care Act.
Realizing the full promise of these Affordable Care Act reforms presents
a significant challenge, as the health care delivery system remains
fragmented, eligibility systems are cumbersome and difficult to negotiate,
and access to care continues to be compromised by low reimbursement
rates, chronic underfunding, and a shortage of providers—particularly
in primary and preventive care. In addition, the public health system,
which has experienced long-term underfunding, requires additional
resources to build a strong and qualified workforce and modern data and
information systems to deliver essential public health services. Measure A
will continue to serve as an essential revenue stream in developing creative
and innovative ways to improve access to care, lower the cost of care,
and improve the patient experience. This in turn helps promote equity in
health care service delivery by addressing the root causes of poor health
outcomes.
The COVID-19 pandemic has had a profound negative impact on the
mental health and well-being of people, with increasing numbers of
people experiencing anxiety, depression, loneliness, and other mental
health concerns. Furthermore, the increased isolation as a result of the
shelter-in-place and social distancing measures highlighted the critical
ways natural, social, and built environments affect mental health and the
need for more clean and healthy outdoor spaces, particularly in urban
Alameda County.
Emergency Medical Services (EMS) Corps
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 13
Insufficient Reporting
Although reporting continues to improve, the Committee expresses
the ongoing concern that its review is impacted by the varying level
of detail provided in fund recipient reports, as well as varying levels of
responsiveness to questions posed by the Committee to recipients. This
makes it difficult for the Committee to determine whether funding is being
spent on the Measure A target population. For example, multiple provider
reports listed objectives that were not measurable, and many stated
positive outcomes that were not supported with quantifiable data.
RECOMMENDATIONS
• HCSA should receive continued funding to provide training to Measure
A recipients to increase their capacity to effectively collect and report
demographic data on the clients that they serve and their results-based
effort, quality, and impact measures. The Committee further advocates
that HCSA be sufficiently staffed to successfully implement such a
process.
• Organizations that do not provide adequate information may not be
considered for future funding.
Economic Impacts from COVID-19
While the U.S. economy has had more than eight years of growth following
the Great Recession, the COVID-19 pandemic could continue to affect
the global and local economy as a result of production and supply chain
slowdowns and financial market disruptions, which would have a negative
impact on many of the providers and programs that receive Measure A
funding.
RECOMMENDATION
To sustain base funding, adequate Measure A reserves should be
maintained to address projected decreases in revenue.
Children’s Hospital & Research Center at Oakland
LifeLong Medical Care
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 14
HOW THE MONEY WAS SPENT
Measure A tax revenue is used to
provide emergency medical, hospital
inpatient, outpatient, public health,
mental health, and substance abuse
services to indigent, low income, and
uninsured adults, children and families,
seniors, and other residents of Alameda
County.
Each year, the Alameda Health System
(AHS) receives 75% of Measure A
funds, which is allocated by their Board
of Trustees to provide primary and
specialty care, preventative, and mental
health services to patients served at
AHS’s multiple facilities, including
Highland Hospital, John George Psychiatric Hospital, Fairmont Hospital, San Leandro Hospital, and Alameda Hospital.
The remaining 25% of the Measure A funds received is allocated by the Alameda County Board of Supervisors (Board) to
provide critical medical services offered by community-based health care providers, emergency care, and public health,
mental health, and substance abuse services to address the many health needs of communities throughout the County.
In FY 20/21, Measure A generated $161,547,180 (not including interest earned). The funds were allocated as follows:
Alameda Health System (75%): $121,160,385
Alameda County (non-AHS) (25%): $40,386,795
TOTAL: $161,547,180
In FY 20/21, the Alameda County approved budget totaled $3.5 billion. The Alameda County Health Care Services Agency*
approved budget totaled $974.6 million, or 28% of the total County budget. Measure A revenues not specifically designated
for AHS accounted for $38,004,832, or 1%.
* Excludes Emergency Medical Services and Vector Control
The following sections in the report provide more detail on how AHS and the Board spent Measure A funds in FY 20/21,
which includes revenue generated in the reporting year as well as unspent funds earned in previous years.
Alameda County
Board of Supervisors
Alameda Health System
Board of Trustees
25%
75%
25%
DISTRIBUTION OF MEASURE A ALLOCATIONS
Background
Alameda Health System (AHS) works for the caring, healing, teaching, and
serving of all. It provides a patient- and family-centered system of care that
promotes wellness, eliminates disparities, and optimizes the health of its
diverse communities.
AHS services are based on the following pillars:
• Access. Decrease the median time from decision to admit to inpatient
bed at the Highland Hospital Emergency Department (ED). This not
only reduces congestion in the ED but also improves quality of care and
patient satisfaction, can decrease the number of patients leaving without
being seen, and minimizes exposures to COVID-19 and other infectious
diseases in waiting areas.
• Quality. Decrease hospital-acquired infections and harms. This improves
the health of patients and decreases the length of stay, which can lead to
improved outcomes and decreased utilization.
• Experience. Improve Hospital Consumer Assessment of Healthcare
Providers and Systems (HCAHPS) and Clinician and Group Consumer
Assessment of Healthcare Providers and Systems (CGCAHPS) scores.
The HCAHPS and CGCAHPS surveys reflect the voices of patients and
provide AHS with information about their experience. AHS uses the data
and patients’ comments to determine what key drivers impact the overall
scores.
• Network. Decrease rehospitalization during the first 30 days of home
health. AHS has partnered with Golden Pacific Home Health to provide
home health services to eligible uninsured patients within five days of
inpatient hospital discharge. This partnership helps ensure that patients
reach prior levels of function with effective home health care.
FY 20/21 Allocation: $121,160,385 | Expended/Encumbered: $121,160,385
Individuals served by Measure A: 107,796 (Total individuals served: 107,796)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Emergency Medical, Hospital Inpatient, Hospital Outpatient, Public Health, Mental
Health, Substance Abuse
Service area: Countywide
FY 20/21: 75% of Measure A Funds Allocated to
Alameda Health System
alamedahealthsystem.org
Matching Funds
$30 M
through an Intergovernmental
Transfer.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 15
• Workforce Development. Reduce workplace injury. The ability to provide
a safe environment for staff and volunteers is not only a priority for the
health of employees but also essential to providing high quality patient
care. Strategies to improve patient safety and employee safety go hand
in hand.
During the COVID-19 pandemic and stay-at-home orders, telehealth
became an effective alternative to in-office appointments. AHS offered
video and phone visits to underserved patients, which improved the ability
of chronically ill patients to keep their appointments. Clients indicated they
had greater flexibility and fewer transportation barriers to access care.
AHS provided “tech advocates” to call patients in advance of
appointments to determine if phones were preferable over computers or
tablets. AHS continues to advocate for and enhance its ability to conduct
telemedicine visits in order to achieve health equity for low income
residents.
AHS provides services in over 25 languages in person, by teleconference,
or by videoconference. An additional 10 languages are offered through
contracted phone interpretation.
Measure A Funding Achievements
AHS does not have programs specifically or separately supported by
Measure A funds. As a result, the results below are for AHS as a whole. Its
overall programs, goals, and strategies are aligned to ensure its ability to
meet the purpose of the voter-approved Essential Health Care Services
Initiative, providing additional support for emergency medical, hospital
inpatient, outpatient, public health, mental health, and substance abuse
services to indigent, low income, and uninsured adults, children, families,
seniors, and other residents of Alameda County.
In FY 20/21, Measure A helped AHS achieve the following across its
strategic pillars.
Access
AHS decreased the time from decision to admit to inpatient bed at the
Highland Hospital ED to two hours, 52 minutes (target: three hours, eight
minutes).
It continued multidisciplinary rounds with all medicine and surgical teams
daily and efficiently responded to hospital surges through the Systems
Throughput Steering Committee.
Quality
AHS reduced the hospital-acquired infections (HAI) index to 0.88 and the
number of hospital-acquired harms (HAH) per 1,000 discharges to 0.34
(targets: 0.64 and 1.38).
Success Story
Mike was a COVID-19 patient and
had extended stays at various
long-term care facilities, including
AHS’s Fairmont campus. During
his stay, he was wheelchair-
bound and had multiple medical
complications. His number one
priority was to walk again. With
the support of a rehab team, his
mobility and strength improved.
But he wanted more—a sense
of purpose to go along with his
physical recovery. He got involved
as a Bingo caller at Fairmont and
helped keep the outdoor visiting
area clean and welcoming. The
AHS Fairmont team recently
helped him find housing and a
job, and he left Fairmont walking
on his own two feet.
Highlights
Access
AHS exceeded its target time from
decision to inpatient bed by about 15
minutes.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 16
It continued monitoring and daily collaboration with unit staff, which
resulted in just-in-time corrections.
Experience
AHS increased its HCAHPS scores for hospital ratings, with 69.11% giving
a 9 or 10 rating (target: 70.8%). It also increased its CGCAHPS scores for
provider ratings, with 72.18% giving a 9 or 10 rating (target: 68.78%).
AHS implemented service standards and Patient Experience Boot Camps
for AHS leaders; conducted monthly consultations with leaders at three
acute facilities; disseminated data, analysis, and highlights of positive
comments and concerns; and implemented No Pass Zones, which
empower all staff, including non-nursing personnel, to respond to call
lights and decrease patient waits. It also reinforced Greet-Introduce-For-
Thank you (GIFT), which helps create human connections in both acute and
ambulatory areas; continued to offer virtual care within Ambulatory Care
and shared patient comments with ambulatory leaders weekly; utilized
volunteers to activate electronic health records for ambulatory patients;
and implemented “first-touch resolution,” an approach for managing
incoming calls at Hayward Wellness.
Network
AHS decreased the rehospitalization rate for home health patients within
30 days to 12.08% (target: 11.91%).
It improved patient care transitions, with the Care Transitions and Complex
Care teams doing outreach to patients within 72 hours of discharge
to ensure their needs were met and they had the resources needed to
transition home.
Workforce Development
AHS reduced the number of workplace injuries occurring during the year
to 252 (target: 282).
It revised its Injury Illness and Prevention Plan (IIPP) to focus on
management, leadership, employee protection, hazard identification
and assessment, hazard prevention and control, education and training,
and program evaluation/improvement. AHS also held monthly meetings
with departments exhibiting high claim rates to review claims and
discuss potential workplace safety measures, had ergonomic vendors
complete over 300 preventative ergonomic evaluations, and established
a Workplace Violence Prevention program covering risk assessment,
reporting/recording obligations, incident response and investigation, and
training.
Highlights
Quality
The HAH index decreased by 78%,
including a six-month period where
no HAH were reported.
Experience
AHS exceeded its FY 20/21 goal for
the CGCAHPS provider rating.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 17
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 18
FUNDS ALLOCATED BY THE ALAMEDA COUNTY BOARD OF SUPERVISORS
BEHAVIORAL HEALTH
Behavioral Health and Alcohol and Other Drug Community-Based Providers ...................................19
Center for Healthy Schools and Communities (School-Based Behavioral Health Initiative) ..................21
Cherry Hill Detox and Sobering Station .......................................................................................23
Criminal Justice Screening and In-Custody Services ......................................................................24
Mental Health Services for Juvenile Justice Center .........................................................................25
Mental Health Services for Newcomers and Immigrants (CERI) ......................................................26
Substance Use Disorder Services ...............................................................................................28
The Alliance for Community Wellness dba La Familia Counseling Services (La Familia) .......................29
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 18
Background
Alameda County Behavioral Health Care Services (BHCS) works to
maximize the recovery, resilience, and wellness of all eligible Alameda
County residents who are developing or experience serious mental health,
alcohol, or drug concerns. Community-based organizations (CBOs)
provide mental health services under contract with BHCS to meet the
diverse cultural and language needs of County resident populations.
The CBOs that receive Measure A funds provide services that include
outreach, engagement, linkage to housing, linkage to services, and
education and support for families.
Services are provided in Spanish, Vietnamese, Cantonese, and Mandarin.
Measure A Funding Achievements
Measure A funding helped BHCS providers achieve the following:
• La Familia Adult Service Team provided 2,667 service hours and 717
medication support hours to 110 unique clients, with an average monthly
caseload of 100 clients (target: 5,320 service hours and 875 medication
support hours to 150 clients, with an average monthly caseload of 112
clients).
• Mental Health Association of Alameda County (MHAAC) Family
Caregiver provided 1,736 service hours and responded to 2,056
questions from family caregivers and consumers (target: 1,026 service
hours and 3,600 questions).
• MHAAC Certification Hearing Representation Program provided 2,020
service hours; interviewed 5,630 certified patients; and attended 4,880
FY 20/21 Allocation: $150,000 | Expended/Encumbered: $150,0000
Individuals served by Measure A: 194 (Total individuals served: 25,540)
Populations served: Indigent Adults, Families, Seniors
Services provided: Mental Health, Substance Abuse
Service area: Countywide
Behavioral Health and Alcohol and Other Drug
Community-Based Providers
www.acbhcs.org
Matching Funds
$150,000
from Medi- Cal.
Highlights
39%
39% of ABODE HOPE clients received
at least one non-cash benefit such
as WIC, CalFresh, CalWORKs,
child care, or transportation
(target: 30%).
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 19
certification review hearings (target: 5,465 service hours; 2,000–4,000
interviews; and 2,000–4,000 hearings).
• Patient’s Right Advocacy Program provided 4,878 service hours and
responded to 13,931 calls (target: 2,722 service hours and 900–1,200
calls).
• Homeless Outreach for People Empowerment (HOPE) provided 4,451
service hours to 2,107 outreach contacts, with 570 engaged clients
entered into the County’s Homeless Management Information System
(HMIS) (target: 5,594 service hours to 3,600 contacts with 300 engaged
clients entered into HMIS).
Highlights
67%
67% of participants received
permanent or temporary indoor
housing (target: at least 30%).
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 20
Background
The Center for Healthy Schools and Communities (CHSC) works to foster
the academic success, health, and well-being of Alameda County youth
by building universal access to high quality supports and opportunities in
schools and neighborhoods.
Across districts, District Health and Wellness Leaders (DHWL) and
School-Based Clinical Consultants (SBCC) support the establishment,
maintenance, and performance of systems to support youth mental
health, behavioral health, and social-emotional development. The two key
strategies for the program’s success are the central nature of the DHWL/
SBCC, with one person holding and coordinating the vision for behavioral
health at the district and school level, and the collaborative nature of the
program: DHWLs/SBCCs are expected to interface with youth, teachers,
district leadership, parents, and community partners.
While DHWLs are placed at the district level, SBCCs are placed at the
school level and currently serve schools in the Oakland and Hayward
Unified School Districts. Similar to DHWLs, SBCCs support school-
based health and wellness efforts by providing skill-building trainings
and consultations with teachers and staff, developing relationships with
community partners, connecting families to internal and external health
services, and providing clinical case management for students with
mental health service needs. Coordination of Services Team (COST), a
school-based strategy for managing and integrating learning supports and
resources for students, continues to be successful.
Providers funded via Measure A have the capacity to serve clients in
multiple languages, with a particular focus on Spanish, and have access
to the County’s interpretation and translation services that expand the
capacity to serve students and families who speak other languages.
FY 20/21 Allocation: $1,333,336 | Expended/Encumbered: $1,333,336
Individuals served by Measure A: 4,837 (Total individuals served: 13,820)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Mental Health, Substance Abuse
Service area: Countywide, Homeless or Transient
Center for Healthy Schools and Communities
(School-Based Behavioral Health Initiative)
achealthyschools.org
Matching Funds
$2.48 M
from the Tobacco Master
Settlement Fund (TMSF), Medi-Cal
Administrative Activity (MAA),
and Mental Health Services Act
Prevention and Early Intervention
(MHSA PEI).
Highlights
97%
97% of youth reported that the
people who work at the program
helped them deal with stress and
anxiety better (target: 80%).
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 21
Measure A Funding Achievements
Through the School-Based Behavioral Health Initiative, CHSC-supported
sites used their Measure A allocations to achieve the following:
• Refer 2,990 students to Tier 2: Early Intervention Behavioral Health
services
• Refer 3,683 students to Tier 3: Treatment services
• Provide 14,383 hours of treatment services
• Implement the COST program at six new schools and 275 total schools
in 14 school districts (target: 250 schools in 14 districts)
• Refer 13,820 students to COST services
• Through DHWLs, SBCCs, and District Health and Wellness Consultants
(DHWCs), conduct capacity-building trainings and consultations
providing:
- 409 hours of training to school districts and staff
- 253 hours of training to parents and caregivers
- 3,167 hours of coaching and consultation on mental health issues and
school health initiatives
• Through DHWLs, spend 2,524 hours supporting school health initiatives
and mental health consultations to schools across all 14 districts
supported by CHSC
• Through SBCCs, spend:
- 747 hours providing direct services to students and families through
individual, family, and group support
- 575 hours providing capacity-building consultation to district and
school staff
Success Story
A family with students at three
different schools in San Lorenzo
Unified was referred to COST at
each of their school sites. As a
result of the COST referrals, school
social workers from the three
sites collaborated to connect
the students to mental health
supports. One of the school
social workers completed a home
visit with the school principal to
check in with the student's family
regarding counseling and basic
needs. The school social worker
then connected the family to
the school-based therapist, who
began following up to get all three
students connected to counseling
services.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 22
Background
Cherry Hill Sobering and Detox (CHSD) works to cultivate or restore a
sense of hope, self-confidence, and community to people impacted by
substance use and mental health challenges by providing effective, trauma-
informed prevention, treatment, and recovery services.
CHSD services are life-saving for the suffering addict and alcoholic, who
would otherwise risk living and dying on the streets. As overdoses in
Alameda County have risen due to the COVID-19 pandemic and lockdown,
CHSD provides a safe place for an individual to come and receive life-
saving services, such as health stabilization, medication-assisted therapy,
and withdrawal management. CHSD facilities for some clients are the only
place they feel safe, cared for, and cared about, thus making a client feel
like they are still a part of a caring community.
CHSD offers services in English, Spanish, Hindu, and Tagalog and partners
with Alameda County Behavioral Health Care Services for additional
interpreter services.
Measure A Funding Achievements
CHSD used its Measure A allocation to achieve the following:
• Provide detoxification services to 2,018 individuals (target: 1,676)
• Maintain a daily occupancy of 20.76 residents at the Detoxification
Center (target: 22)
• Provide a total annual bed day service capacity of 4,460 (target: 6,205)
• Admit 12.22 clients each day for sobering services (target: 17)
FY 20/21 Allocation: $2,295,875 | Expended/Encumbered: $2,295,875
Individuals served by Measure A: 6,478 (Total individuals served: 6,478)
Populations served: Indigent, Low Income, Uninsured Adults, Seniors
Services provided: Substance Abuse
Service area: Countywide, Homeless or Transient, Outside of Alameda County
Cherry Hill Detox and Sobering Station
horizonservices.org
Highlights
90%
90% of intoxicated clients engaged
in services for a minimum of six
hours per episode (target: 50%).
Matching Funds
$1.88 M
from Medi-Cal and the Substance
Abuse Prevention and Treatment
Block Grant (SABG) program.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 23
Background
Alameda County Behavioral Health Care Services (BHCS) works to
maximize the recovery, resilience, and wellness of all eligible Alameda
County residents who develop or are experiencing serious mental health,
alcohol, or drug concerns.
BHCS uses Measure A funding to amplify the mental health system
coverage in the Adult Forensic Behavioral Health (AFBH) area of Santa Rita
Jail. AFBH provides critical services to clients who find themselves in very
stressful and often traumatizing situations while being incarcerated. Without
AFBH services, clients would not have access to mental health services
and could be at greater risk for significant mental health challenges such
as depression, self-harm, and crisis. AFBH staff work to de-escalate crisis
situations, make recommendations to Alameda County Sheriff staff to keep
clients safe and healthy, refer clients to higher levels of care when needed,
ensure clients have appropriate mental health medications, and support
release and re-entry planning to ensure continuity of care.
AFBH staff at Santa Rita Jail speak Spanish, Mandarin, Vietnamese, Tagalog,
Hindi, Punjabi, Japanese, Farsi, and Russian.
Measure A Funding Achievements
AFBH used its Measure A allocation to achieve the following:
• Each month, provide an average of:
- 3,124 hours of crisis intervention services (target: 1,000)
- 1,845 hours of mental health services (target: 1,500)
• Be available to Sheriff’s Department and medical staff, either on call or
in person, 24 hours daily, 7 days per week, 100% of the time for consult
(target: 100%)
• Through AFBH psychiatrists, provide an average of 390 medication
supportive services to clients (target: 250)
FY 20/21 Allocation: $4,306,000 | Expended/Encumbered: $4,306,000
Individuals served by Measure A: 4,301 (Total individuals served: 4,301)
Populations served: Indigent, Low Income, Uninsured Adults, Seniors, Other: Incarcerated Individuals
Services provided: Mental Health, Substance Abuse
Service area: Countywide
Criminal Justice Screening and In-Custody Services
Success Story
An incarcerated client was
connected to substance use
services by AFBH mental health
staff and spent four months in
treatment. The client is currently
enrolled in BHCS intensive
outpatient services, receiving
mental health therapy from a
community provider, connected
to a primary care physician, and
living in a recovery residence.
The client reports that part of
the determination to continue
community services and treatment
was based on the support
received while at Santa Rita Jail.
The client reports that the mental
health and substance use services
at Santa Rita Jail provided some
hope that life changes were
possible even while incarcerated.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 24
Background
Alameda County Behavioral Health (ACBH) Juvenile Justice Center (JJC)
Guidance Clinic/Mental Health Services works 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.
The JJC Guidance Clinic provides critical services to their clients who
find themselves in very stressful and often traumatizing situations, such
as being detained. Staff work to de-escalate crisis situations, make
recommendations to probation staff for clients’ health and safety, make
client referrals to higher care levels when needed, ensure that clients have
appropriate mental health medications, partner with JJC medical services
to create coordinated care plans, and support release and re-entry plans to
ensure continuity of care.
Mental health services provided to youth in detention are not eligible for
reimbursement by Medi-Cal or the state. The Measure A funding that the
JJC/Guidance Clinic receives provides access to mental health services
and contributes to preventing greater risk for significant mental health
challenges, such as depression, self-harm, or crisis.
Measure A Funding Achievements
BHCS used its Measure A allocation to achieve the following:
• Ensure that:
- 90% of youth booked into the JJC were seen by a mental health
clinician (target: 80%)
- 90% of youth referred for crisis counseling services were seen by a
mental health clinician (target: 90%)
• Pilot a new screening tool to identify clients who require intensive
mental health and case management services upon their return to the
community
FY 20/21 Allocation: $360,000 | Expended/Encumbered: $360,000
Individuals served by Measure A: 306 (Total individuals served: 306)
Populations served: Low Income, Uninsured Adults, Children, Families, Other: Detained Individuals
Services provided: Mental Health, Substance Abuse
Service area: Countywide
Mental Health Services for Juvenile Justice Center
Success Story
A youth was detained at the JJC
after making threats to harm
others. The client was from a
Vietnamese family that had
experienced multiple traumatic
events. The client was supported
by a Vietnamese JJC Guidance
Clinic staff member who offered
a perspective that was culturally
responsive and who had a similar
family history and experience.
The staff member encouraged
the client to fully engage
in therapeutic services and
medication to address the client’s
issues. The client’s mother also
supported the staff member to get
the client referred to community
mental health services. Both
mother and client were extremely
grateful for the staff member and
JJC’s support.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 25
Background
The Center for Empowering Refugees and Immigrants (CERI) is a
grassroots, nonprofit organization dedicated to providing culturally
competent mental health and other social services to refugee and
immigrant families with multiple layers of complex needs, exposure to
violence and trauma both in their current environment and in their native
countries, and weakening intergenerational relationships.
The agency’s focus is on refugees and immigrants from Afghanistan,
Cambodia, and Vietnam. Presently, the majority of its clients are
Cambodian refugees living in Oakland. CERI’s senior clients are unable to
work and subsist on SSI, relying heavily on local food banks and pantries.
CERI clients were among the highest risk for COVID-19 due to age and
underlying health conditions. Initially, many had to stay home and were
isolated. CERI doubled its ability to connect members to public benefits,
as well as provide individual counseling and support groups for self-care
strategies, manage PTSD, and identify solutions to keep the community
safe. Other forms of assistance included case management for public
benefits, medical care, direct aid, and resource referral. CERI provided
rental assistance to families who lost income due to COVID-19 and had a
case management team to support clients in accessing rental assistance.
CERI bought five sewing machines and worked with CERI community
members to make masks as well as deliver them to clients, other
community groups, and the homeless. Meals, vaccine clinics, testing days,
and vaccines were provided over this time period.
CERI also provided support to ensure clients had reliable Internet
connections, phones, laptops, tablets, and Zoom training and tutorials to
ensure connection during pandemic-induced isolation.
Services are offered in Burmese, Khmer, Mien, and Vietnamese.
FY 20/21 Allocation: $86,096 | Expended/Encumbered: $86,096
Individuals served by Measure A: 52 (Total individuals served: 475)
Populations served: Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Mental Health
Service area: Countywide, Homeless or Transient
Mental Health Services for Newcomers
and Immigrants (CERI)
cerieastbay.org
Matching Funds
$671,546
from the Mental Health Services Act
(MHSA), Medi-Cal Administrative
Activities (MAA), No Kid Hungry,
Medi-Cal/CalFresh, Emergency
Rental Assistance Program,
CalHope, other COVID-related
funding sources and relief funds.
Highlights
98%
98% of clients receiving mental health
services agreed or strongly agreed
that they dealt more effectively
with their problems (target: 80%).
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 26
Measure A Funding Achievements
CERI used its Measure A allocation to achieve the following:
• Host or cohost 54 community events (target: seven)
• Provide 42 monthly psycho-education workshops to community groups
(target: 24)
• Provide 11 support groups (target: six)
• Provide 39 culturally based education workshops (target: six)
• Distribute 28 newly developed promotional materials (target: 10)
• Make 64 mental health consultations with community-based
organizations, community leaders, health care providers, and/or
community groups (target: eight)
• Engage 77 clients in preventive counseling (target: 80)
• Provide 18 referrals to Alameda County Behavioral Health Care Services
mental health treatment (target: 12)
Success Story
Soch is a single mother who has
had physical and mental health
issues due to surviving the Khmer
Rouge genocide. After attending
her first support group at CERI,
Soch was connected to public
benefits, psychiatric services, and
medication, as well as individual
trauma-based therapy. Soch’s
children participate in CERI’s
youth program, as well. Soch
says that CERI has been integral
in supporting her wellness
and changing her current life
conditions.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 27
Background
Alameda County Behavioral Health Care Services (BHCS) works to
maximize the recovery, resilience, and wellness of all eligible Alameda
County residents who develop or are experiencing serious mental health,
alcohol, or drug concerns.
Measure A funds support the Center Point Substance Use Disorder (SUD)
Helpline to provide SUD screening and referrals, care navigation, and
connection to treatment and recovery programs for residents seeking
help for a substance addiction. This support increases the availability of
behavioral health services in a wide variety of geographical and cultural
settings across the County.
All SUD services are available to clients with the use of a language
translation line and/or counselors who speak their language.
Measure A Funding Achievements
The Center Point SUD Helpline used its Measure A allocation to achieve the
following:
• Receive and respond to 2,242 calls for SUD-related information or
screening and referral for SUD services (target: 940)
• Answer 100% of phone calls in less than 30 seconds during normal
business operating hours (target: 95%)
• Provide callers with a wait time of six seconds (target: less than five
minutes)
• Drop or miss only three percent of calls (target: five percent)
• Provide care navigation service to 33% of residential-referred callers
FY 20/21 Allocation: $450,000 | Expended/Encumbered: $450,000
Individuals served by Measure A: 1,964 (Total individuals served: 5,949)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Substance Abuse
Service area: Countywide
Substance Use Disorder Services
www. acbhcs.org
Success Story
SUD’s Center Point Helpline
sent Matthew to El Chante for
residential treatment while in
Santa Rita County Jail. After
completing treatment at El
Chante and completing after
care at Second Chance, Matthew
pursued his education and started
working as a resident monitor at
El Chante, and was then hired
by them as a register counselor.
Matthew said he knew what he
wanted to do, but didn’t know
how to get there. From Center
Point to El Chante, he is now
working on his personal recovery
and has not re-offended. El
Chante indicates he is one of the
best counselors they have today.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 28
Background
The Alliance for Community Wellness provides underserved multicultural
communities with the tools and support necessary to build resilience,
wellness, and economic power.
Due to COVID-19, The Alliance for Community Wellness experienced an
increase in service requests from the Asian community by 12-30% over the
preceding fiscal year. More community members sought information and
referrals in connection to their personal, children, family, and community
wellness.
Services are provided to clients in English and Spanish.
Measure A Funding Achievements
The Alliance for Community Wellness used its Measure A allocation to
achieve the following:
• Provide one-on-one behavioral health services to 20 individuals and
families (target: 20)
• Conduct 50 one-on-one intensive case management services, excluding
behavioral health services, and including connecting to family public
benefits (target: seven)
• Distribute 75 hot meals in partnership with Dig Deep Farms (target: 25)
• Conduct outreach, information, and referrals to basic needs and services
to 1,094 participants (target: 250)
The Alliance for Community Wellness
dba La Familia Counseling Services (La Familia)
lafamiliacounseling.org
FY 20/21 Allocation: $30,000* | Expended/Encumbered: $30,000
Individuals served by Measure A: 1,583 (Total individuals served: 1,583)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health, Mental Health, Substance Abuse
Service area: Castro Valley, Cherryland, Hayward, Oakland, San Leandro, San Lorenzo, Union City,
Homeless or Transient
*Includes Board of Supervisors discretionary allocation from District 2/Supervisor Valle
Success Story
JT self-referred to The Alliance for
Community Wellness because
she felt depressed and anxious,
lacked self-esteem, and was
having marital discord. Through
one-on-one counseling, JT learned
new skills to bring to her marriage,
which resulted in a shift for the
better with her husband. Though
sadness is still part of her life, JT
feels better each day because
of a closer relationship with her
husband, as result of the one-on-
one counseling.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 29
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 30
FUNDS ALLOCATED BY THE ALAMEDA COUNTY BOARD OF SUPERVISORS
HOSPITAL, TERTIARY CARE, OTHER
Children’s Hospital & Research Center at Oakland
dba UCSF Benioff Children’s Hospital Oakland ............................................................................31
Children’s Hospital & Research Center at Oakland
dba UCSF Benioff Children’s Hospital Oakland (BCHO) ................................................................33
St. Rose Hospital ......................................................................................................................36
Washington Hospital Healthcare Foundation ...............................................................................38
Background
The Center of Excellence for Immigrant Child Health and Wellbeing (CoE)
is a cross-bay entity based at Children’s Hospital & Research Center at
Oakland. It serves as the infrastructure for collective action to address
the health of children in immigrant families through education, evidence-
based clinical services, and advocacy. Its mission is to establish an inclusive
community that provides leadership and guidance toward the promotion
of optimal health and well-being for immigrant children.
In FY 20/21, in partnership with the American Academy of Pediatrics
Chapter 1 (AAP CA-1), CoE developed a series of webinars to disseminate
information on the clinical care of immigrant children. Webinar topics
included the clinical impacts of immigration policy, including public
charge; social drivers of health that immigrant children face; and
communicating effectively with immigrant families. Thirteen Alameda
County-based providers participated in the initial protocol webinar.
Fifty pediatric residents were trained with the new pediatric training
curriculum, which included self-paced modules, didactic and experiential
learning, case-based discussion, and feedback that allowed trainees to
adopt a more assertive role in their learning and to transfer academic
knowledge to practical application learning.
Immigrant families receive primary care services at three CoE clinics:
Claremont Clinic, Teen Clinic, and Castlemont School-Based Clinic. An
integrated clinical model approach is used that recognizes immigration as
a strong influencer at the intersection of health, housing insecurity, food
insecurity, trauma, and other social determinants of health that impact
child health and well-being. Providers at the clinics demonstrate cultural
competence in their care for immigrant and refugee patients and provide
initial medical examinations, including vaccinations and laboratory exams.
FY 20/21 Allocation: $100,000 | Expended/Encumbered: $100,000
Individuals served by Measure A: 130 children/families (Total individuals served: 130 children/families)
Populations served: Indigent, Low Income, Uninsured Children, Families
Services provided: Hospital Inpatient, Public Health, Mental Health
Service area: Countywide, Outside of Alameda County, Homeless or Transient
Children’s Hospital & Research Center
at Oakland dba UCSF Benioff Children’s
Hospital Oakland
immigrantchild.ucsf.edu
Highlights
100%
100% of County providers reported
that the clinical protocol was useful
in helping them provide care for
immigrant families (target: 75%).
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 31
Through institutional and community partnerships, CoE refers families to
additional services for patients with special needs.
Also in FY 20/21 coordination took place for the East-Bay Pediatric Asylum
Clinic, which launched in August 2021. Community and institutional
partners took part in building a solid foundation for the clinic, which
provides a way to responsibly work with immigrant children and youth who
have experienced trauma and are seeking support with their asylum cases.
CoE co-directors trained 21 pediatric clinicians to provide medical and
psychological forensic exams for children and youth with an asylum case.
In addition, CoE conducted targeted outreach to over 70 contacts at legal
community-based organizations and listservs to publicize the pediatric
asylum clinic. A team of seven social workers were convened to work in
rotation at the clinic.
CoE provides services in languages that include Spanish, Dari, Arabic,
Tigrinya, Amharic, Mam, Mongolian, Mandarin, Vietnamese, Nepali, Urdu,
Hindi, and Punjabi.
Measure A Funding Achievements
CoE used its Measure A allocation to achieve the following:
• Offer a clinical protocol for providing care to immigrant children to 19
providers in Alameda County (target: 100)
• Provide a new pediatric training curriculum to 50 pediatric residents
(target: 60)
• Provide primary care services to 130 immigrant families through the
specialized clinic (target: 150)
• Screen 67 immigrant children for basic needs and adverse events at the
clinic (target: 150)
• Ensure that 55 immigrant children who received care at the clinic were
up-to-date on their immunizations (target: 150)
Success Story
The CoE primary care clinic
began care for a recently arrived
immigrant family, of whom one
child had complex medical needs.
The family arrived right before
the COVID-19 shutdown and
had not established community
support systems. The child
suffered beyond his medical
condition because of isolation and
disconnection. The clinic helped
the family navigate systems to
obtain needed materials for
the children’s virtual schooling
as well as medical testing and
medications for the child. Clinic
staff were able to perform medical
visits in person and virtually and
to refer the child to a culturally
responsive mental health
therapist. Today, the child is doing
well and wants to be a doctor.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 32
Background
Children’s Hospital & Research Center at Oakland (BCHO) works to protect
and advance the health and well-being of children through clinical care,
teaching, and research.
At BCHO, Measure A funding supported three programs:
• The pediatric trauma unit in the Emergency Department (ED), specifically
to provide adequate staffing for the large volume of children seen there
• The Center for Child Protection (CCP), which treats children who
experience abuse and other types of trauma
• Two school-based clinics in Oakland
Trauma Services
BCHO provides highly specialized pediatric emergency services for the
children of Alameda County, 24 hours a day, seven days a week. BCHO’s
ED sees a broad array of pediatric disease and injury from the basic to the
most complex. BCHO is the leading provider for Alameda County children
in need of acute care. Children with Medi-Cal rely nearly exclusively on
BCHO for emergency services since the public hospitals in the area do not
provide specialized pediatric care and do not have any beds for children in
the event a child needs to stay overnight.
Trauma services are a subset of the ED, requiring fast action, highly
specialized equipment, facilities, and a specially trained multidisciplinary
team. BCHO’s ED is one of two designated Level 1 Pediatric Trauma
Centers in Northern California and the only one in the Bay Area. Children’s
Trauma Center has 24-hour in-house staff including pediatric specialists
in emergency medicine, trauma surgery, anesthesiology, neurosurgery,
orthopedics, diagnostic imaging, and critical care.
FY 20/21 Allocation: $2,000,000* | Expended/Encumbered: $2,000,000
Individuals served by Measure A: 18,892 (Total individuals served: 69,800)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families
Services provided: Emergency Medical, Hospital Outpatient, Public Health, Mental Health
Service area: Countywide
*Includes Board of Supervisors discretionary allocation from District 3/Supervisor Chan
Children’s Hospital & Research
Center at Oakland dba UCSF Benioff
Children’s Hospital Oakland (BCHO)
ucsfbenioffchildrens.org
Matching Funds
$1.05M
through an intergovernmental
transfer using supplemental funds
from the California Department of
Health Care Services.
Highlights
100%
100% of psychotherapy referrals
that were contacted and got care
all received a culturally focused
screening assessment to address
treatment barriers (target: 100%).
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 33
BCHO maintains an extensive in-house and outpatient rehabilitation
department for pediatric trauma patients. The Trauma Center also supports
an injury prevention program for the hospital and the community.
Approximately 70% of patients seen in the BCHO ED receive Medi-Cal.
This number is higher than almost any other hospital—child or adult—in
California. The percentage of children on Medi-Cal has been trending
higher over the last decade.
CCP
CCP is a comprehensive child abuse program within BCHO. It is the
designated site for forensic medical services in Alameda County for social
services, the courts, and the police and is the only provider in Alameda
County that has the capacity to offer many of its services. It maintains
staffing 24 hours per day to respond to acute forensic examinations for
children under 14 years old when the alleged sexual abuse occurred within
72 hours. CCP employs one of only three board-certified child abuse
pediatricians in Northern California.
In FY 20/21, CCP restructured its mental health services in an effort to
ensure that Alameda County’s children receive the most effective and
efficient services, as well as to prepare for an anticipated increase in child
abuse cases post-pandemic.
Due to the department’s role in the County’s child abuse investigation
protocol, the CCP has a unique opportunity to provide mental health
services to children and youth in the immediate aftermath of child abuse
discovery or disclosure. Research has confirmed that properly placed
mental health services can significantly mitigate the short- and long-term
psychological impact of trauma.
School-Based Health Services
BCHO runs two school-based health centers: one at Castlemont High
School and one at McClymonds High School. The specially trained teams
at the centers look at all aspects of an adolescent’s life to help address the
many medical and mental health issues they could be facing. Both sites are
integrated into full-service youth and/or family centers that promote youth
development and serve as national models for adolescent health care.
In FY 20/21 the Youth Wellness Advisory Board (YWAB), with Castlemont
student leaders, met once a week via Zoom, created a survey on bullying
in classrooms and distributed it to Castlemont students, then analyzed
the results and provided the analysis to the school principal with hopes
of preventing bullying. The health education team taught comprehensive
sex education in Spanish and English to the 10th and 11th grades and
a life skills class for international students. They hosted two COVID-19
vaccine information workshops, provided two healthy eating and physical
activity workshops, and ended the school year ended with an in-person
celebration of YWAB student leaders.
Success Story
The Castlemont Coordination of
Services Team (COST) and school-
based health center worked to
provide critical support following
two Castlemont community
deaths. Behavioral health teams
provided immediate consultation
to school staff, worked in
collaboration with school staff
to identify support systems for
students and staff impacted, and
had a presence at the memorial
to support staff and students
impacted by loss. The behavioral
health team also worked with
the COST Community Schools
Manager, OUSD Behavioral Health
Consultant, and vice principal
to shift practices and respond to
youth who were experiencing
mental health crisis through
consultation and connecting youth
in need to community emergency
services and follow up.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 34
Services are provided to patients who speak one of over 50 languages.
BCHO has onsite Spanish interpreters, and video- and phone-based
interpreters are provided for other languages.
Measure A Funding Achievements
BCHO used its Measure A allocation to achieve the following:
• Provide specialized treatment for 1,103 children who had acute physical
trauma (target: 1,000)
• Reduce the time between admission and when a patient gets a CT scan
to 39 minutes (target: under 60 minutes)
• Reduce the time between admission and decision to admit to 60 minutes
(target: under 60 minutes)
• Obtain an “under triage rate,” where patients get the correct resources
for their level of trauma severity, of 1.5% (national benchmark is 2.5%;
lower is better)
• Serve 278 unique patients at CCP (target: 600)
• Assess 135 children in the ED for maltreatment (target: 100)
• Provide individual or group psychotherapy to 212 unique children
(target: 200)
• Perform 58 non-inpatient forensic or medical examinations related to
sexual or physical abuse (target: 125)
• At McClymonds Chappell Hayes and Castlemont Youth Uprising health
centers, provide:
- Health service for 432 students in person or remotely (target: 1,500)
- Behavioral health service for 4,779 students in person or remotely
(target: 1,000)
- Health education for 1,182 students from health educators (target:
300)
Highlights
96%
96% of patients agreed that health
center staff helped them learn how
to better take care of themselves
(target: 90%).
91%
91% of patients agreed that the
people who worked at the school
health center helped them to deal
with stress and anxiety (target:
90%).
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 35
FY 20/21 Allocation: $5,000,000 | Expended/Encumbered: $5,000,000
Individuals served by Measure A: 2,208 (Total individuals served: 19,154)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Emergency Medical, Hospital Inpatient, Hospital Outpatient
Service area: Countywide, Homeless or Transient
Background
St. Rose Hospital (SRH) provides quality health care to the community with
respect, compassion, and professionalism. SRH works in partnership with
physicians and employees to heal and comfort all those it serves.
SRH is a safety-net, independent, nonprofit hospital that provides critical
access to emergency medical, hospital inpatient, and outpatient services
for indigent, low income, underinsured populations in Central and
Southern Alameda County.
SRH serves approximately 11% of Alameda County’s indigent population,
and over 75% of their inpatient admissions are through the Emergency
Department (ED). The ED is staffed with licensed physicians 24 hours a day,
seven days a week, providing better patient care and enhanced service
quality.
SRH offers a tele-psychiatry program, which provides a valuable service
to patients who come to the ED with mental health issues. Prior to this
program, SRH physicians were not able to write or release 5150s and had
to call the Hayward Police Department (HPD) to write the hold or release.
Because of HPD’s workload and call priority, there were times that SRH
physicians and staff would wait several hours before HPD would arrive.
Since SRH physicians are now able to write or release 5150s as part of this
program, HPD is no longer pulled away from its primary duties.
In addition, SRH operates as a Center for Excellence in Cardiac Care and
is designated as an ST segment elevation myocardial infarction (STEMI)
receiving center. In FY 20/21, SRH also expanded its telemedicine
program by implementing tele-neurology, tele-critical care, and tele-
pulmonary services. SRH is also an active participant in the Alameda
County Care Connect Problem Solving Learning Community.
St. Rose Hospital
strosehospital.org
Matching Funds
$6.74M
from an intergovernmental transfer
through Medi-Cal.
Highlights
74.8
The patient satisfaction score for
the overall hospital rating increased
6.4 points from the preceding year to
74.8.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 36
Services are provided to clients in multiple languages, including English,
Spanish, Mandarin, Farsi, Tongan, Vietnamese, Dari/Pashto, Hindi,
Cantonese, Punjabi, Tagalog, and Nepali.
Measure A Funding Achievements
SRH used its Measure A allocation to achieve the following:
• Experience:
- 21,859 ED visits
- 17,057 ED walk-ins
- 4,799 ambulance counts
- 4,111 inpatient admissions
• Serve:
- 272 ICU patients
- 3,199 multiple subpial transection (MST) patients
- 655 full blood count (FBC) patients
• Integrate the Alameda County Emergency Medical Services (ALCO EMS)
ESO transport system with SRH Meditech Electronic Health Records
(EHR) via barcode scanning for patients on arrival
• Integrate ambulance run sheets instantly into the patient’s medical
record
• Implement an ED e-status board to highlight incoming ALCO EMS
transports en route to positively impact door-to-triage (APOT) times
• In the ED, implement:
- A provider group/service program
- A tele-psych program
- A buprenorphine opioid use disorder treatment protocol and referral
process
• Reduce the time between when an ED provider decides to admit a
patient and when the patient leaves the ED for admission to 116 minutes
(target: under 84 minutes)
• Reduce the average length of ED stay to 230.8 minutes (target: under
220 minutes)
• Reduce the time to maintain APOT to 26 minutes (target: under 30
minutes)
• Reduce the average Bundle Door-to-Balloon time to 69 minutes (target:
69 minutes)
Success Story
A patient presented to the SRH ED
and was admitted. They wrote:
“I am writing to thank you for
forgiving my debt to St. Rose
Hospital in early September
2020. We are forever grateful
for the service and kindness I
received at St .Rose Hospital
during my stay, especially during
these hard times in a pandemic
while sending my first-generation
daughter to college, who also
volunteered through the SHINE
program at St. Rose from October
2019 to the start of the pandemic
lockdown. We would also like
to thank Ms. Martha, a St. Rose
patient advocate, who helped
us through this process with
great professionalism and human
kindness.”
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 37
Background
Washington Hospital Healthcare Foundation provides financial support
and increases public awareness in order to enhance the health care system.
The respiratory waiting area tent acquired through Measure A funds in
FY 20/21 helped ensure that patients awaiting COVID-19 testing were
accommodated safely and quickly at Washington Hospital. The hospital
continues to work with local community and government organizations to
provide COVID-19 testing to all symptomatic, asymptomatic, or physician-
referred patients for testing, regardless of their insurance status or other
demographic factors.
Translation services are offered to patients in the emergency department
(ED) and those presenting themselves for COVID-19 testing. A medically
certified translator is available by phone. Languages available for
translation include Arabic, Cantonese, Farsi, Hindi, Mandarin, Spanish,
Tagalog, Spanish, and Vietnamese.
Measure A Funding Achievements
Washington Hospital Healthcare Foundation used its Measure A allocation
to achieve the following:
• Provide one respiratory waiting area tent designated for COVID-19
testing and respiratory patient waiting area outside the ED (target: one)
• Test 32,837 people for COVID-19 (target: 3,000)
• Administer 42,886 COVID-19 tests (target: 3,000)
FY 20/21 Allocation: $66,000* | Expended/Encumbered: $66,000
Individuals served by Measure A: 26,029 (Total individuals served: 32,837)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Emergency Medical, Hospital Inpatient, Hospital Outpatient, Public Health, Mental
Health, Substance Abuse
Service area: Countywide, Homeless or Transient
*Includes Board of Supervisors discretionary allocation from District 1/Supervisor Haubert
Washington Hospital
Healthcare Foundation
whhs.com/giving-volunteering/foundation
Matching Funds
$310,000
from the community.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 38
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 39
FUNDS ALLOCATED BY THE ALAMEDA COUNTY BOARD OF SUPERVISORS
PRIMARY CARE
Alameda County Dental Health ..................................................................................................40
Center for Elders’ Independence ...............................................................................................42
Center for Healthy Schools and Communities (School Health Centers) ............................................43
Direct Medical and Support Services (Oakland): Preventive Care Pathways .....................................45
Direct Medical and Support Services: Roots Community Health Center ...........................................47
Health Enrollment for Children...................................................................................................48
Health Services for Day Laborers: Multicultural Institute .................................................................49
Health Services for Day Laborers: Street Level Health Project .........................................................50
Health Services for Unaccompanied Immigrant Youth ...................................................................52
Medical Costs for Juvenile Justice Center: Direct Service Planning and Administration .......................53
Medical Costs for Juvenile Justice Center: Niroga Institute .............................................................54
Medical Costs for Juvenile Justice Center: Victims of Crime ............................................................56
Primary Care Community-Based Organizations ............................................................................58
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 39
Background
The Alameda County Office of Dental Health (ODH) supports efforts to
improve the oral health of Alameda County residents by partnering with
the community to assess oral health status and resources and ensure access
to community-based services and oral health education. ODH actively
engages in policy development that incorporates evidence-based dental
disease prevention and promotes oral health equity.
ODH provides an accessible early entry point for oral health assessment
and preventive dental services for high risk families and children ages 0–5
years at Women, Infants, and Children centers (WIC), as well as continuity
and referral for regular follow-up dental care in the community. As a result
of WIC Dental Days and the Care Coordination program:
• Each family learns about the critical dietary and brushing practices that
reduce the risk of tooth decay and periodontal (gum) disease.
• Families learn the skills of positioning and assessing their child’s oral
health and tooth brushing routines to maintain good overall health.
• Parents and caregivers learn the benefits that fluoride in toothpaste and
tap water has in reducing or preventing tooth decay.
• Each child receives a fluoride varnish application that reduces the risk of
caries (cavities) by 50%.
• Parents and caregivers are encouraged to set goals for sustaining the oral
health of their child and their family.
• Each caregiver receives the opportunity to have care coordination
assistance to access a dentist in the community who is willing and able to
become the ongoing dental home for the care of that child.
• Prenatal women learn about how to maintain their own oral health and
the health of their future newborn by attending a prenatal class at WIC
that incorporates oral health information and emphasizes the importance
of visiting the dentist during their pregnancy.
FY 20/21 Allocation: $257,580 | Expended/Encumbered: $257,580
Individuals served by Measure A: 1,132 (Total individuals served: 24,027)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health
Service area: Countywide, Homeless or Transient
Alameda County Dental Health
dental.acphd.org
Matching Funds
$7,912
from Maternal, Child, and
Adolescent Health (MCAH)
and Child Health and Disability
Prevention (CHDP).
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 40
WIC Dental Day services are offered to clients in multiple languages,
primarily Spanish, Chinese, Mandarin, and Vietnamese. Phone translation
services for other languages are used as needed.
Measure A Funding Achievements
ODH used its Measure A allocation to achieve the following:
• Refer 104 children to care coordination (target: 150)
• Refer 70 children to a dentist (target: 113)
• Provide COVID-19 support to 1,010 Alameda County residents from
ODH staff
Success Story
A 14-year-old ODH client had not
seen the dentist since 2016. After
an initial tele-dentistry video call,
the dentist was able to determine
that the client needed multiple
extractions and restorations. For
the next few months, the client
was able to get the care she
needed. After the completion of
the dental treatment, the client
was very grateful and in better
spirits, since the issues related to
her oral health were now resolved.
She also mentioned that she was
no longer embarrassed to smile
due to the dental issues being
resolved. She is now a believer
of preventive dental care and
understands the value of good
oral health.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 41
Background
The Center for Elders’ Independence (CEI) provides high quality,
affordable, integrated health care services to the elderly that promote
autonomy, quality of life, and the ability of individuals to live independently
at home.
Services are provided in English, Spanish, and Chinese.
Measure A Funding Achievements
CEI used its Measure A allocation to achieve the following:
• Provide 11 life care planning training sessions (target: 10)
• Train 90 participants in life care planning (target: 40)
• Certify and recertify six life care planning professionals (target: two)
FY 20/21 Allocation: $57,397 | Expended/Encumbered: $57,397
Individuals served by Measure A: 56 (Total individuals served: 56)
Populations served: Low Income Adults, Families, Seniors
Services provided: Emergency Medical, Hospital Inpatient, Hospital Outpatient, Public Health,
Mental Health, Substance Abuse
Service area: Berkeley, Castro Valley, Hayward, Oakland, San Leandro
Center for Elders’ Independence
cei.elders.org
Highlights
75%
75% of trainees completed a
Physician Order for Life-Sustaining
Treatment (POLST) (target: 75%).
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 42
Background
The Center for Healthy Schools and Communities (CHSC) aims to foster
the academic success, health, and well-being of Alameda County youth
by building universal access to high quality support and opportunities in
schools and neighborhoods.
A program of CHCS, School Health Centers (SHCs) play a vital role in
creating universal access to health services by providing a continuum of
age-appropriate and integrated health and wellness services for youth in a
safe, youth-friendly environment at or near schools.
SHC services are focused in the following areas:
• Increased access to care
• Physical health
• Behavioral health
• Oral health
• Youth development and academic outcomes
• Integration of health and wellness support services
Services are provided in Spanish, Mam, Cantonese, and Vietnamese.
Other languages are accommodated through translation services as
needed.
Measure A Funding Achievements
CHSC used its Measure A allocation to achieve the following:
• Increase access to care with 28 SHC sites (target: 28)
• Ensure that 36,562 students countywide had SHC access (target:
38,000)
• Register 7,268 students as clients (target: 7,000)
FY 20/21 Allocation: $1,350,000 | Expended/Encumbered: 1,350,000
Individuals served by Measure A: 7,268 (Total individuals served: 7,268)
Populations served: Indigent, Low Income Adults, Children, Families
Services provided: Public Health, Mental Health, Substance Abuse
Service area: Alameda, Ashland, Berkeley, Cherryland, Emeryville, Hayward, Oakland, San Leandro, San
Lorenzo, Sunol, Union City
Center for Healthy Schools and Communities
(School Health Centers)
achealthyschools.org
Matching Funds
$12.7M
from:
• Medi-Cal and other third-party
billing
• Tobacco Master Settlement
Agreement funding
• Kaiser Foundation
• Early Periodic Screening,
Diagnosis, and Treatment
(EPSDT)
• Funding from the County, cities,
school districts, and state and
federal governments
• Private grants
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 43
• See 29,275 registered clients at SHCs (target: 25,000)
• Provide 17 hours of medical service hours per week (target: 20)
• Conduct medical visits with 15,039 clients (target: 15,000)
• Reach 6,648 youth contacts through health fairs (target: 5,000)
• Provide vision screening to 84 youth clients (target: 50)
• Offer classroom health education to 6,676 youth (target: 3,000)
• Provide 29 behavioral health service hours per week (target: 25 hours)
• Make 13,045 behavioral health visits (target: 10,000)
• Discuss 6,610 youth in school staff consultations and Coordination of
Service Team (COST) meetings (target: 5,000)
• Conduct 305 crisis intervention/grief contacts for individuals and groups
(target: 500)
• Make 60 school safety/climate presentation/activity contacts and 238
trauma screening contacts (target: 250 each)
• Offer nine hours of dental service per week (target: 12)
• Make 995 dental visits (target: 1,000)
• Offers dental services to 646 clients (target: 500)
• Provide 21 health education hours per week (target: 20)
• Contact 3,417 clients for youth development (target: 1,500)
• Provide 276 youth development sessions (target: 200)
• Make 2,011 peer health education group contacts (target: 1,000)
• Provide 128 peer health education group sessions (target: 100)
• Make 203 job training/career exploration contacts (target: 250)
• Make 1,322 academic support contacts for youth (target: 500)
• Have 22 SHC sites provide information and/or referrals (target: 21)
• Make 394 health fair/outreach contacts to adults over 18 years of age
(target: 500)
• Make 154 parent/family workshop contacts to adults over 18 years of
age (target: 250)
• Make 107 school safety/climate presentation/activity contacts to adults
over 18 years of age (target: 200)
• Make 142 school staff workshops/trainings contacts to adults over 18
years of age (target: 200)
• Make 67 parent/family workshops contacts to youth up to age 18
(target: 125)
Success Story
A teenage patient was seen at
the SHC for unexplained chest
pain. The patient, a newcomer
immigrant, disclosed having
significant post-traumatic
symptoms related to separation
from her parent at the border. The
youth had post-traumatic panic
attacks and intrusive thoughts
and fears of being taken away
when she was in public. The youth
learned skills of self-regulating
when she was having a panic
attack. She taught these skills to
her younger sibling. After several
sessions, the patient and her
mom reported that she was no
longer having panic attacks and
was feeling much calmer and less
anxious overall.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 44
Background
Preventive Care Pathways offers “Pathways to Wellness” to the general
population by providing medical services for at-risk and indigent patients,
producing and presenting educational videos and literature, providing
health care services for individuals re-entering the community from the
prison system, and conducting health fairs and community education
presentations at schools, churches, and other community sites.
By collaborating with other community organizations, including Oakland
Frontline Healers, Roots Community Clinic, and Umoja, Preventive Care
Pathways staff is able to provide resources to the community, including
free COVID-19 testing onsite and at other locations, free masks, free hand
sanitizers, and other needed supplies. They are able to provide access to
free food and housing as well.
Services are provided in English, Spanish, and Arabic.
Measure A Funding Achievements
Preventive Care Pathways used its Measure A allocation to achieve the
following:
• Conduct 3,314 medical visits to 263 unduplicated low income patients
with Alameda Alliance or Anthem Blue Cross Medi-Cal (target: 2,500
visits to 500 patients)
• Screen 1,029 patients for Hepatitis C (target: 400)
• Provide treatment for 54 patients who tested positive for Hepatitis C
• Coordinate 10 community outreach events, health fairs, and/or
workshops that were attended by 1,235 participants (target: 10 events/
health fairs/workshops with 50 participants)
• At the health fair/workshop, provide 707 Hepatitis C and/or prostate
cancer screenings, representing 85% of attendees
FY 20/21 Allocation: $229,587 | Expended/Encumbered: $229,587
Individuals served by Measure A: 4,618 (Total individuals served: 4,618)
Populations served: Indigent, Low Income, Uninsured Adults, Seniors
Services provided: Emergency Medical, Hospital Outpatient, Mental Health
Service area: Countywide, Homeless or Transient
Direct Medical and Support Services (Oakland):
Preventive Care Pathways
drwatsonwellness.comJames A. Watson, M.D.
Matching Funds
$125,000
from General Assistance funding
and Medi-Cal Administrative
Activities (MAA).
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 45
• Provide Covered California or Medi-Cal application assistance to 246
uninsured residents, of whom 105 submitted an application (target: 200
residents)
• Have 105 applications select the Preventive Care Pathways/James A.
Watson Wellness Center as their primary care provider
Highlights
100%
100% of patients who tested positive
for Hepatitis C received education,
follow-up tests, and treatment
referrals within one month (target:
80%).
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 46
Background
Roots Community Health Center works to uplift those impacted by
systemic inequities and poverty. They accomplish this through medical and
behavioral health care, health navigation, workforce enterprises, housing,
outreach, and advocacy.
Roots Community Health Center provides services in threshold languages
including English and Spanish.
Measure A Funding Achievements
Roots used its Measure A allocation to achieve the following:
• Hire a 0.60 full-time employee (FTE) Client Services Specialist to provide
additional benefit application assistance (target: 0.60 FTE)
• Hire a 0.10 FTE Community Services Manager to supervise the Client
Services Specialist (target: 0.10 FTE)
• Hire one Intake/Eligibility & Enrollment Specialist to provide benefit
application assistance
• Submit:
- 15 new Medi-Cal applications
- Four renewal Medi-Cal applications
- 15 CalFresh applications, of which six were approved
FY 20/21 Allocation: $250,000 | Expended/Encumbered: $250,000
Individuals served by Measure A: 19 (Total individuals served: 83)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health, Mental Health
Service area: Hayward, Oakland, San Leandro, Homeless or Transient
Direct Medical and Support Services:
Roots Community Health Center
www.rootsclinic.org
Success Story
Mrs. G and her husband are
elderly people who are currently
not working. Mrs. G’s husband
stopped working since he had
an accident and injured his arm.
Mrs. G has been taking care of
him. They were struggling to buy
food, so someone recommended
them to come to Roots and apply
for CalFresh. Roots staff assisted
Mrs. G with the application, and
she and her husband received
approval by the next day. They
were really appreciative and are
looking forward to working with
navigation services.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 47
Background
The Alameda County Health Care Services Agency Health Insurance
Enrollment Assistance department provides services to families who want
to gain access to health care and benefits programs. Health Insurance
Technicians (HITs) can schedule enrollment assistance appointments to
complete new and renewal applications.
The Health Insurance Enrollment Assistance department is a critical
resource for some of the hardest-to-reach and most vulnerable populations
in Alameda County. The department provides a client-centric and culturally
competent approach to help residents enroll into health care and benefit
programs and has the unique ability to serve the whole family regardless of
what program they are eligible for.
In FY 20/21, benefits assistance was provided to clients according to the
following percentages by program:
• Medi-Cal: 58%
• HealthPAC: 15%
• CalFresh: 16%
• Covered California: 9%
• CalWORKs: 2%
Services are provided in Spanish and Cantonese.
Measure A Funding Achievements
The Health Insurance Enrollment Assistance department used its Measure
A allocation to achieve the following:
• Provide benefit application assistance to 4,506 low income County
residents (target: 4,500)
• Receive 6,415 calls on the HIT assistance toll-free line (target: 6,000)
FY 20/21 Allocation: $300,000 | Expended/Encumbered: $300,00
Individuals served by Measure A: 885 (Total individuals served: 4,650)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health
Service area: Countywide
Health Enrollment for Children
www.acgov.org/health/indigent/hiea.htm
Success Story
A HealthPAC client, Jose, had an
infection in a sensitive area on his
body. He was embarrassed by the
location and did not seek help
right away. After encouragement
by his wife, Jose used his
HealthPAC benefits and, upon
going to the ER, was admitted to
the hospital and had four surgeries
over three days. Had he not gone
when he did, he might have
suffered amputation of the body
part or even loss of his life. Jose
appreciates the importance of his
health care access and is grateful
to the HITs who assisted him in
renewing his health coverage.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 48
Background
The Multicultural Institute (MI) accompanies immigrants in their transition
from poverty and isolation to workforce participation and prosperity.
MI’s health services address the language, cost, and coverage eligibility
barriers that immigrants and low income community members encounter.
MI brings health services to community members and tailors services to
make them accessible to individuals who otherwise would not have access
or trust other places to receive them.
MI contributes to the goal of reaching health equity for all by being
available for day laborers, domestic workers, and the immigrant
community by answering questions, connecting them to resources and
direct services, and welcoming them into a relatable and safe space.
Services are provided primarily in Spanish and, when needed, in English.
Measure A Funding Achievements
Measure A funding helped MI achieve the following:
• Provide outreach to 741 unduplicated day laborer and other low income
clients (target: 700)
• Provide 753 one-on-one health-related consultations (target: 100)
• Host 17 health care trainings or workshops for 531 participants (target:
eight workshops for 129 participants)
• Provide nine street-based health education sessions to 531 participants
(target: eight sessions to 120 participants)
• Provide six health care screening events to 397 individuals (target: four
events to 100 individuals)
FY 20/21 Allocation: $95,662 | Expended/Encumbered: $95,662
Individuals served by Measure A: 741 (Total individuals served: 821)
Populations served: Indigent, Low Income, Uninsured Adults, Families, Seniors
Services provided: Hospital Outpatient, Mental Health, Public Health
Service area: Berkeley, Oakland, Homeless or Transient
Health Services for Day Laborers:
Multicultural Institute
mionline.org
Highlights
98%
98% of individuals who were served
reported that their health care
needs were met with MI’s assistance
(target: 80%).
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 49
Background
Street Level Health Project (SLHP) is an Oakland-based community center
dedicated to improving the health and well-being of underinsured,
uninsured, and recently arrived immigrants in Alameda County.
As the pandemic continues, there has been an increased need for mental
health consultations in the community. SLHP visits increased by 135% in FY
20/21. Community members indicated they had no other source of mental
health care that is culturally or linguistically appropriate. Nutritionist/
herbalist consultations were available to the community, allowing them to
access services not offered by organizational partners. SLHP’s nutritionist/
herbalist tailors specific homeopathic remedies for each member
and conducts home deliveries for those who are unable to travel or in
quarantine. Food bag distribution increased in FY 20/21, and community
health workers continued to provide assistance to the community.
Services are provided in Spanish, English, and Mam.
Measure A Funding Achievements
SLHP used its Measure A allocation to achieve the following:
• Provide health care screening and episodic care visits to 314
unduplicated clients across multiple languages (target: 250)
• Provide 3,304 health-related navigation/referral services to 1,912
clients across a network of 223 local health care agencies (target: 2,000
services)
• Provide 214 mental health consultations with 906 unduplicated
clients from low income communities in Alameda County (target: 200
consultations)
• Provide 229 nutritionist/herbalist consultations to 180 clients (target:
200 consultations)
FY 20/21 Allocation: $95,662 | Expended/Encumbered: $95,662
Individuals served by Measure A: 1,422 (Total individuals served: 1,537)
Populations served: Indigent, Low Income, Uninsured Adults, Families, Seniors
Services provided: Public Health, Mental Health
Service area: Countywide, Homeless or Transient
Health Services for Day Laborers:
Street Level Health Project
streetlevelhealthproject.org
Highlights
100%
100% of clients who called the hotline
for Health Access Program (HAP)
services were screened that same
day (target: 95%).
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 50
• Distribute 5,453 free food bags to low income individuals (target: 3,000)
• Recruit and train 18 prospective and current health care providers,
providing them with experience in working with uninsured low income
communities (target: 10)
Success Story
“Maribel,” a 50 year-old female
suffering from chronic depression,
was referred SLHP’s herbalist
and nutritionist. Having lost her
business and suffering financially
and emotionally, her health was
affected. Her care team worked to
provide both clinical and natural
remedies for her depression
and other symptoms. Her care
team reported that her condition
improved over the course of four
months. Maribel shared that she
recently started exercising again
and has been losing the weight
she gained during the pandemic.
She also started cutting hair again
from her home thanks to being in
a healthier mental state. Maribel
has expressed gratitude to SLHP
staff.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 51
Background
The Center for Healthy Schools and Communities (CHSC) works to foster
the academic success, health, and well-being of Alameda County youth
by building universal access to high quality supports and opportunities in
schools and neighborhoods.
CHSC’s Unaccompanied Immigrant Youth (UIY) Care Team utilizes a variety
of strategies to address and support UIY needs including trauma-informed
treatment modalities, addressing spirituality and/or folk traditions,
addressing language barriers, utilizing cultural humility principles to
promote inclusion and acceptance, and empowerment techniques to
improve UIY agency and sense of belonging. Families and caregivers
receive support as well by being directed to key service referrals.
With COVID-19 still a factor, the UIY Care Team supports families and
students with virtual case management, workshops, and community-based
services. The team provides basic need support with food, groceries,
toiletries, and more.
Services are provided primarily in Spanish. All direct staff are bilingual in
Spanish/English or Mam/English. Presentations and workshops for school
educators and community partners are conducted in English.
Measure A Funding Achievements
The UIY Program used its Measure A allocation to achieve the following:
• Provide 113 outreach activities (target: 20)
• Hold 51 workshops for UIY students, families, and caregivers (target: 14)
• Conduct 404 consultation sessions or trainings with teachers, staff, and
providers
• Conduct 45 consultation sessions or trainings with school administration
• Provide 19 Provider Learning Community (PLC) sessions for providers
and school administration and staff
FY 20/21 Allocation: $350,000 | Expended/Encumbered: $350,000
Individuals served by Measure A: 1,047 (Total individuals served: 1,047)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families
Services provided: Public Health, Mental Health
Service area: Cherryland, Fremont, Hayward, Newark, Oakland, Union City
Health Services for Unaccompanied Immigrant Youth
achealthyschools.org
Matching Funds
$324,365
from Alameda County Behavioral
Health Care Services (BHCS) and
Medi-Cal Administrative Activities
(MAA).
Highlights
100%
100% of UIY clients agreed that,
because of the services, they had
a place to go when they needed
health and wellness services
(target: 80%).
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 52
Background
Alameda County Behavioral Health Care Services (BHCS) works to
maximize the recovery, resilience, and wellness of all eligible Alameda
County residents who are developing or experiencing serious mental
health, alcohol, or drug concerns.
Juvenile Justice Health Services plays an important role in ensuring
continuity of care for justice-involved youth and families. This role has been
particularly important given the impacts of COVID-19 and the continued
reassignment of Public Health Nurses to support countywide COVID-19
response efforts.
The Juvenile Justice Center (JJC) health services team provides services to
youth who are often in critical condition. The team connects youth suffering
from serious gunshot wounds or injuries to specialty care, including
surgery and rehabilitation. The health services team also vaccinates youth
against COVID-19 and treats them for sexually transmitted infections (STIs).
Services are provided in Cantonese, English, and Spanish.
Measure A Funding Achievements
BHCS used its Measure A allocation to achieve the following at the JJC:
• Provide a comprehensive physical exam to 81% of youths booked into
the JJC (target: 70%)
• Provide dental screening to 74% of youths (target: 70%)
• Screen 100% of youths for risk of self-harm at intake (target: 95%)
• Treat 88% of youth for an STI while in detention (target: 90%)
• Provide a dental treatment to 21% of youth (target: 10%)
FY 20/21 Allocation: $261,000 | Expended/Encumbered: $261,000
Individuals served by Measure A: 306 (Total individuals served: 306)
Populations served: Low Income, Uninsured Adults, Children, Other: Detained Individuals
Services provided: Emergency Medical, Hospital Outpatient, Public Health
Service area: Countywide
Medical Costs for Juvenile Justice Center:
Direct Service Planning and Administration
acbhcs.org
Success Story
A JJC-detained youth was
scheduled to go home and was
concerned about exposing his
grandmother, with whom he lived,
to COVID-19. The health services
team was able to get the youth
the first vaccine dose, but he went
home before receiving the second
one. The team was able to provide
him with personal protective
equipment and explained ways to
avoid exposing his grandmother.
He received a COVID-19 test upon
release and received his second
vaccine when it was scheduled.
The team’s efforts to get the youth
the vaccine enabled him to avoid
exposing his grandmother and
provide protection for him in case
of future exposures.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 53
Background
Niroga Institute strives to foster the health and well-being of children,
youth, families, and communities through the practice of dynamic
mindfulness, an evidence-based, trauma-informed, transformative life-
skills program that strengthens stress resilience and social-emotional
learning.
Niroga Institute provides twice-weekly or weekly Transformative Life
Skills (TLS) sessions for at-risk and incarcerated youth at the Alameda
County Juvenile Justice Center (JJC). Due to the pandemic, services were
also provided via online live sessions or videos that were available in
each unit.
Each lesson includes mindful action, breathing, and centering, with time
for discussion about real-life applications of the skills being taught. The
lessons support the following objectives:
• Emotional development, including good emotional self-regulation
skills, coping, and conflict resolution skills
• Social development, including healthy relationships and a sense of
connectedness to larger social networks
• Intellectual development, including essential life skills, school
success, and good decision-making skills
• Physical development, including good health habits and health risk
management skills
Due to pandemic restrictions, Niroga provided one online, half-day-
long immersion for youth at the JJC.
Upon request, services are provided in Spanish.
FY 20/21 Allocation: $89,152 | Expended/Encumbered: $89,152
Individuals served by Measure A: 2,203 encounters (Total individuals served: 2,421 encounters)
Populations served: Low Income, Uninsured Children, Other: Youth at Juvenile Hall
Services provided: Mental Health
Service area: Berkeley, Fremont, Hayward, Newark, Oakland, San Leandro
Medical Costs for Juvenile Justice Center:
Niroga Institute
niroga.org
Success Story
Soon after Niroga offered the
half-day dynamic mindfulness
retreat for the young men in the
Student Extended Education
Program (SEEP), an attorney called
the JJC office and wanted to know
more about Niroga’s program,
particularly the workshop. She
said that a young man who she
represents spoke to her of being
moved and transformed by the
mindfulness practice and by the
content of the program, and she
witnessed the changes in him.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 54
Measure A Funding Achievements
Niroga Institute used its Measure A allocation to achieve the following:
• Conduct 2,318 service encounters with youth through weekly videos to
six units (target: five units and 1,200 encounters)
• Provide 103 classes to three staff per class through weekly videos and
live online classes (target: 90 classes averaging five staff per class)
• Provide one day-long TLS immersion for youth and services to four youth
(target: three day-long immersions to 15 youth)
Highlights
100%
100% of staff reported that attending
the weekly TLS class positively
impacted their ability to manage
stressors associated with their
jobs and reduced their stress
(target: 70%).
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 55
Background
The Victim/Witness Assistance Division of the Alameda County District
Attorney’s Office supports and empowers crime victims and their families
by promoting their rights within the criminal justice system and providing
services to aid in their recovery from the emotional, psychological, social,
and economic impact of crime as they reclaim their sense of safety, well-
being, and dignity.
Under the guidelines of the California Victim Compensation and
Government Claims Board (CalVCB), Alameda County Victim Services staff
are committed to promptly assist with financial services to all impacted
victims of crime. Ensuring that all victims of crime receive vital and essential
financial services first requires that they aware of the CalVCB program’s
existence. This has been a significant area of concern, with active outreach
throughout Alameda County. However, a CalVCB study identified that
many approved victim of crime claimants do not access program financial
services and remain financially unserved. Therefore, staff has conducted
more thorough research to discover the barriers that prevent crime victims
from seeking program services and established a full-time employee solely
focused on this in-depth research to empower and educate claimants
about the CalVCB program and all its available financial services, and guide
claimants in accessing approved funding.
Staff are able to empower and education claimants about CalVCB
Program and all the available financial services, as well as debunk myths,
misconceptions, mistruths, and outdated program information. Staff also
provide information, services, and other resources to those who qualify for
benefit claims, providing a positive outcome for claimants.
Services are primarily provided in Spanish, Chinese, and Mandarin.
FY 20/21 Allocation: $90,000 | Expended/Encumbered: $90,000
Individuals served by Measure A: 569 (Total individuals served: 1,212)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Emergency Medical, Hospital Inpatient, Hospital Outpatient, Public Health, Mental
Health, Substance Abuse
Service area: Alameda, Albany, Berkeley, Castro Valley, Dublin, Emeryville, Fremont, Hayward, Livermore,
Newark, Oakland, Piedmont, Pleasanton, San Leandro, San Lorenzo, Union City
Medical Costs for Juvenile Justice Center:
Victims of Crime
alcoda.org
Success Story
As a result of an assault against
her mother, Mary Doe, daughter
Jane Doe experienced emotional
trauma, and Mary suffered
physical injuries and emotional
trauma. The assault caused Mary
to not work, and they had to
relocate to get away from the
neighbor who had assaulted
Mary. Mary also was unable
to pay medical bills. CalVCB
staff approved Mary’s case for
assistance, but Mary was unaware
and had not submitted a claim.
Eventually, staff tracked her down
and advised her of the assistance
she was due, and she was able to
pay off medical bills and relocate
her and her daughter to a safe
living situation.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 56
Measure A Funding Achievements
CalVCB used its Measure A allocation to achieve the following:
• Of the 1,212 claimants with approved CalVCB funds, identify 643 who
did not use their funds (target: 643)
• Successfully contact 313 of the 643 claimants with unused funds (target:
643)
• Attempt to contact 185 approved claimants by phone (target: 643)
• In a survey of the 313 contacted claimants with unused funds, identify
that:
- 164 were not aware of the approved funds
- 133 needed information and assistance to access the funds
- 16 declined the use of the funds
Highlights
100%
100% of claimants who did not utilize
approved CalVCB funding were
identified.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 57
Background
The Alameda Health Consortium (AHC) is a regional association of
community health centers that work together and support the involvement
of their communities in achieving comprehensive, accessible health care
and improved outcomes for everyone in Alameda County. AHC partners
with the Alameda County Health Care Services Agency (HCSA) on the
Health Program of Alameda County (HealthPAC), which is partially funded
by Measure A.
The Consortium is guided by the following principles:
• All people have the right to accessible and affordable high quality health
care that prevents illness, promotes wellness, and is sensitive to the
unique needs of particular communities and cultures.
• The barriers that prevent people from seeking care must be eliminated.
• Individuals and families must be empowered to participate in their own
health care.
• Low income and underserved people play an important role in the
formation of health policy at the local, state, and national level.
• Building consensus and coalitions around important health issues leads
to innovative solutions.
• Providing quality health care improves the well-being of communities.
• Racial and ethnic health disparities must be eliminated to have healthy
communities.
The Consortium is made up of eight member health centers, who deliver
outpatient services at dozens of locations throughout Alameda County:
• Asian Health Services
• Axis Community Health
• Bay Area Community Health
• La Clínica
• LifeLong Medical Care
FY 20/21 Allocation: $5,753,009 | Expended/Encumbered: $5,753,009
Individuals served by Measure A: 14,706 (Total individuals served: 278,291)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Outpatient Health Services, Public Health, Mental Health, Substance Abuse
Service area: Countywide
Primary Care Community-Based
Organizations
www.alamedahealthconsortium.org
Matching Funds
$5.65M
as part of Care Connect activities.
Highlights
735%
Community health centers increased
the number of COVID-19
screenings by 735% over a June
2020 baseline (target: 100%).
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 58
• Native American Health Center
• Tiburcio Vasquez Health Center
• West Oakland Health
The community health centers provided COVID-19 testing and vaccinations
and worked to improve access to these services as well as address
COVID-19 disparities through targeted outreach and education to priority
populations. The health centers have been part of redirecting patients
from opiate treatment for pain management to alternative modalities
for pain management such as guideline-directed non-opiate treatment,
acupuncture, chiropractic services, and behavioral health services.
HealthPAC provides affordable health care to uninsured Alameda County
residents. HealthPAC works collaboratively with AHC and its member
health centers to research, develop, analyze, and report on appropriate
measures for system improvements.
Health care services are available in English, Spanish, Cantonese,
Mandarin, Vietnamese, Tagalog, Farsi, Mam, Mien, Lao, Thai, Korean,
Japanese, Hindi, Cambodian, Mongolian, Burmese, French, Armenian,
and Ilocano.
Measure A Funding Achievements
The Consortium health centers used their Measure A allocation to achieve
the following:
• Perform 51,314 COVID-19 screenings (target: 12,298)
• Enroll 33,083 patients in HealthPAC (target: 33,083)
• Ensure that 1,163 active patients with confirmed Hepatitis C achieved
sustained virologic response at 12 weeks post-treatment (target: 1,160)
• Ensure that 14,706 HealthPAC patients had access to care (target:
14,706)
• Provide 71,455 patient visits to HealthPAC members (target: 71,455)
• Decrease the overall rate of hospital admissions to 3.3 per 1,000
members (target: 4.4 per 1,000 members; lower is better)
Success Story
A HealthPAC patient sought
behavioral health services at
Bay Area Community Health
following a violent assault. The
patient experienced significant
post-traumatic stress disorder
symptoms, which interfered with
employment and daily tasks. With
treatment, the patient was able
to reduce their time off from work
and avoidance of responsibilities
and recreation due to symptoms.
Eventually, the patient was
able to return to taking walks in
the neighborhood with family
members and progressed to
solitary walks, a leisure activity
enjoyed prior to the assault. With
the treatment available through
HealthPAC, the patient was able
to return to work, provide for their
family, and resume previously
enjoyed activities.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 59
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 60
FUNDS ALLOCATED BY THE ALAMEDA COUNTY BOARD OF SUPERVISORS
PUBLIC HEALTH
Alameda Boys & Girls Club, Inc. .................................................................................................62
Asthma Start ............................................................................................................................64
Center for Early Intervention on Deafness ....................................................................................65
CityServe of the Tri-Valley ..........................................................................................................66
Countywide Plan for Seniors: Home-Based Nursing Case Management ..........................................68
Countywide Plan for Seniors: Hospice & Advance Life Planning ......................................................69
Countywide Plan for Seniors: Senior Injury Prevention Program ......................................................71
Emergency Medical Services Corps/ Alameda County Health Pathway Partnership ..........................72
Health Services for Persons Who Inject Drugs: HIV Education and Prevention Project of Alameda County
74
Healthy Homes Department: Fixing to Stay & Group Living Facilities Project ...................................76
Home Visiting Services .............................................................................................................77
Homelessness 3-Year Action Plan ...............................................................................................79
La Clinica De La Raza ................................................................................................................80
Latino Men and Boys Program ....................................................................................................81
LifeLong Medical Care (Heart 2 Heart) ........................................................................................83
Needle Exchange Emergency Distribution ..................................................................................85
Public Health Prevention Initiative ..............................................................................................86
Public Health Prevention Initiative: EMS Injury Prevention .............................................................90
Public Health Services for Homeless Residents: Abode Services ....................................................92
Roots Community Health Center ................................................................................................93
Senior Injury Prevention Program ...............................................................................................94
Service Opportunities for Seniors (Meals on Wheels) — District 3 ...................................................95
Service Opportunities for Seniors (Meals on Wheels) — District 4 ...................................................96
2019–2020 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 60
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 61
Tri-Valley Haven for Women .......................................................................................................97
West Oakland Health Center .....................................................................................................98
Youth and Family Opportunity Initiatives .....................................................................................99
Background
The Alameda Boys & Girls Club (ABGC) serves thousands of Alameda
youth and teens each year with a comprehensive culinary, nutrition,
and health education program integrated with mental health services
and physical fitness, recreational, and environmental programming.
Members learn essential lessons about personal health and fitness
and how their food choices affect the environment. ABGC programs
address child health concerns such as obesity, heart disease, and
depression, as well as tackling unequal access to medical care, mental
health services, physical activity, and fresh foods.
The Get Growing gardening and Get Cooking culinary programs teach
participating members about personal responsibility, commitment,
and caring for the environment. The physical activity component
helps members with peer-group identification, teamwork, and good
sportsmanship. The comprehensive program meets multiple needs
among youth and organizational goals through multidimensional and
creative methods.
In addition, medical and mental health services help those who are
low income receive necessary and beneficial medical check-ups and
referrals to follow-up care such as counseling and dental and vision
work. Mental health services help members think critically about
the concepts of “normal” or “typical” versus “abnormal” behaviors,
provide them with knowledgeable solutions to the feelings they
face, and promote their ability to create a healthy and stable life for
themselves.
FY 20/21 Allocation: $114,794 | Expended/Encumbered: $114,794
Individuals served by Measure A: 1,000 (Total individuals served: 1,295)
Populations served: Indigent, Low Income, Uninsured Children
Services provided: Public Health, Mental Health, Substance Abuse
Service area: Alameda, Oakland
Alameda Boys & Girls Club, Inc.
alamedabgc.org
Highlights
100%
100% of workshop participants
completed the Club Knights or
Mighty Missy’s workshop series
(target: 75%).
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 62
Measure A Funding Achievements
ABGC used its Measure A allocation to achieve the following:
• Provide three health education events and/or workshops to 46 youth
(target: four events/workshops to 320 youth)
• Provide two small group counseling workshops to develop behavior
profiling tools to foster self-awareness and improve relationships,
communication, and decision making to 52 youth (target: four
workshops to 200 youth)
• Provide two six-session Club Knights workshops discussing how to make
good decisions, avoid harmful substances, and act responsibly to 18
middle school male students (target: four workshops to 50 students)
• Provide two six-session Mighty Missy’s workshops focused on promoting
self-esteem and healthy lifestyles; avoiding dating violence, harassment,
and sexually transmitted diseases; discussing sexual myths; and
emphasizing regular gynecological care to 12 female students (target:
six workshops to 50 students)
• Provide 23 Healthy Habits workshops to 140 members to encourage
a commitment to healthy eating and physical activity (target: 40
workshops to 240 members)
• Provide a comprehensive culinary, nutrition, and health education
program to 58 youth that teaches the value of healthy cooking and
eating by combining hands-on cooking activities, field trips, and a
teaching curriculum (target: 250 youth)
• Provide dynamic, garden-based nutrition and ecology education to 202
youth (target: 250)
• Provide low and high impact recreation and sports to help 221 youth
develop and/or maintain an active and physically fit lifestyle (target:
1,000)
Success Story
While learning and adventuring
in the Alameda Boys & Girls
Club “Italo’s Garden,” youth are
able to experience the sounds,
smells, sights, and tastes of the
fresh produce grown therein.
Participants are able to dig in the
soil, watch caterpillars transform
into butterflies, and learn about
and explore where food comes
from. One vibrant fourth grader
learned how to make pesto,
an ingredient that her mother
uses often when fixing dinner.
Participants had the opportunity
to learn first-hand how food is
grown and then how it transforms
to be on their plates for a meal.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 63
Background
Asthma Start works with families of children and adolescents diagnosed
with asthma to provide them with the tools needed to manage their
asthma, avoid the emergency department and hospital, ensure that
they have healthy homes, and live a healthy life avoiding the long-term
complications of asthma.
Asthma Start addresses the environmental aspect of asthma by visually
inspecting a client’s home and educating the parents on how to address
these issues. These interventions have proven to be effective in reducing
emergency department visits and hospitalizations and increasing the
parent’s knowledge of asthma management and improved asthma control.
In FY 20/21, Asthma Start was awarded a grant that assists in providing
asthma supplies to families like mattress and pillow encasings and other
asthma supplies as needed. This grant also assists in paying for remediation
in a home, such as repairing small holes where pests can enter or installing
exhaust fans. Asthma Start also worked with the Bay Area Air Quality
Management District to get wildfire funds to provide air purifiers to low
income families of children with asthma.
Staff speak English and Tigrinya. All Medi-Cal Managed Care organizations
provide translators for any language that the program may need, either by
telephone or in person.
Measure A Funding Achievements
Asthma Start used its Measure A allocation to achieve the following:
• Enroll 38 clients in the program (target: 50)
• Successfully discharge 23 clients from the program (target: 40)
FY 20/21 Allocation: $100,000 | Expended/Encumbered: $100,000
Individuals served by Measure A: 23 (Total individuals served: 38)
Populations served: Indigent, Low Income, Uninsured Children, Families
Services provided: Hospital Outpatient, Public Health
Service area: Alameda, Hayward, Oakland, San Leandro
Asthma Start
acphd.org/asthma.aspx
Matching Funds
$405,000
from Targeted Case Management
(TCM) and Medi-Cal
Administrative Activities (MAA).
Highlights
100%
100% of clients improved their
asthma control test score from
baseline (target: 80%).
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 64
Background
The Center for Early Intervention on Deafness (CEID) works to maximize
communication potential through early education, family support, and
community audiology services.
CEID provides community audiology services to Alameda County families
and individuals through two clinics in Berkeley and Oakland. Patients are
primarily low income and Medi-Cal-insured, making CEID one of the few
audiology providers that accept patients with Medi-Cal.
CEID is an acknowledged expert in pediatric audiology and reaches
out to community clinics and their doctors, birthing centers, and private
pediatricians. Referred patients are able to receive timely, professional
hearing evaluations and are provided and fitted with hearing devices for a
diagnosed hearing loss.
CEID has multilingual staff who speak Spanish, Hebrew, English, and
ASL and secures interpreters for patients whose primary languages
include Arabic, Asian, Cantonese, Chinese, Farsi, Hindi, Lao, Urdu, and
Vietnamese.
Measure A Funding Achievements
CEID used its Measure A allocation to achieve the following:
• Complete 580 hearing evaluations (target: 425)
• Dispense 339 hearing aids and ear molds to California Children’s
Services (CCS) and Medi-Cal patients (target: 150)
FY 20/21 Allocation: $57,397 | Expended/Encumbered: $57,397
Individuals served by Measure A: 118 (Total individuals served: 1,093)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health
Service area: Alameda, Albany, Berkeley, Dublin, Emeryville, Fremont, Hayward, Livermore, Newark,
Oakland, Pleasanton, San Leandro, San Lorenzo, Union City
Center for Early Intervention on Deafness
ceid.org
Highlights
99.5%
99.5% of patients needing hearing
aids had the authorization process
initiated within one week of
referral (target: 95%).
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 65
Background
Designed to humanize human services, CityServe of the Tri-Valley
mobilizes mercy and practical compassion through care coordination/case
management, outreach efforts, and community engagement.
By working with chronically homeless/unsheltered individuals, previously
homeless/now housed but who face obstacles related to keeping their
housing, and housed individuals who are at risk of becoming homeless,
CityServe coordinates services to assist clients who are working through
crises in order to help them gain stability. Assistance is provided in the
areas of:
• Supporting formerly homeless clients to move into The Goodness Village
• Supporting formerly homeless clients housed through Project Room-
Key/Safer Ground
• Performing two weekly pop-ups to provide a consistent meeting place
for clients
• Providing fliers for resources, holiday events, gifts, food, and mental
health assessments
• Providing Clipper Cards for transit system use and gift cards for
groceries, gas, food, shoes, clothing, and phone minutes, as well as for
various services for transitioning from streets to housing
• Providing hotel stays for medical procedures, surgeries, inclement
weather, and respite care
• Connecting homeless clients to programs and ministry groups that
provide holiday gifts for them and their children
• Performing multiple outreaches weekly for people who are resistant to
services to build trust and provide information, resources, and support
• Supporting clients with severe mental health or substance abuse issues
and connecting them to programs and resources
FY 20/21 Allocation: $100,000* | Expended/Encumbered: $100,000
Individuals served by Measure A: 161 (Total individuals served: 393)
Populations served: Low Income, Uninsured Adults, Families, Seniors
Services provided: Mental Health
Service area: Dublin, Livermore, Pleasanton, Homeless or Transient
*Includes Board of Supervisors discretionary allocation from District 1/Supervisor Haubert
CityServe of the Tri-Valley
cityservecares.org
Highlights
75%
75% of clients assessed with positive
mental health needs were given an
action plan for wraparound care
services (target: 75%)
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 66
Measure A Funding Achievements
CityServe of the Tri-Valley used its Measure A allocation to achieve the
following:
• Distribute 1,035 mental health care services informational brochures
(target: 360)
• Serve 161 unsheltered individuals (target: 120)
• Provide 122 basic mental health assessments (target: 120)
• Have 25 staff members participate in behavioral/mental health
assessment and other trainings (target: two)
• Conduct eight virtual trainings specializing in mental health and
addictions and sexual or domestic abuse (target: four)
• Develop 32 printed/electronic resource and trainings guide of mental
health and substance abuse services/providers for outreach staff and
volunteer use (target: one)
Success Story
An unsheltered client, who is a
veteran with physical and mental
health needs, took CityServe’s
mental health assessment
during an outreach session.
He was referred to and began
meeting with an intervention care
coordinator over a six-month
period. During that time, he was
given many mental health and
addiction resources along with
a well-defined care plan. His life
has completely changed. He has
been working full time for three
months and is now saving money
to be able to get into housing.
The CityServe team has been
able to encourage him through
the process and provide him with
consistent support.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 67
Background
The Alameda County Public Health Nurse (ACPHN) provides public health
nursing care, community outreach, home visits, care coordination, and
advocacy to address individual and community health needs, promote
healthy practices, improve health outcomes, eliminate health disparities,
and ensure optimal quality of life for all Alameda County residents.
Older Adults, Healthy Results (OA/HR) is an ACPHN program that provides
public health nurse case management to low income Alameda County adults
who are 60 years of age or older, promoting wellness, maximizing function,
and supporting clients to live safely in their homes and communities.
During FY 20/21, the two OA/HR nurse case managers and one nurse
manager were deployed full-time to Alameda County Public Health
Department COVID Outbreak Teams. The Outbreak Teams investigate
outbreaks in congregate settings that either serve vulnerable populations
or are at very high risk for transmission.
The OA/HR nurse manager established a Long-Term Care Facilities (LTCF)
Outbreak Task Force to control and prevent LTCF outbreaks; to develop a
network of community partners for guidance, staffing, and testing support;
and to amass a toolkit of resources to respond to COVID-19.
Client service languages are provided in multiple languages.
Measure A Funding Achievements
The Countywide Plan for Seniors program used its Measure A allocation to
achieve the following:
• Investigate 428 reports of COVID-19 outbreaks at LTCFs
• Confirm 255 outbreaks
• Find 5,599 COVID-19 cases that were linked
FY 20/21 Allocation: $500,000 | Expended/Encumbered: $500,000
Individuals served by Measure A: 428 (Total individuals served: 428)
Populations served: Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health
Service area: Countywide
Countywide Plan for Seniors:
Home-Based Nursing Case Management
acphd.org
Highlights
16
The nurse manager manages
a team comprised of 16 nurse
investigators plus multiple program,
administrative, and data entry staff.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 68
Background
Alameda County Care Partners (ACCP) Getting the Most Out of Life
(GMOL) offers a culturally competent, community-based palliative care
program (CBPC) with supportive services, virtual community outreach
activities, and life care planning education in Alameda County. ACCP
works with Alameda County In-Home Supportive Services (IHSS) recipients
and care providers; GMOL serves non-IHSS, low income seniors and/or
disabled and individuals.
GMOL works with community champions to design and deliver high
quality services to meet the needs of elders to keep them safe and
comfortable and have an improved quality of life at home based on goals-
of-care conversations in which they share the kind of health care they
desire.
During the pandemic, GMOL utilized telehealth calls to help clients
document their health care choices and provide care coordination
and support. Staff also provided clients with COVID screenings, safety
assessments, and health care system navigational support to connect to
vital social resources.
The team also developed a telehealth train-the-trainers advance directive
education presentation, which was presented to a diverse array of partners
and disseminated widely. A virtual survey was developed and conducted
to track the effectiveness of the training.
To serve all languages, GMOL uses the language line along with Samuel
Merritt nursing student volunteer translators, bilingual IHSS care providers,
GMOL/Care Partners bilingual staff, and community and faith-based
organization partners. Languages include Cantonese, Vietnamese, Korean,
Spanish, and Mandarin.
FY 20/21 Allocation: $250,000 | Expended/Encumbered: $233,154
Individuals served by Measure A: 1,180 (Total individuals served: 7,909)
Populations served: Indigent, Low Income, Uninsured Adults, Families, Seniors
Services provided: Public Health
Service area: Countywide, Outside of Alameda County
Countywide Plan for Seniors:
Hospice & Advance Life Planning
gettingthemostoutoflife.org
Highlights
100%
100% of IHSS clients reported
having more knowledge of local
resources following an ACCP
telehealth visit (target: 75%).
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 69
Measure A Funding Achievements
The hospice and advance life planning providers used their Measure A
allocations to achieve the following:
ACCP
• Provide four client education/training presentations to introduce 99
clients to the program (target: 120 clients)
• Provide one in-service presentation to IHSS professionals to introduce 15
professionals to the program (target: 10 professionals)
• Receive 48 referrals from IHSS care providers and professionals to
provide CBPC to IHSS recipients (target: 50)
• Offer CBPC to 40 new IHSS clients (target: 15)
• Ensure that 40 CBPC clients were successfully discharged from services
(target: 10)
• Train 6,590 IHSS care providers on ACCP-related topics during
orientation (target: 5,000)
GMOL
• Provide 11 education/training presentations to introduce 1,120 clients to
the program (target: 400)
• Ensure that 1,095 class participants who did not have an advance
directive either completed or planned to complete one at the end of the
training
• Provide three in-service presentations to introduce 31 professionals to
the program (target: 75 professionals)
• Serve 30 new GMOL clients with CBPC via telehealth (target: 25)
• Successfully discharge 30 clients from GMOL services (target: 25)
• Receive referrals from 50 clients (target: 50)
Success Story
The GMOL team assisted a
62-year-old woman who suffers
from severe rheumatoid arthritis
and other ailments. Through
consultations, risk assessments,
and listening, the team assisted
the woman in obtaining safety
equipment in her home,
understanding how to better
navigate the health system to have
her concerns and wishes attended
to, and getting free durable
medical equipment to keep her
safe and comfortable. The team
also educated her about the
benefit of updating her advance
directive to ensure that her health
care wishes are honored. The
client expressed her appreciation
and gratitude to the team.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 70
Background
The Alameda County Area Agency on Aging (AAA) works to ensure and
sustain a life free from need and isolation for all older Alameda County
residents. Through leadership and collaboration, AAA’s community-based
system of care provides services that support independence, protect the
quality of life of older Californians and persons with functional impairments,
and promote older adult and family involvement in the planning and
delivery of services.
Through AAA, clients receive nutritious home-delivered meals and grocery
bags of healthy foods, and participate in physical education classes to learn
about the importance of and how to make healthy nutritional choices as
well as physical exercise.
The Senior Injury Prevention Program (SIPP) makes minor home
modifications to help minimize fall risks and allow older adults to stay at
home safely. Modifications include grab bars, railings, shower chairs/
benches, smoke detectors, and more.
Grocery bag inserts are often translated into Chinese and Spanish, and
nutrition education materials are translated into Chinese, Vietnamese,
Farsi, Japanese, and Spanish as needed.
Measure A Funding Achievements
AAA used its Measure A allocation to achieve the following:
• Deliver meals to 612 Meals on Wheels clients
• Distribute grocery brown bags to 700 Mercy Brown Bag clients
• Provide services to 1,489 SIPP clients
FY 20/21 Allocation: $797,808 | Expended/Encumbered: $797,808
Individuals served by Measure A: 612 Meals on Wheels clients; 700 Mercy Brown Bag clients; 1,489
Senior Injury Prevention (SIPP) clients (Total individuals served: 3,876 Meals on Wheels clients; 700 Mercy
Brown Bag clients; 1,673 SIPP clients)
Populations served: Low Income Seniors
Services provided: Public Health
Service area: Countywide
Countywide Plan for Seniors:
Senior Injury Prevention Program
alamedacountysocialservices.org
Matching Funds
$142,869
from state SNAP Ed funding.
Highlights
97%
97% of Mercy Brown Bag clients said
they would skip meals without the
food provided (target: 80%).
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 71
Background
The Emergency Medical Services (EMS) Corps works to increase the
number of underrepresented Emergency Medical Technicians (EMTs)
through leadership development, mentorship, and job training. Through
its life coaching, community service, mentorship, and health and wellness
programs, EMS Corps helps give participants the tools to be successful in
their personal and professional lives.
EMS Corps students participate in health fairs and community events and
teach life-saving skills to middle and high school students, which exposes
other youth to the EMS workforce.
Alameda County Health Pathway Partnership (ACHPP) serves as a hub for a
consortium of organizations that includes EMS Corps, the Alameda County
Health Coach program, and the Alameda County Health Care Services
Agency (HCSA) internship program for high school students. The Alameda
County Health Coach program trains youth and young adults to become
health coaches who subsequently educate community members about
managing chronic diseases more effectively.
Services are provided in English and Spanish
Measure A Funding Achievements
EMS Corps used its Measure A allocation to achieve the following:
• Provide workforce development activities to 95 youth and young adults
at four school sites (target: 90 youth/young adults at five school sites)
• Recruit 69 and 59 applicants respectively for EMS Corps Cohort 1 and
Cohort 2 (target: 80 per cohort)
• Interview 36 and 39 applicants respectively for EMS Corps Cohort 1 and
Cohort 2 (target: 40 per cohort)
FY 20/21 Allocation: $607,791 | Expended/Encumbered: $607,791
Individuals served by Measure A: 665 (Total individuals served: 815)
Populations served: Low Income, Uninsured Adults
Services provided: Emergency Medical, Substance Abuse
Service area: Countywide
Emergency Medical Services Corps/
Alameda County Health Pathway Partnership
acphd.org/ems
Highlights
100%
100% of ACHPP participants reported
they would continue to work
together to serve youth and young
adults (target: 100%).
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 72
• Enroll 17 and 18 students respectively for EMS Corps Cohort 1 and
Cohort 2 (target: 20 per cohort)
• Work with nine partners (County staff, employers, mentors, presenters,
and community-based organizations) in the implementation of two
workforce projects/activities (target: five partners and two activities)
• Hold seven meetings with partners and employers to provide technical
assistance for recruitment and retention of boys and men of color for EMS
Corps and other related youth programs (target: five)
• Share six communications to support assistance for recruitment (target:
three)
• Conduct six community service events (target: five)
• Have participants reach 512 peers to educate them on social
determinants of health and COVID-19 (target: 250)
• Through the Alameda County Health Coach program, place eight
coaches primarily at COVID vaccine and testing sites to assist with
language translation and provide isolation and quarantine orders, COVID
school outreach, and town night events.
• Serve 650 community members through the Alameda County Health
Coach program
• Serve 15 students through the HCSA internship program
Success Story
After the pandemic began,
ACHPP interns partnered with
COVID testing sites that needed
outreach. Interns were trained
on COVID-19 education and
debunking myths. They created
a social media campaign that
reached their family and friend
networks. They also made a
huge impact in assisting with
outreach at several COVID testing
sites in the summer of 2020.
They were able to serve Homies
Empowerment, Arise, and San
Lorenzo High Schools. In addition,
they worked with various
community health projects.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 73
Background
The HIV Education and Prevention Project of Alameda County (HEPPAC)
works to stop the further spread of preventable diseases among people
who use drugs (PWUD) in the community.
HEPPAC’s fixed and mobile integrated services span throughout Oakland
to enable more unhoused and homeless individuals to access harm
reduction supplies including sterile syringes, biohazard containers,
medical attention, and education that support them staying healthy, alive,
and able to thrive to make healthier choices and gain impactful, lasting
change in their lives.
HEPPAC is the primary program in Oakland that provides services in a non-
clinical setting. Access points allow clients to have a place where persons
who inject drugs (PWID) can access sterile syringes and other ancillary
services. HEPPAC’s fixed Site Supervision Plan (SSP) sites act as access
points for all PWUD to access life-saving supplies and medical treatment
if they cannot access their assigned brick-and-mortar medical home
locations, such as a Federally Qualified Health Center (FQHC). Access
to these sites on a consistent basis decreases PWUD access to County
emergency departments for non-emergency, acute soft tissue infections
and other co-morbidities that can be addressed by the HEPPAC services
at fixed and mobile sites. HEPPAC’s services are impactful in the ever-
growing population of homeless and unhoused in the community, which is
inflated by the housing crisis occurring in the larger Bay Area, and Oakland
specifically. SSP sites occur throughout the day as mobile sites and are
fixed at evening locations in nonclinical settings and at nontraditional
business hours.
Services are offered in Spanish.
FY 20/21 Allocation: $310,684 | Expended/Encumbered: $310,684
Individuals served by Measure A: 1,154 (Total individuals served: 3,690)
Populations served: Indigent, Low Income, Uninsured Adults, Seniors
Services provided: Emergency Medical, Hospital Outpatient, Public Health, Substance Abuse
Service area: Berkeley, Emeryville, Oakland
Health Services for Persons Who Inject Drugs:
HIV Education and Prevention Project of
Alameda County | heppac.org
Success Story
“Eric” is a 55-year old African
American male who began
snorting, then injecting, heroin
after a work-related injury. Eric
experienced homelessness,
recidivism, trauma, and rape while
in prison, all contributing to his
continued homelessness. Eric has
been coming to HEPPAC for over
three years and utilizes its services.
Infected with Hepatitis C, HEPPAC
provided Eric two RNA blood
draws to check the levels of virus
in his system. Eric was linked to
Trust Clinic in mid-December and
started his 12-week treatment for
Hepatitis C. Eric completed his
treatment and continued to work
with HEPPAC staff to access food,
harm reduction supplies, and
medical support.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 74
Measure A Funding Achievements
HEPPAC used its Measure A allocation to achieve the following:
Overdose Prevention Education and Naloxone Distribution
(OPEND)
• Administer OPEND trainings to 428 clients (target: 400)
• Conduct eight OPEND trainings to 38 service provides (target: five
trainings to 20 providers)
• Provide OPEND training to 40 organizations (target: five)
• Establish five OPEND sites (target: five)
• Train 60 staff in OPEND refresher/follow-up (target: 32)
• Conduct seven OPEND trainings for 18 community-based organizations
(CBOs) (target: five trainings for five CBOs)
• Provide new OPEND training to 60 staff (target: 20)
• Display Narcan information and accessibility campaign materials in five
cities throughout Alameda County (target: three)
• Display 30 Narcan information and accessibility posters throughout the
County
• Display eight different visual advertising products
• Participate in three planning committees to increase Narcan access
(target: two)
• Conduct four OPEND presentations to city and County officials (target:
two)
Syringe Exchange Program (SEP)
• Distribute 2,400 pieces of information material for SEP
• Ensure that 421 syringe access participants utilized services and were
aware of available alternative holistic health services
• Serve 2,100 residents during mobile syringe access services
• Collect 106,429 used syringes (target: 100,000)
• Distribute/exchange 110,000 sterile syringes for used syringes (target:
50,000)
• Offer six hours of fixed syringe exchange access each week (target: six)
• Offer 24 hours of mobile syringe access each week (target: 24)
• Serve 2,949 Oakland residents through mobile syringe access and fixed
syringe access services
• Offer 19 mobile syringe access sites
• Reach 1,286 self-reported active PWID Oakland residents
• Distribute 11 safe drug-using supplies
• Reach 1,486 PWID self-reported residents
• Provide medical treatment for soft-tissue infection to 76 participants
(target: 40)
• Conduct 34 safer injection workshops (target: 20)
• Provide alternative holistic health services to 428 participants during
syringe access services (target: 400)
Highlights
OPEND
100%
100% of clients trained reported that
training increased their ability to
respond to an overdose (target:
90%).
SEP
94%
94% of syringe access participants
said they learned about safer
injection techniques and proper
disposal methods of used/littered
syringes (target: 65%).
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 75
Background
The Alameda County Healthy Homes Department promotes an integrated
approach for safe and healthy housing through collaborative community
initiatives, applied research, and policy developments to improve the lives
of vulnerable populations.
The Healthy Homes Department Fixing to Stay program helps older adult
clients stay in their homes as long as possible in housing conditions that
contribute to their well-being. Interventions include essential items such as
grab bars, functioning water heaters, and electrical and plumbing work.
Independent living homes are group living housing environments for
disenfranchised residents facing multiple obstacles including being
formerly incarcerated, elderly, or mentally ill or having other disabilities.
While many are formerly homeless and unsheltered, the Department’s
interventions ensure that these residents have good quality, affordable
housing. The Department has been able to assist public health providers
in identifying where congregate settings are located to maintain an
up-to-date database. The Department provides information regarding
maintaining COVID safety, as well as information about vaccinations.
Clients receive some services in Spanish.
Measure A Funding Achievements
The Healthy Homes Department leveraged its Measure A allocation to
achieve the following:
• Conduct outreach to 143 older adults and their families (target: 70)
• Conduct 24 health and safety risk assessments (target: 45)
• Conduct 80 site visits and healthy home assessments (target: 80)
• Respond to 14 complaints/grievances related to independent living
homes (target: five)
FY 20/21 Allocation: $$311,511 | Expended/Encumbered: $311,511
Individuals served by Measure A: 187 (Total individuals served: 273)
Populations served: Low Income, Uninsured Adults, Seniors
Services provided: Public Health
Service area: Albany, Ashland, Castro Valley, Cherryland, Dublin, Emeryville, Fairview, Newark, Oakland,
San Lorenzo, Union City
Healthy Homes Department:
Fixing to Stay & Group Living Facilities Project
achhd.org
Matching Funds
$339,054
from Alameda County Cares
Connect funds and Minor Home
Repair funds.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 76
Background
The Family Health Services (FHS) division, under the auspices of the
Alameda County Public Health Department (ACPHD), works to ensure
the health and well-being of diverse families with compassionate,
comprehensive, and collaborative services. Within FHS, the staff of the
Maternal, Paternal, Child, and Adolescent Health (MPCAH) Unit work to
ensure that women, children, youth, mothers, fathers, and families achieve
optimal health and well-being through the delivery of client-centered,
culturally responsive, high quality, strength-based services that are
merged with community transformation efforts to improve neighborhood
conditions.
The MPCAH’s Starting Out Strong Home Visiting and Family Support
System of Care, which includes programs supported by Measure A
funds, supports three programs: Children’s Hospital & Research Center at
Oakland Special Start Program, Tiburcio Vasquez Health Center (TVHC)
Family Support Services Program, and Brighter Beginnings Family Support
centers.
Services are provided in the language that the family prefers. There are
some bicultural and bilingual case managers providing services in Spanish,
Cantonese, and Mandarin. Additional languages are accessed through
interpretation services.
Measure A Funding Achievements
FHS/MPCAH used its Measure A allocation to achieve the following:
• Serve 445 parents, of whom 97% of eligible parents were screened for
depression (target: 401 and 90%)
• Serve 412 children, of whom 95% of eligible children received early
developmental screening (target: 350 and 85%)
FY 20/21 Allocation: $1,850,170 | Expended/Encumbered: $1,850,170
Individuals served by Measure A: 999 (Total individuals served: 2,674)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families
Services provided: Public Health, Mental Health
Service area: Countywide
Home Visiting Services
acphd.org/mpcah
Matching Funds
$1.27M
The three Measure A-funded
providers leveraged their Measure
A allocations to obtain funds from
Targeted Case Management
(TCM) and Medi-Cal Administrative
Activities (MAA).
Highlights
82%
82% of parents who screened
positive for parental depression were
referred to mental health supports
or treatment (target: 80%).
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 77
• Ensure that 81 children ages 6–11 months were breastfed or fed breast
milk, of whom 47% were fed in this way for at least six months (target: 65
and 60%)
• Of 365 parents eligible for a Reproductive Life Plan, ensure that 93% had
a documented plan (target: 274 and 75%)
• Increase practice of safe sleep behaviors among 62 children 0-6 months
old, representing 65% of these children (target: 80%)
Success Story
Referred by her TVHC medical
provider, a 19-year-old mother
with a 12-month-old child was
overwhelmed by the care of her
child. She was also referred for
mental health services but was
reluctant to engage in such.
She was unemployed, isolated
because of COVID-19, and had
limited support. The TVHC case
manager encouraged her to
identify a career interest and got
her enrolled in Women, Infants,
and Children (WIC) and CalFresh.
The case manager also helped her
develop a resume, and she was
then hired by a local beauty store.
She applied and was accepted to
cosmetology school. She’s also
working to identify day care for
her child, and both have shown
much improvement.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 78
Background
The Alameda County Office of Homeless Care and Coordination (OHCC),
in coordination with the Alameda County Health Care Services Agency
(HCSA), strives to achieve health equity by working in partnership to
provide high quality services, foster safe and healthy communities, and
promote fair and inclusive opportunities for all residents.
During the ongoing COVID-19 pandemic, individuals served by HCSA
continued to receive critical shelter and support to access permanent
housing at a time when the ability to safely shelter in place in a non-
congregate setting was more crucial than ever. By helping to move clients
off the street, both physical and mental health care needs could be better
addressed, COVID risk was mitigated, and permanent housing was
secured for the County’s most vulnerable residents.
HCSA offers translation services in a wide range of languages, including
Spanish.
Measure A Funding Achievements
OHCC and HCSA used their Measure A allocation to support 139 currently
homeless, high risk households to move into non-congregate shelter
(target: 150).
FY 20/21 Allocation: $500,000 | Expended/Encumbered: $500,000
Individuals served by Measure A: 146 (Total individuals served: 633)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors,
Other: Disabled Adults
Services provided: Public Health
Service area: Countywide, Homeless or Transient
Homelessness 3-Year Action Plan
homelessness.acgov.org
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 79
Background
La Clinica de La Raza, Inc. strives to improve the quality of life of the diverse
communities it serves by providing culturally appropriate, high quality,
accessible health care for all.
La Clínica San Antonio Neighborhood Health Center offers a monthly food
distribution and an onsite pantry that provides food for patients any day
the clinic is open. Measure A funding enabled La Clinica to purchase fresh
produce from Dig Deep Farms as well as incentives to promote the food
distribution wellness: jump ropes, workout bands, reusable zip lock bags,
kids’ chef aprons and hats, adult aprons, and reusable grocery bags. As a
result of La Clinica program’s services, patients can improve food security
in their household and receive food they otherwise would not have access
to through other means.
La Clinica delivers Measure A-funded services to clients in English, Spanish,
and Cantonese.
Measure A Funding Achievements
La Clinica used its Measure A allocation to achieve the following:
• Serve 2,872 individual patients and their household members via Food
Farmacy distributions (target: 500)
• Serve 408 unique individuals/patients via Food Farmacy distributions
(target: 150)
• Conduct 24 surveys with Food Farmacy participants (target: 20)
• Provide 2,920 pieces of educational and/or promotional materials on
nutrition/nutritious foods offered (target: 300)
FY 20/21 Allocation: $20,000* | Expended/Encumbered: $20,000
Individuals served by Measure A: 2,872 (Total individuals served: 2,872)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health
Service area: Oakland
*Includes Board of Supervisors discretionary allocation from District 3/Supervisor Chan
La Clinica De La Raza
laclinica.org
Success Story
A patient diagnosed with Type
2 diabetes received personal
diabetes education from the
Clinical Nutritionist and was
referred to the Food Farmacy. She
was very motivated to change
her diet and lifestyle to keep her
blood sugars under control. She
had several nutrition visits and
started attending the monthly
food distributions, which she
continues to do. She stops for
the nutrition education, asks
questions, and takes demos and/
or education materials with her.
She makes it a point to walk to the
distribution to get her exercise. At
the distribution she always asks for
greens and vegetables. Since her
diagnosis, her blood sugars have
improved, and she keeps them
well controlled.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 80
Background
The Unity Council promotes social equity and improves quality of life by
building vibrant communities where everyone can work, learn, and thrive.
The Unity Council Latino Men and Boys (LMB) program contributes to
improving participants’ health, wellness, academics, and guidance. LMB
mentors facilitate a cohort of 12-25 male students. Centered around
restorative justice and social and emotional learning (SEL) practices, the
program aims to provide a safe learning environment and role model to
students. Mentors provide intensive case management and individualized
support to their students and families, as well as school health centers
(SHCs), to increase students’ access to health information and services.
During the COVID-19 shelter-in-place, LMB mentors, despite obstacles,
were able to provide support both in and outside of school. The team
referred some youth and families to LMB’s food distribution events and
assisted families with rental support.
Services are offered in English and Spanish.
Measure A Funding Achievements
The Unity Council LMB program used its Measure A allocation to achieve
the following:
• Conduct 256 Coordination of Service Team (COST) meetings and
planning sessions with school and SHC staff to recruit and coordinate
care
• Ensure participation of 150 students in the LMB program (target: 160)
• Deliver four presentations offering a culturally responsive SEL curriculum
to 150 participants
• Conduct 15 virtual parent meetings
FY 20/21 Allocation: $200,000 | Expended/Encumbered: $200,000
Individuals served by Measure A: 150 (Total individuals served: 150)
Populations served: Low Income, Uninsured Children
Services provided: Public Health, Mental Health
Service area: Oakland
Latino Men and Boys Program
unitycouncil.org
Matching Funds
$350,000
from the Oakland Unified
School District, The California
Endowment, Kaiser, and Unity
Council in-kind and fiscal
sponsorship.
Highlights
92%
92% of participants reported that the
program helped them get healthy
food when their family didn’t have
enough.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 81
• Engage four SHC staff to build capacity for health care access and
services for Latino young men and boys
• Support 53 male participants with 504s or IEPs with LMB services
• Hold eight COST meetings in all LMB sites (target: eight)
Success Story
Daniel joined the LMB program
in 2019. When the pandemic hit,
he was no longer able to attend
class in person, and his father, the
breadwinner in the family, lost
his job. Shortly after, everyone
in the home except Daniel
tested positive for COVID-19.
Daniel’s LMB mentor, Mr. G,
helped him adjust to distance
learning and the disruptions in
his family life and connected his
family to direct relief provided
by The Unity Council. Through
the organization, Daniel’s family
received cash assistance as
well as bagged groceries each
week from its food distributions.
Daniel’s family has referred others
to the food distribution because it
helped keep their family fed.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 82
Background
LifeLong Medical Care provides high quality health and social services
to underserved people of all ages; creates models of care for the elderly,
people with disabilities, and families; and advocates for continuous
improvements in the health of its communities.
The LifeLong Heart 2 Heart (H2H) program hosts community outreach
events to provide information about cardiovascular disease, hypertension
education, screenings, resource links, and health-related topics. The heart
health drop-in blood pressure clinic at the South Berkeley Senior Center
provides a space in which trusting relationships are built with seniors who
visit weekly.
In addition, H2H trains community members to become Neighborhood
Health Advocates (NHAs) and empowers them with tools to improve the
health and well-being of their community. H2H also coordinates with the
NHAs to participate in community engagement activities for community
members to keep them active and connected to the community.
Services and written materials are provided in English and Spanish, with
translation services for other languages as needed.
Measure A Funding Achievements
The LifeLong H2H program used its Measure A allocation to achieve the
following:
• Organize 61 community outreach events attended by 1,224 participants
(target: three events)
• Provide 16 community health education training sessions to 23 residents
(target: 15 residents)
FY 20/21 Allocation: $100,000 | Expended/Encumbered: $100,000
Individuals served by Measure A: 2,191 (Total individuals served: 2,191)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health
Service area: Berkeley, Oakland
LifeLong Medical Care (Heart 2 Heart)
lifelongmedical.org/services/heart-2-heart.html
Matching Funds
$35,000
from the Sutter Health Foundation.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 83
• Administer five mini-grants to five individuals who implemented a variety
of health and wellness programs that served 1,208 attendees (target:
four grants to four individuals)
• Serve 2,191 community members at 96 community health events (target:
50 members at 15 events)
Success Story
Through LifeLong’s mini-grant
program, Buendia Boxing was
able to provide a safe and healthy
space for over 30 participants per
class at San Pablo Park in south
Berkeley. One participant stated,
“Coming here kept me out of
trouble and helped me clear my
mind.” Buendia Boxing noted,
“Thanks to the Heart 2 Heart
program, we were able to replace
worn-out boxing gear and provide
our youth with their own gloves
to keep. This was essential during
this pandemic. The Berkeley
community was able to still find a
way to keep their heart pumping
during uncertain times."
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 84
Background
Needle Exchange Emergency Distribution (NEED) works with people who
use drugs, and communities affected by drug-related harm, to reduce and
prevent the transmission of HIV/AIDS, Hepatitis C, and other blood-borne
diseases. NEED offers free, anonymous services that are participant-driven
in order to support and improve physical and social health.
NEED provides injection and smoking supplies to reduce the risk of
transmission of HIV and Hepatitis C. In recent years, the ubiquity of high
potency fentanyl has increased a demand for naloxone distribution and
overdose prevention services.
Referrals are provided for testing and treatment for HIV and HCV, an
overdose prevention hotline, medication-assisted treatment for opioid
use disorder, social and medical services, food pantries, and more. NEED
also provides first aid supplies, personal protective equipment, new socks,
sandwiches, and other items for health and well-being care. NEED is a
source for answers to questions and information sharing, as well as a safe,
supportive, and nonjudgmental environment.
Measure A Funding Achievements
NEED used its Measure A allocation to achieve the following:
• Make 2,691 service contacts through fixed and mobile outreach sites
(target: 2,000)
• Distribute 765,234 syringes (target: 600,000)
• Dispose of 314,170 syringes (target: 300,000)
FY 20/21 Allocation: $25,000* | Expended/Encumbered: $25,000
Individuals served by Measure A: 405 duplicated contacts (Total individuals served: 2,691 duplicated contacts)
Populations served: Indigent, Low Income, Uninsured Adults, Families, Seniors
Services provided: Public Health, Substance Abuse
Service area: Countywide, Outside of Alameda County, Homeless or Transient
*Includes Board of Supervisors discretionary allocation from District 5/Supervisor Carson
Needle Exchange Emergency Distribution
berkeleyneed.org
Success Story
One participant recently asked for
fentanyl test strips, confiding that,
although he has been abstinent
from heroin for nearly five years,
he recently moved to California
and was having trouble obtaining
his suboxone, a medication-
assisted treatment for opioid use
disorder. He wanted to be sure
that if he relapsed as a result, his
drugs would not be laced with
unwanted fentanyl. Consultants
instructed him on the proper
use of the test strips, loaded
him up with naloxone, informed
him about the Never Use Alone
hotline, and connected him with
NEED resource navigators to
help get him reconnected to his
medication as quickly as possible.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 85
Background
The Alameda County Public Health Department (ACPHD) works in
partnership with the community to ensure the optimal health and well-
being of all people through a dynamic and responsive process respecting
the diversity of the community and providing for present and future
generations.
The programs and organizations receiving Measure A funding under the
Public Health Prevention Initiative funding include the following:
• Asthma Start*
• Berkeley Dental*
• Child Health & Disability Prevention (CHDP) Developmental Screening—
Help Me Grow
• Community Assessment, Planning, and Evaluation (CAPE) Unit
• Diabetes Program
• East Oakland Boxing Association (EOBA)
• Health Equity Policy & Planning (HEPP)
• HOPE Collective
• Immunization Section
• Lotus Bloom
• Mandela Partners
• Niroga Institute
• Nursing
• Nutrition Services Program
* This provider also received standalone Measure A funding. For details,
see the entry under the provider’s name elsewhere in this report.
Services are provided in a wide variety of languages, which vary by
provider.
FY 20/21 Allocation: $3,252,820 | Expended/Encumbered: $2,977,430
Individuals served by Measure A: 77,257 (Total individuals served: 277,997)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health, Mental Health
Service area: Countywide, Homeless or Transient, Outside of Alameda County
Public Health Prevention Initiative
acphd.org
Matching Funds
$712,912
from the following sources:
• Targeted Case Management
(TCM)
• Child Health and Disability
Prevention (CHDP)
• Maternal, Child, and Adolescent
Health (MCAH)
• Medi-Cal Administrative
Activities (MAA)
• Merck Foundation
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 86
Measure A Funding Achievements
Measure A funds are used for a broad array of services that benefit the
residents of Alameda County. The Public Health Prevention Initiative
programs used Measure A funding to help achieve the following:
Asthma Start
• Enroll 138 clients in the program (target: 200)
• Successfully discharge 70 clients from the program (target: 150)
Berkeley Dental
• Provide dental screening to 70 students (target: 60)
• Reach 24,027 community residents through various programs (target:
20,000)
• Reach 14,800 residents affected by COVID-19 to collect demographic
data
CHDP Developmental Screening—Help Me Grow
• Develop 62 developmental screening goals (target: 58)
• Provide monthly site visits to reinforce screening practices and offer
technical assistance to clinic staff at 62 sites (target: 56)
• Track and evaluate screening data from 56 sites (target: 56)
• Provide eight trainings to pediatric provider sites
CAPE Unit
• Receive 120 data requests from stakeholders (target: 75)
• Complete 110 data requests within two weeks (target: 75)
Diabetes
• Enroll 95 clients into diabetes self-management education (DSME)
classes (target: 120)
• Ensure that 11 clients successfully completed DSME (target: 100)
EOBA
• Reach 500 families per week through the EOBA food distribution
program (target: 200)
• Reach 5,064 households quarterly (target: 2,000)
• Ensure that 24 youth participated in cooking, gardening, and/or
physical activity programs (target: 40)
• Ensure that 22 EOBA youth participated in daily physical activity in online
after-school and summer programs (target: 40)
• Conduct two sports nutrition workshops per quarter with 11 youth
participants (target: four workshops with 11 participants)
• Engage 12 youth participants in the Youth Leadership program (target:
five)
• Create 377 activity kits to enhance home learning in physical activity,
gardening, nutrition, and art (target: 40)
• Train 18 UC Berkeley students to be online health/literacy mentors to
EOBA youth (target: six)
Success Story
Asthma Start
“Tanya” complained of frequent
asthma symptoms and couldn’t
figure what was triggering them.
After consulting with an asthma
coordinator, she learned proper
inhaler usage as well as how to
follow the prescribed dosing.
Together, they also determined
that the triggers likely came from
Tanya’s workplace, where she was
exposed to food smoke and high
physicality while performing her
job duties. Tanya began to use
her inhaler as prescribed and also
decided to change jobs. Tanya
reported that the education,
support, referrals, and supplies
were helpful, and that she had
not had any asthma attacks since
making these changes.
Highlights
100%
EOBA
100% of youth reported satisfaction
with the cooking, gardening,
and art classes; physical activity
classes; and sports nutrition
workshop (target: 85%).
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 87
HEPP—City/County Neighborhood Initiative (CCNI)
• Hold 15 community meetings to conduct trainings on making vaccination
appointments and share vaccination information and resources (target:
15)
• Provide 70 organizations with technical assistance (TA), training, and
navigation assistance to make vaccine appointments and access County
resources (target: 50)
• Provide education and health information through 15,000 door hangers
in Spanish and English (target: 15,000)
• Train 15 organizational partners for residential and small business
outreach (target: 15)
• Knock on 73,876 doors with information (target: 90,000)
• Hold 16,106 conversations with residents (target: 20,000)
• Serve 33,131 residents in the most impacted neighborhoods at
community vaccine sites (target: 40,000)
• Implement six community vaccine sites (target: six)
• Institute nine practices that increased access for residents of underserved
communities (target: 10)
• Implement three pop-up vaccine sites with community partners (target:
five)
HOPE Collective
• Provide 19 Nutrition Education and Outreach events to 7,534 people via
social media and online events (target: 30 events for 1,250 participants)
• Make 30 contacts/visits per store to accomplish healthy change goals
(target: 120)
Immunization Section
• Create 82 perinatal Hepatitis B case reports to identify women of child-
bearing age infected with Hepatitis B (target: 100)
• Create 46 STD reports to identify new primary cases of syphilis (target:
52)
Lotus Bloom
• Reach 1,430 households monthly with diaper and food distribution
(target: 125)
• Provide 15 physical activity classes for 320 participants (target: eight
classes for 30 participants)
• Provide six cooking/nutrition classes for 172 participants (target: eight
classes for 30 participants)
• Provide playgroups for 41 families with 82 participants (target: 60
families with 120 participants)
• Train 240 parents/staff in the Physical Movement and Health Food Policy
(target: 240)
• Participate with two markets to engage 60 families (target: two markets
and 60 families)
Mandela Partners
• Provide nutrition education and outreach activities to 12,683 people
(target: 1,250)
Success Story
HEPP
At the community-based HEPP
site at Fremont High School in
Oakland, one client was Maya
Mam, an indigenous community
from Guatemala. HEPP provided
Mam-speaking staff at the site,
and the client was served in
their native language. They
enlisted HEPP’s help in bringing
more of their coworkers from
the Columbus-Hormel factory
in Hayward. The workers were
eligible for vaccination, but they
would not have been aware or
able to access the appointment
system without HEPP’s outreach
and support. With the factory
manager’s cooperation, HEPP’s
Spanish- and Vietnamese-
speaking staff reached out to
more than 30 immigrant workers
and supported them and their
families to make appointments
and receive vaccinations.
Highlights
100%
Lotus Bloom
100% of bags of food distributed
adhered to the Healthy Food
Policy (target: 100%).
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 88
• Host 16 Cooking and Conversing virtual events (target: 16)
• Offer 41 wellness education and recipe posts on Instagram (target: 40)
• Recruit, maintain, and assist five stores per quarter for healthy change
goals (target: five)
Niroga Institute
• Provide semester-long, twice-weekly Dynamic Mindfulness (DMind)
sessions to 550 students (target: 500)
• Provide online DMind training and coaching to 28 teachers (target: 40)
Nursing
• Investigate 428 COVID-19 outbreaks in congregate settings, including
255 confirmed outbreaks
• Link 5,599 COVID-19 cases to confirmed outbreaks
Nutrition Services
• Provide technical assistance to 30 community-based organizations to
create events that provided and encouraged healthy eating and drinking
water (target: 30)
• Provide community resident champion work opportunities to five people
(target: five)
Success Story
HOPE Collective
Quetzalli, an Oakland resident,
participated in HOPE’s
Collaborative Winter Cook-
Along, which provided a package
of ingredients so she could
participate over Zoom. “After I was
able to participate in the cook-
along, I did not realize how fun
it would be to cook and interact
with the HOPE staff member….
[I]t was great for my mental health
as I was able to just focus on what
I was doing at hand and not think
about what was happening with
the pandemic. Since then, I’ve
been able to attend more of these
Zoom cook-along events. This has
been a great resource for me and
my friend’s mental health.”
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 89
Background
Alameda County Emergency Medical Services (EMS) provides quality
emergency medical services and prevention programs to improve the
health and safety of residents in Alameda County. The EMS Senior Injury
Prevention Program (SIPP) works to prevent unintentional injuries among
older adults and to raise awareness of the need for injury prevention
programs for older adults.
SIPP providers, and the services they offer, include the following:
• City of Fremont. The Health Promoter Program works to improve the
physical and mental health services of older adults in the community,
with a focus on older immigrants and refugees. They offer increased
access to health, mental health and community services, support for
healthy behavior changes, medication monitoring, and health and safety
education classes.
• DayBreak Adult Care Centers. Individuals and families served by this
program receive injury prevention assistance and information for things
such as unintended medication interactions, medication noncompliance
in the case of lack of information, too many pharmacy interactions, and
difficult reordering schedules.
• St. Mary’s Center. St. Mary’s offers a medication safety program to help
participants acquire their medication and how to use their medications
safely. During the pandemic shelter-in-place, many participants felt
disconnected and isolated; participants have been able to build
community, making them feel supported and connected as well as able
to continue their medication regimens.
• Senior Support Program of the Tri-Valley. The Medication Safety program
provides clients the tools and knowledge necessary to safely take their
medications, serves as a double-check for medical systems to ensure
medications are being taken safely, offers a free resource to help clients
with medication management and reduce fall risks related to medication
FY 20/21 Allocation: $282,474 | Expended/Encumbered: $282,474
Individuals served by Measure A: 622 (Total individuals served: 622)
Populations served: Indigent, Low Income, Uninsured Adults, Seniors
Services provided: Hospital Outpatient, Public Health, Mental Health, Substance Abuse
Service area: Countywide
Public Health Prevention Initiative:
EMS Injury Prevention
ems.acgov.org
Matching Funds
$41,170
The City of Fremont leveraged its
Measure A allocation to obtain in-kind
support from the City of Fremont’s
Human Services Department.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 90
errors, and provides social interaction, ongoing reassurance calls, and
vital contact during the pandemic.
• United Seniors of Oakland and Alameda County (USOAC). USOAC
educates older adults on improving communication with their doctors
and pharmacist, resulting in better medication management.
Language services provided for the various agencies include Dari, Pashtu,
Chinese, Korean, Vietnamese, Cantonese, Mandarin, Tagalog, Spanish, and
English.
Measure A Funding Achievements
Measure A helped EMS achieve the following:
City of Fremont
• Provide Health Promoter services to 353 refugee, immigrant, and low
income seniors over 50 years of age (target: 115)
• Assist 348 clients with self-management coaching, wellness checks, and
accessing medical services (target: 199)
• Provide health and medication education and assistance to 228 clients
(target: 50)
• Provide emergency planning preparation and advance medical planning
support to 110 clients (target: 100)
• Provide fall prevention education and health and safety assessments to
133 clients (target: 50)
DayBreak Adult Day Care Centers
• Complete medication safety assessments for 20 participants (target: 40)
St. Mary’s Center
• Enroll 36 participants in the 12-week medication safety program for older
adults (target: 40)
• Provide weekly calls to 18 participants (target: 40)
• Send 13 emails to participants (target: 40)
• Complete a capstone week and plan by 19 participants (target: 40)
• Conduct 292 face-to-face medication safety conversations (target: 564)
• Provide a 12-week review to 12 enrolled participants (target: 24)
• Give information and guidance to 32 participants regarding the disposal
of expired, misused, or unused medication (target: 28)
• Give recommended nutrition education and exercise encouragement to
32 participants (target: 37)
Senior Support Program of the Tri-Valley
• Enroll 37 low income residents aged 60 or older in the Medication Safety
program (target: 38)
USOAC
• Train 329 seniors in one-on-one sessions (target: 200)
• Conduct outreach to 1,550 seniors (target: 1,000)
Success Story
St. Mary’s Center
Johnnie joined the Medication
Safety Program to maintain a
medication regiment and stay
connected to community during
the pandemic. He appreciated the
support of St. Mary’s programs,
which helped him stay connected
and healthy. He missed gathering
with friends but was grateful
to have St. Mary’s staff and
volunteers to keep him company
while sheltering in place. “I am
glad I was able to get a Mediset
and pill cutter to help me stay on
top of my medication. My case
manager, nurse, and volunteer
from St. Mary’s Center really care
about me and my health. They
remind me that I am not alone
during these COVID sad times.”
Highlights
95%
Senior Support Program
of the Tri-Valley
95% of clients received a
compliance call within one week
of their Medication Services consult
(target: 80%).
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 91
Background
Abode Services works to end homelessness by assisting low income,
unhoused people, including those with special needs, to secure stable,
supportive housing and advocate for the removal of the causes of
homelessness.
The Abode Services HOPE Project provides clients with hygiene kits, food,
harm reduction supplies, and information on needle exchange programs.
Participants are also connected to street health teams and mobile clinic
services for support and access to medical and mental health services. Clients
receive housing matches and referrals to housing navigation services. During
the pandemic, HOPE project staff provided updated information on COVID-19
and personal protective equipment, connected participants to COVID-19
testing and vaccinations, and made referrals to Safer Ground locations.
HOPE Project staff speak Spanish and English, and interpretation and
translation services are used to provide services in other languages.
Measure A Funding Achievements
Abode Services used its Measure A allocation to achieve the following:
• Provide housing outreach and engagement services to 172 individuals
(target: 150)
• Enroll 111 unduplicated individuals in the outreach program (target: 150)
• Perform 511 hours of referral and case management services (target: 312)
• Have 1,460 outreach contacts with enrolled clients (target: 1,350)
• Distribute 2,120 hygiene and other supply kits to homeless unsheltered
individuals (target: 150)
• Refer 15 eligible clients to the County Home Stretch program offering
permanent housing resources (target: 60)
• Help 25 enrolled clients collect and submit all needed documents for a
Home Stretch permanent supportive housing referral (target: 50)
FY 20/21 Allocation: $107,123 | Expended/Encumbered: $107,123
Individuals served by Measure A: 176 (Total individuals served: 357)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health, Mental Health, Substance Abuse
Service area: Fremont, Newark, Union City
Public Health Services for Homeless Residents:
Abode Services
abodeservices.org
Success Story
The HOPE outreach team met
a client in an encampment near
the Abode office. Through
ongoing efforts, the client was
successfully referred to a scattered
site location, where he was
matched to a housing opportunity.
The client had exceptional
needs, which included a vision
impairment that left him nearly
blind, a chronic medical disorder
where he had regularly scheduled
dialysis, and some mental health
concerns. The team supported
him in getting all of his housing
documentation prepared by
meeting him at appointments to
ensure his success in obtaining
all the necessary documents.
Currently, this participant has
been stably housed for several
months and is doing well.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 92
Background
Roots Community Health Center works to uplift those impacted by systemic
inequities and poverty through medical and behavioral health care, health
navigation, workforce enterprises, housing, outreach, and advocacy.
Roots provides the Food Farmacy program for individuals, which improves
participants’ access to food and lessens their food insecurity. Nutrition
education is also provided.
Language services are offered in Spanish.
Measure A Funding Achievements
Roots used its Measure A allocation to achieve the following:
• Serve 468 individuals/patients through Food Farmacy distributions
(target: 500)
• Serve 405 unduplicated individuals/patients through Food Farmacy
distributions (target: 150)
• Make 148 food prescriptions/referrals via paper/electronic-based
systems (target: 200)
• Survey 26 participants of the Food Farmacy program (target: 20)
• Distribute 425 pieces of educational and/or promotional materials for
Food Farmacy and CalFresh enrollment information (target: 300)
FY 20/21 Allocation: $20,000* | Expended/Encumbered: $20,000
Individuals served by Measure A: 468 (Total individuals served: 468)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health
Service area: Oakland, San Leandro
*Includes Board of Supervisors discretionary allocation from District 3/Supervisor Chan
Roots Community Health Center
rootsclinic.org
Highlights
100%
100% of participants reported
the distributions improved food
security in their household (target:
50%).
Roots Community Health Center FOOD FARMACY 7272 MacArthur Blvd. Oakland, California 94605
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 93
Background
Measure A funding supported the Senior Injury Prevention Program (SIPP)
offered by the City of San Leandro Senior Community Center.
Though the center remained closed in FY 20/21 because of the pandemic,
staff continued to offer outreach, information, and referrals by phone in the
areas of COVID testing and vaccination locations, moral support, and well-
being checks. Staff delivered Mercy Brown Bag groceries to participants
who were quarantining as well as paratransit applications. Staff continued
to offer the Virtual Senior Community Center (VSCC) web page that
provides links to health resources, virtual exercise, travel, and craft videos
to provide an alternative source of activities. Staff also created and mailed a
periodic senior newsletter that provided resources and brain teasers. They
also distributed free frozen Thanksgiving meals at drive-up distributions at
the Senior Community Center and Marina Community Center.
Services are offered in Spanish, Cantonese, English, and Chinese.
Measure A Funding Achievements
Measure A helped the SIPP providers achieve the following:
• Provide 120 unduplicated senior participants with takeout lunch on
weekdays (target: 40)
• Provide a total of 9,754 lunches
• Provide 168 unduplicated low income senior participants with a bag of
nutritional groceries twice a month (target: 80)
• Provide senior participants with a total of 3,423 grocery bags
• Provide virtual health education to 437 participants
• Offer 15 virtual health education classes (target: 12)
• Provide 173 phone wellness checks to senior participants (target: 100)
• Host virtual Fall Prevention Enhance Fitness class sessions and check-in
conference calls for 56 senior participants (target: 75)
• Host point-of-distribution-site free flu shots for 125 participants
FY 20/21 Allocation: $237,985 | Expended/Encumbered: $237,985
Individuals served by Measure A: 1,136 (Total individuals served: 3,401)
Populations served: Low Income Adults, Families, Seniors
Services provided: Public Health
Service area: Ashland, Castro Valley, Cherryland, Hayward, San Leandro, San Lorenzo
Senior Injury Prevention Program
sanleandro.org
Success Story
Mel and Irma Chavez learned
about San Leandro’s essential
food services from city staff. As a
result of the call, they started to
pick up meals from the Spectrum
Senior Meal program daily. A short
time later, they also signed up for
the Mercy Brown Bag program.
When Irma Chavez was asked
about the services she received
from the San Leandro Senior
Community Center, she stated
that she appreciated the delicious,
nutritious lunches that support her
and her husband’s health, and that
the program was affordable for
them. She also said that receiving
the twice-monthly Mercy Brown
Bag really helped them to reduce
their grocery bill.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 94
Background
Service Opportunity for Seniors (SOS) Meals on Wheels promotes
nutritional health, decreases the possibility of premature
institutionalization, and fosters the independence and dignity of
homebound seniors in Central Alameda County and the City of Oakland.
SOS provides information and referrals to other supportive services based
on clients’ intake and ongoing assessment data. Information and referrals
include fall prevention, transportation, in-home health care, safety, utilities
assistance, housing, legal services, assistive technology and other devices,
and other nutrition services. Other services may be available depending on
intake interviews and assessments.
Services to clients are offered in Mandarin, Spanish, and English.
Measure A Funding Achievements
Service Opportunities for Seniors: Meals on Wheels used its Measure A
allocation to achieve the following in District 3:
• Distribute 12,716 nutritious, balanced meals (target: 13,125)
• Serve 92 clients residing in unincorporated Alameda County (target: 95)
• Provide 1,816 meals per month (target: 1,875)
• Make 1,582 wellness checks per month (target: 1,375)
• Provide 11,079 total wellness checks (target: 9,625)
• Distribute 77 client satisfaction surveys (target: 67)
FY 20/21 Allocation: $20,000* | Expended/Encumbered: $20,000
Individuals served by Measure A: 92 (Total individuals served: 3,047)
Populations served: Indigent, Low Income, Uninsured Seniors
Services provided: Public Health
Service area: Countywide
*Includes Board of Supervisors discretionary allocation from District 3/Supervisor Chan
Service Opportunities for Seniors
(Meals on Wheels) — District 3
sosmow.org
Highlights
97%
97% of seniors reported that Meals
on Wheels helped them to live at
home (target: 80%).
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 95
Background
Service Opportunity for Seniors (SOS) Meals on Wheels promotes
nutritional health, decreases the possibility of premature
institutionalization, and fosters the independence and dignity of
homebound seniors in Central Alameda County and the City of Oakland.
SOS provides information and referrals to other supportive services based
on clients’ intake and ongoing assessment data. Information and referrals
include fall prevention, transportation, in-home health care, safety, utilities
assistance, housing, legal services, assistive technology and other devices,
and other nutrition services. Other services may be available depending on
intake interviews and assessments.
Services to clients are offered in Spanish, Mandarin, and English.
Measure A Funding Achievements
Service Opportunities for Seniors: Meals on Wheels used its Measure A
allocation to achieve the following in District 4:
• Distribute 15,381 nutritious, balanced meals (target: 13,125)
• Serve 130 clients residing in unincorporated Alameda County (target:
95)
• Provide 2,197 meals per month (target: 1,875)
• Make 2,001 wellness checks per month (target: 1,375)
• Provide 14,010 total wellness checks (target: 9,625)
• Distribute 109 client satisfaction surveys (target: 67)
FY 20/21 Allocation: $20,000* | Expended/Encumbered: $20,000
Individuals served by Measure A: 130 (Total individuals served: 3,047)
Populations served: Indigent, Low Income, Uninsured Seniors
Services provided: Public Health
Service area: Countywide
*Includes Board of Supervisors discretionary allocation from District 4/Supervisor Miley
Service Opportunities for Seniors
(Meals on Wheels) — District 4
sosmow.org
Highlights
100%
100% of seniors had decreased food
insecurity and isolation (target:
100%).
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Background
Tri-Valley Haven for Women creates homes safe from abuse and
contributes to a more peaceful society one person, one family, and one
community at a time.
Tri-Valley Haven’s Domestic Violence Shelter improves the lives of the
individuals and families entering the shelter program by assigning a
counselor and a case manager. Shelter staff provide classes on topics that
include budgeting, job skills, understanding trauma, self-esteem, self-
care, resume writing, nutrition, goal setting, and more to promote long-
term safety and self-sufficiency. The Domestic Violence Shelter also has a
Children’s Advocate who works with and focuses on the children in the
shelter to make sure their needs are being met.
Tri-Valley Haven uses the language line to deliver shelter services if no
bilingual speaker is on staff. Services are delivered in English, Spanish,
Chinese, Farsi, Russian, Tagalog, and Vietnamese.
Measure A Funding Achievements
Tri-Valley Haven planned to use its Measure A allocation for costs for
equipment, fees, an environmental assessment, engineering, and a
landscape architect for its new Domestic Violence Shelter rebuild. No
Measure A funds were expended in FY 20/21 for this project.
FY 20/21 Allocation: $100,000* | Expended/Encumbered: $0
Individuals served by Measure A: 236 (Total individuals served: 236)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health, Mental Health, Substance Abuse
Service area: Countywide, Homeless or Transient
*Includes Board of Supervisors discretionary allocation from District 1/Supervisor Haubert
Tri-Valley Haven for Women
trivalleyhaven.org
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Background
West Oakland Health Center (WOHC) works to improve the health
and socioeconomic status of the community by providing high quality
preventive care for its diverse neighbors throughout the East Bay. WOHC
strives to be a hub of health, well-being, connection, and inspiration.
WOHC’s Food Farmacy distributions help clients’ households by ensuring
they have extra food to last throughout the month. WOHC provides
educational material as well as CalFresh enrollment services.
Services are provided in Spanish, Urdu, and English.
Measure A Funding Achievements
WOHC used its Measure A allocation to achieve the following:
• Serve 600 individuals/patients and their households via Food Farmacy
distributions (target: 500)
• Serve 150 unique individuals/patients via Food Farmacy distributions
(target: 150)
• Provide 100 food prescriptions/referrals (target: 200)
• Provide 1,200 educational and/or promotional materials related to
nutrition and nutritious foods (target: 300)
FY 20/21 Allocation: $20,000* | Expended/Encumbered: $20,000
Individuals served by Measure A: 600 (Total individuals served: 600)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health, Mental Health
Service area: Alameda, Oakland, Homeless or Transient
*Includes Board of Supervisors discretionary allocation from District 3/Supervisor Chan
West Oakland Health Center
westoaklandhealth.org
Success Story
WOHC delivered food to an
elderly individual who was
recovering from hip surgery.
She lived alone, needed food,
and was not mobile. She had an
In-Home Supportive Services
(IHSS) caretaker, but the caretaker
was recovering from COVID and
was not able to provide services.
WOHC was able to provide the
individual with enough food to
cover one and a half weeks, and
also helped this individual apply
for CalFresh to help supplement
her limited income.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 98
Background
The Center for Healthy Schools and Communities (CHSC) works to foster
the academic success, health, and well-being of Alameda County youth
by building universal access to high quality support and opportunities in
schools and neighborhoods.
The countywide Youth and Family Opportunity (YFO) initiative provides
a variety of supports and opportunities to youth to strengthen their
protective factors, encounter less risk, and ultimately show evidence
of higher rates of successful transitions into adulthood, which leads to
improved health outcomes throughout life. YFO partners are situated in
the County’s areas of highest need based on social determinants of health
and work to address those needs to interrupt cycles of inequity and create
schools and communities that support all young people to thrive.
In addition to the formal health and wellness services offered to youth
and families, YFO organizations also offer family support and youth
development services as part of their holistic programming and may serve
as the safety net for a young person or family who is just short of extreme
crisis.
The organizations involved in the YFO initiative include the following:
• Alameda Family Services (AFS) provides an array of health and wellness
services to families, primarily in the city of Alameda, through their Family
Support Services Center, Senior Connections program, and partnerships
with the school district and other community-based organizations.
• Berkeley Youth Alternatives (BYA) provides culturally competent case
management, behavioral health, and youth development services to low
income children and youth ages 6–18 and their families.
FY 20/21 Allocation: $2,724,654 | Expended/Encumbered: $2,724,654
Individuals served by Measure A: 17,477 (Total individuals served: 17,477)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health, Mental Health, Substance Abuse
Service area: Countywide, Homeless or Transient
Youth and Family Opportunity Initiatives
achealthyschools.org
Matching Funds
$5.18M
from the following sources:
• Medi-Cal Administrative
Activities (MAA)
• Alameda County funding: Board
of Supervisors
• Alameda County Probation
Office
• Alameda County Social Services
• First 5
• Local and national foundations
• Federal grants
• City and school district funding
• Individual donors
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 99
• East Bay Agency for Children (EBAC) operates Family Resource Centers
(FRCs) that provide health and wellness supports such as language
classes; parenting workshops, groups, and presentations; crisis
support including referrals to case management; housing referrals;
immigration-related legal referrals; a food pantry; referrals to dental
care coordination; and the enrollment of eligible children and families in
health coverage and other public benefits programs.
• East Bay Asian Youth Center (EBAYC) provides school-day and after-
school holistic supports, including care coordination, individual
case management and referrals, mentoring, and youth development
activities.
• Fremont Family Resource Center (FFRC) is a collaboration of 24 state,
County, City of Fremont, and nonprofit organizations working together
to serve families living in the Tri-Cities. As a “one stop” resource center,
they provide case management and referrals to a wide array of health,
wellness, and basic needs supports.
• Fremont Unified School District offers support across the three tiers of
prevention, early intervention, and treatment; has a family liaison who
supports students and their families with accessing health-related and
other needed resources; and partners with Bay Area Community Health’s
Outreach & Eligibility Workers to promote health coverage and public
benefits enrollment services.
• Health Initiatives for Youth (HIFY) runs the McClymonds Youth and Family
Center and partners with Children’s Hospital & Research Center at
Oakland, which runs the onsite health center.
• La Familia Counseling Service serves low income, underserved, primarily
Spanish-speaking communities in Hayward with health access and family
support services through a partnership with the Hayward Unified School
District (HUSD). La Familia runs a Parent Ambassador Program to conduct
outreach and provides case management and referrals to HUSD youth
and their families.
• Lincoln provides school-linked health and wellness services to students
and their families in West Oakland. Lincoln provides intensive case
management service, individual mentoring that’s focused on social-
emotional wellness, and group wellness sessions to youth and their
families at each site.
• Newark Unified School District’s (NUSD’s) Newark Parent Partner
Program provides health access and family support services, primarily
through workshops and referrals to partner organizations. Partnerships
with over 30 organizations enable families to access health and benefits
enrollment and health care, basic needs support, legal aid, and mental
health supports.
• Pleasanton Unified School District (PUSD) provides a health and wellness
system and increases access to services. They also provide virtual
workshops for parents on topics including Positive Parenting During
Remote Learning, Coping During Transitions, and Ask the Counselor
Wellness Series.
• REACH Ashland Youth Center offers a variety of programs for youth that
increase their healing, sense of connection, and belonging, as well as
increasing their access to health care. REACH clinical case managers and
Highlights
87%
87% of youth agreed/strongly agreed
that they had places to go for health
and wellness services (target: 85%).
Success Story
A family of seven tested positive
for COVID. Both parents worked
two jobs and would not be paid
during their COVID leave. The
family was behind on rent and in
danger of becoming homeless.
An NUSD Parent Partner helped
them apply for Newark’s rental
assistance program and signed
the family up for food and hot
lunches from NUSD. The family
did not have Medi-Cal and
were connected with Bay Area
Community Health for both Medi-
Cal and CalFresh. The Parent
Partner was able to help the family
through their COVID-19 crisis and
connect them to resources to
support their wellness, stability,
and education moving forward.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 100
community health outreach workers specifically focus on youth health
and wellness. REACH partners with community providers to provide
onsite behavioral, physical, and dental health services; health education
and internships; youth leadership activities; recreation and fitness; arts
and creativity education; and career and employment supports.
• Union City Family Center (UCFC) offers a range of onsite supports and
referrals to a vast partnership collaborative for children and families
in the New Haven Unified School District, specifically in the Decoto
neighborhood of Union City. UCFC provides significant family support as
well.
• YR Media provides wraparound health and wellness support to youth
enrolled in their media arts education and internship programs. While
their facility is closed due to COVID-19, YR Media has adapted their
curriculum to run virtually and has kept young people engaged with the
program and staff.
YFO organizations employ bilingual, bicultural staff, many of whom are
bilingual in at least one other language.
Measure A Funding Achievements
YFO Initiative providers used their Measure A allocation to achieve the
following:
• Hold 122 community events focused on raising awareness of free and
affordable health care services, at which 20,419 contacts were made
(target: 60–70 events and 20,000 contacts)
• At the events, provide the following:
- Application assistance to enroll in Medi-Cal, HealthPAC, or Covered
California to 1,738 families (target: 350–400 families)
- Application assistance to enroll in CalFresh, CalWORKs, or other
public benefits to 1,312 families (target: 350–400 families)
- Information about health insurance and benefits eligibility and/
or referrals to an offsite location for application assistance to 7,667
families (target: 3,000)
• Serve 768 clients for 3,202 visits at Fuente Health Center at REACH
(target: 1,000)
• Serve a total of 4,448 youth through care coordination and case
management (target: 1,000)
• Provide counseling to 239 youth (target: 150)
• Offer health and wellness workshops to 729 youth (target: 1,000)
• Engage 123 youth in small wellness groups (target: 50)
• Provide over 21,000 youth with healthy food through snack programs
• Provide 133 youth with youth leadership activities (target: 20–30)
• Involve 398 youth in arts and enrichment activities (target: 300)
• Support 2,965 families of youth around health and wellness
• Provide college and career support to 637 youth and academic support
to 734 youth
• Serve 5,533 parents/caregivers through case management (target:
2,500)
Highlights
76%
76% of youth agreed/strongly agreed
that their YFO program helped them
get healthy food for them and their
families (target: 70%).
85%
85% of youth agreed/strongly agreed
that YFO helped them improve their
social-emotional wellness (target:
85%).
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 101
• Serve 3,198 clients with crisis intervention (target: 150)
• Serve 107 parents/caregivers who participated in counseling (target:
150)
• Provide 14,825 families with healthy foods
• Provide a wide range of workshops to 4,136 parents/caregivers (target:
300)
• Provide 744 families with home visits to support health, wellness, and
healthy development
• Provide 319 people with support related to school, college and career,
and financial literacy
Highlights
93%
93% of youth agreed/strongly agreed
that the YFO program helped them
improve their life skills (target:
85%).
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 102
APPENDICES
Appendix A: Measure A Auditor-Controller Report FY 04/05 through FY 20/21
Appendix B: FY 20/21 Budget Information
Appendix C: FY 20/21 Measure A Fund Distribution by Provider or Program
Appendix D: Maps: Geographic Distribution of Providers Funded by Measure A in FY 20/21
Map 1 Alameda County Public Health Programs Funded by Measure A in FY 20/21
Map 2 Alameda County Behavioral Health Care Services Alcohol and Other Drug Providers
Funded by Measure A in FY 20/21
Map 3 Alameda County Behavioral Health Care Services Mental Health
Community-Based Organization Providers Funded by Measure A in FY 20/21
Map 4 School Health Centers Funded by Measure A in FY 20/21
Map 5 HealthPAC Provider Network Funded by Measure A in FY 20/21
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 103
$123,148,555 $41,049,520
150 160 170
REVENUE RECEIVED EACH FISCAL YEAR (FY 04/05 THROUGH FY 20/21)
Alameda Health System Board of Trustees Alameda County Board of Supervisors
FY 04/05
FY 05/06
FY 06/07
FY 07/08
FY 08/09
FY 09/10
FY 10/11
FY 11/12
FY 12/13
FY 13/14
FY 14/15
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
FY 20/21
$106,756,815 $35,585,604
APPENDIX A: MEASURE A AUDITOR-CONTROLLER REPORT
FY 04/05 THROUGH FY 20/21
Measure A Funds received from the state and the distribution of the funds according to the provisions of Measure A:
TOTAL REVENUE RECEIVED (FY 04/05 THROUGH FY 20/21)
$2.1 BILLION
Alameda County Board of Supervisors
$531 MILLION
Alameda Health System Board of Trustees
$1,592 MILLION
130 1401201101009080706050403020100
$60,117,363 $20,039,121
$81,323,423 $27,107,808
$84,709,434 $28,236,479
$86,353,758 $28,784,587
$78,795,611 $26,265,206
$70,406,165 $23,468,723
$77,220,213 $25,740,069
$83,787,603 $27,929,200
$89,281,278 $29,760,426
$95,071,058 $31,690,352
$102,780,581 $34,260,195
$114,221,279 $ 38,073,760
$117,801,551 $39,267,184
$121,160,385 $40,386,795
$98,654,234 $32,884,744
75%
25%
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 104
APPENDIX B: FY 20/21 BUDGET INFORMATION
TOTAL
ALLOCATION5
CARRYOVER
FROM PREVIOUS
FISCAL YEAR2
TOTAL
AVAILABLE
FUNDS
EXPENDED
AND/OR
ENCUMBERED
CARRYOVER
TO NEXT
FISCAL YEAR2 TOTAL SAVINGS3
Behavioral Health
Behavioral Health Services 150,000 0 150,000 90,996 59,004 150,000 59,004
Center for Healthy Schools and Communities (School-Based Behavioral
Health Initiative)
1,333,336 0 1,333,336 1,333,336 0 1,333,336 0
Cherry Hill Detoxification and Sobering Center1 2,295,875 1,103,102 3,398,977 1,989,977 1,409,000 3,398,977 0
Criminal Justice Screening and In-Custody Services 4,306,000 0 4,306,000 4,306,000 0 4,306,000 0
The Alliance for Community Wellness
dba La Familia Counseling Services (La Familia)
30,000 0 30,000 30,000 0 30,000 0
Mental Health for Juvenile Justice Center 360,000 0 360,000 360,000 0 360,000 0
Mental Health Services for Newcomers and Immigrants:
Center for Empowering Refugees and Immigrants (CERI)
86,096 0 86,096 86,096 0 86,096 0
Substance Use Disorder Services 450,000 0 450,000 311,745 0 311,745 138,255
Hospital, Tertiary Care, Other
Children’s Hospital & Research Center at Oakland 2,100,000 0 2,100,000 2,100,000 0 2,100,000 0
St. Rose Hospital2 5,000,000 496,000 5,496,000 5,000,000 496,000 5,496,000 0
Washington Hospital Healthcare Foundation 66,000 0 66,000 66,000 0 66,000 0
Primary Care
Alameda County Dental Health 257,580 0 257,580 257,580 0 257,580 0
Center for Elders' Independence 57,397 0 57,397 57,397 0 57,397 0
Center for Healthy Schools & Communities (School Health Centers)1,350,000 0 1,350,000 1,350,000 0 1,350,000 0
Direct Medical and Support Services (Oakland): Preventive Care Pathways 229,587 0 229,587 229,587 0 229,587 0
Direct Medical and Support Services: Roots Community Health Center 250,000 0 250,000 250,000 0 250,000 0
Health Enrollment for Children 300,000 0 300,000 300,000 0 300,000 0
Health Services for Day Laborers 191,324 0 191,324 191,324 0 191,324 0
Health Services for Unaccompanied Immigrant Youth 350,000 0 350,000 350,000 0 350,000 0
Medical Costs for Juvenile Justice Health Services 511,891 0 511,891 380,011 0 380,011 131,880
Primary Care Community-Based Organizations 5,753,009 0 5,753,009 5,753,009 0 5,753,009 0
Public Health
Alameda Boys & Girls Club, Inc. 114,794 0 114,794 114,794 0 114,794 0
Asthma Start 100,000 0 100,000 100,000 0 100,000 0
Center for Early Intervention on Deafness 57,397 0 57,397 57,397 0 57,397 0
City Serve of the Tri-Valley 100,000 0 100,000 100,000 0 100,000 0
Continued on next page
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 105
TOTAL
ALLOCATION5
CARRYOVER
FROM PREVIOUS
FISCAL YEAR2
TOTAL
AVAILABLE
FUNDS
EXPENDED
AND/OR
ENCUMBERED
CARRYOVER
TO NEXT
FISCAL YEAR2 TOTAL SAVINGS4
Public Health (Continued)
Countywide Plan for Seniors: Home-Based Nursing Case Management 500,000 0 500,000 500,000 0 500,000 0
Countywide Plan for Seniors: Hospice and Advance Life Planning 250,000 0 250,000 233,154 16,846 250,000 0
Countywide Plan for Seniors: Injury Prevention & Nutrition Services 797,808 28,916 826,724 751,595 75,129 826,724 0
COVID-19 Crisis Response Services 0 2,945,668 2,945,668 2,016,750 928,918 2,945,668 0
Emergency Medical Services (EMS) Corp 607,791 0 607,791 607,791 0 607,791 0
EMS Ambulance Providers to Serve 5150 Indigent Population 0 1,056,675 1,056,675 252,060 804,615 1,056,675 0
Emergency Preparedness, Mitigation, Response, and Recovery 0 64,070 64,070 64,070 0 64,070 0
Health Services for Persons Who Inject Drugs: HIV Education and Prevention
Project of Alameda County (HEPPAC)
310,684 0 310,684 310,684 0 310,684 0
Healthy Homes Department: Fixing to Stay & Group Living Facilities Project 311,511 0 311,511 218,221 0 218,221 93,290
Home Visiting Services 1,850,170 456,921 2,307,091 1,915,292 391,799 2,307,091 0
Homelessness 3-Year Action Plan 500,000 0 500,000 500,000 0 500,000 0
La Clinica de La Raza, Inc.20,000 0 20,000 20,000 0 20,000 0
Latino Men and Boys Program: Spanish Speaking Unity Council of Alameda
County, Inc. DBA The Unity Council
200,000 0 200,000 200,000 0 200,000 0
LifeLong Medical Care (Heart 2 Heart)100,000 0 100,000 100,000 0 100,000 0
Needle Exchange Emergency Distribution 25,000 0 25,000 25,000 0 25,000 0
Nutrition Services in West Oakland (City Slicker Farms)0 20,000 20,000 20,000 0 20,000 0
Public Health Prevention Initiative 3,252,820 0 3,252,820 3,038,378 0 3,038,378 214,442
Public Health Prevention Initiative: EMS Injury Prevention 225,077 0 225,077 225,077 0 225,077 0
Public Health Services for Homeless Residents: Abode Services 107,123 0 107,123 91,968 0 91,968 15,155
Roots Community Health Center 20,000 0 20,000 20,000 0 20,000 0
Senior Injury Prevention Program 123,191 0 123,191 123,191 0 123,191 0
Senior Injury Prevention Program: City of San Leandro Senior Services 57,397 0 57,397 57,397 0 57,397 0
Senior Injury Prevention Program: Fremont Aging & Family Services 57,397 0 57,397 57,397 0 57,397 0
Service Opportunity for Seniors (Meals on Wheels)40,000 0 40,000 40,000 0 40,000 0
Tri-Valley Haven for Women 100,000 0 100,000 100,000 0 100,000 0
West Oakland Health Council 20,000 0 20,000 20,000 0 20,000 0
Youth and Family Opportunity Initiatives 2,724,654 0 2,724,654 2,682,200 42,454 2,724,654 0
Board of Supervisors 750,000 744,304 1,494,304 521,000 973,304 1,494,304 0
TOTAL FY 20/214 158,936,217 6,915,656 165,851,873 157,099,677 7,532,805 164,632,482 1,219,391
1. Cherry Hill Detoxification and Sobering Center's carryover balance includes carryover of unexpended funds from the Board-approved original allocation and any unspent funds from subsequent Board-approved
allocations.
2. The Board approved certain allocations to carry over unexpended funds to the next fiscal year. The carryover funds must be used for the same purpose for which the Board approved the original allocation.
3. Savings are unexpended funds that will revert to the general Measure A account for reallocation in future fiscal years.
4. The total allocation includes Measure A Base and Measure A One-Time Allocations approved by the Board for FY 20/21.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 106
APPENDIX C:
FY 20/21 MEASURE A FUND DISTRIBUTION
BY PROVIDER OR PROGRAM
GROUP 1: BEHAVIORAL HEALTH
MEASURE A ALLOCATION FY 20/21
EXPENDED/ENCUMBERED FY 20/21
Behavioral Health Services
Alameda County Mental Health Association 31,139 8,751
Bonita House, Inc. 61,310 61,310
Center for Independent Living 2,627 2,627
The Alliance for Community Wellness 54,924 18,308
Total Allocation 150,000 90,996
Center for Healthy Schools and Communities (School-Based Behavioral Health Initiative)
City of Hayward 220,000 220,000
Portia Bell Hume Center 143,492 143,492
Emeryville Unified School District 40,178 40,178
Other Program Expenses 929,666 929,666
Total Allocation 1,333,336 1,333,336
Cherry Hill Detoxification and Sobering Center (Horizon Services, Inc.) 2,295,875 1,989,977
Criminal Justice Screening and In-Custody Services 4,306,000 4,306,000
The Alliance for Community Wellness dba La Familia Counseling Services (La Familia) 30,000 30,000
Mental Health Services for Juvenile Justice Center 360,000 360,000
Mental Health Services for Newcomers & Immigrants:
Center for Empowering Refugees and Immigrants (CERI) 86,096 86,096
Substance Use Disorder Services
Axis Community Health, Inc. 1,429 1,429
Center Point 193,693 137,930
Filipinos Advocates for Justice 30,000 24,585
Horizon Services, Inc. 5,017 -
New Bridge 30,000 11,334
Roots Community Health Center 30,000 3,262
Senior Support Program of the Tri-Valley 78,518 59,880
St. Mary's Center 78,519 73,325
Unallocated 2,824 -
Total Allocation 450,000 311,745
GROUP 2: HOSPITAL, TERTIARY CARE, OTHER
MEASURE A
ALLOCATION
FY 20/21
EXPENDED/
ENCUMBERED
FY 20/21
Alameda Health System 121,160,385 121,160,385
Children’s Hospital & Research Center at Oakland 2,100,000 2,100,000
St. Rose Hospital 5,000,000 5,000,000
Washington Hospital Healthcare Foundation 66,000 66,000
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 107
GROUP 3: PRIMARY CARE
MEASURE A
ALLOCATION
FY 20/21
EXPENDED/
ENCUMBERED
FY 20/21
Alameda County Dental Health (Axis Community Health)1 257,580 257,580
Center for Elders' Independence 57,397 57,397
Center for Healthy Schools and Communities (School Health Centers)
Alameda Family Services 125,000 125,000
Children's Hospital & Research Center at Oakland 100,000 100,000
City of Berkeley 75,000 75,000
East Bay Agency for Children 50,000 50,000
East Bay Asian Youth Center 50,000 50,000
Fred Finch 50,000 50,000
La Clinica de La Raza, Inc. 400,000 400,000
LifeLong Medical Center 150,000 150,000
Native American Health Center 200,000 200,000
Tiburcio Vasquez Health Center 125,000 125,000
Sunol Glen Unified School District 25,000 25,000
Total Allocation 1,350,000 1,350,000
Direct Medical and Support Services (Oakland)
Preventive Care Pathways 229,587 229,587
Roots Community Health Center 250,000 250,000
Total Allocation 479,587 479,587
Health Enrollment for Children 300,000 300,000
Health Services for Day Laborers
Multicultural Institute 95,662 95,662
Street Level Health Project 95,662 95,662
Total Allocation 191,324 191,324
Health Services for Unaccompanied Immigrant Youth
Alliance for Community Wellness 185,000 185,000
Eden United Church of Christ 75,000 75,000
Oakland Unified School District 15,000 15,000
Other Program Expenses 75,000 75,000
Total Allocation 350,000 350,000
Medical Costs for Juvenile Justice Services
Niroga Institute 89,152 89,152
Victims of Crime 90,000 87,134
Direct Service Planning & Administration 261,000 203,725
Unallocated 71,739 -
Total Allocation 511,891 380,011
Primary Care Community-Based Organizations
Alameda Health Consortium:
Asian Health Services 610,521 610,521
Axis Community Health 638,300 638,300
Davis Street Family Resource Center 107,123 107,123
La Clínica de La Raza 1,796,317 1,796,318
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 108
GROUP 3: PRIMARY CARE
MEASURE A
ALLOCATION
FY 20/21
EXPENDED/
ENCUMBERED
FY 20/21
LifeLong Medical Center 694,001 694,001
Native American Health Center 269,219 269,219
Tiburcio Vasquez Health Center 869,872 869,872
Tri-City Health Center 591,504 591,504
West Oakland Health Council 176,152 176,152
Total Allocation 5,753,009 5,753,010
GROUP 4: PUBLIC HEALTH
MEASURE A
ALLOCATION
FY 20/21
EXPENDED/
ENCUMBERED
FY 20/21
Alameda Boys & Girls Club, Inc. 114,794 114,794
Asthma Start 100,000 100,000
Center for Early Intervention on Deafness 57,397 57,397
City Serve of the Tri-Valley 100,000 100,000
Countywide Plan for Seniors (Home-Based Nursing Case Management) 500,000 500,000
Countywide Plan for Seniors (Hospice & Advance Life Planning) 250,000 233,154
Countywide Plan for Seniors (Injury Prevention, Meals, Nutrition)
Afghan Elderly Association 20,439 7,274
Daybreak Adult Care Centers 49,220 49,220
Life ElderCare, Inc. 46,452 46,452
LifeLong Medical Care 24,774 24,774
Mercy Brown Bag 85,000 85,000
Pharm United/Partners In Care 14,300 6,952
Rebuilding Together Oakland 12,387 12,387
Senior Support Program of the Tri-Valley 25,357 25,357
Service Opportunity for Seniors 370,000 370,000
Spectrum Community Services 66,117 66,117
Spectrum Community Services 21,000 21,000
St. Mary's Center 34,062 37,062
Unallocated 28,700 -
Total Allocation 797,808 751,595
COVID-19 Crisis Response Services1
Berkeley Food and Housing 3,000 3,000
LifeLong Medical Care 2,013,750 2,013,750
Total Allocation 2,016,750 2,016,750
Emergency Medical Services (EMS) Corp 607,791 607,791
EMS Ambulance Providers to Serve 5150 Indigent Population
FALCK - 246,803
Other Program Expenses - 5,258
Total Allocation - 252,060
Emergency Preparedness, Mitigation, Response, and Recovery - 64,070
Health Services for Persons Who Inject Drugs 310,684 310,684
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 109
GROUP 4: PUBLIC HEALTH
MEASURE A
ALLOCATION
FY 20/21
EXPENDED/
ENCUMBERED
FY 20/21
Healthy Homes Department: Fixing to Stay & Group Living Facilities Project 311,511 218,221
HIV Education and Prevention Project of Alameda County OPEND 310,684 310,684
Healthy Food Healthy Families
Alameda County Community Food Bank 47,500 47,500
Alameda County Deputy Sheriffs' Activities League, Inc. 270,000 270,000
Total Allocation 417,500 402,500
Healthy Homes Department (Fixing to Stay & Group Living Facilities Project) 311,511 197,589
Homelessness 3-Year Action Plan
Abode Services 250,000 250,000
East Bay Innovations 250,000 250,000
Total Allocation 500,000 500,000
Home Visiting Services
Brighter Beginnings 465,000 473,368
Children's Hospital Oakland & Research Center at Oakland 693,681 694,602
Native American Health Center, Inc. 101,489 129,167
Tiburcio Vasquez Health Center 590,000 618,155
Total Allocation 1,850,170 1,915,292
La Clinica de La Raza, Inc. 20,000 20,000
Latino Men and Boys Program (Spanish Speaking Unity Council of Alameda County, Inc.) 200,000 200,000
LifeLong Medical Care 100,000 100,000
Needle Exchange Emergency Distribution 25,000 25,000
Nutrition Services in West Oakland: City Slicker Farms 20,000 20,000
Public Health Prevention Initiative
Axis Community Health, Inc. 50,000 50,000
CAL-PEP 58,507 58,506
Center for Oral Health 154,016 152,114
City of Berkeley 377,638 387,430
East Oakland Boxing Association 56,272 56,272
HIV Education and Prevention Project of Alameda County 109,221 115,032
Lotus Bloom 36,577 45,721
Mandela Partners 112,371 112,371
Niroga Institute, Inc. 166,374 109,323
Tides Center 131,495 131,365
Other Program Expenses 1,775,273 1,587,089
Total Allocation 3,027,744 2,805,223
Public Health Prevention Initiative: EMS Injury Prevention -
Adult Day Services Network of Alameda County 26,018 26,018
City of Fremont 136,892 136,892
Senior Support Program of the Tri-Valley 26,018 26,018
St. Mary's Center 26,024 26,024
United Seniors of Oakland and Alameda County 10,125 10,125
Total Allocation 225,077 225,077
Public Health Services for Homeless Residents: Abode Services 107,123 100,446
Roots Community Health Center 20,000 20,000
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 110
GROUP 4: PUBLIC HEALTH
MEASURE A
ALLOCATION
FY 20/21
EXPENDED/
ENCUMBERED
FY 20/21
Senior Injury Prevention Program
Afghan Elderly Association 9,212 9,212
City of Fremont 57,397 57,397
City of San Leandro 57,397 57,397
Daybreak Adult Care Centers 21,317 21,317
Life ElderCare, Inc. 20,152 20,152
LifeLong Medical Care 11,083 11,083
Rebuilding Together Oakland 5,383 5,383
Senior Support Program of the Tri-Valley 11,395 11,395
Spectrum Community Services 28,577 28,577
St. Mary's Center 16,072 16,072
Total Allocation 237,985 237,985
Service Opportunity for Seniors 40,000 40,000
Tri-Valley Haven for Women 100,000 100,000
West Oakland Health Council 20,000 20,000
Youth and Family Opportunity Initiatives
Alameda Family Services 114,794 114,794
Berkeley Youth Alternatives 114,794 114,794
City of Fremont 172,191 172,191
East Bay Agency for Children 103,500 103,500
East Bay Asian Youth Center 114,794 114,794
Eden Youth and Family Center 20,000 20,000
Fremont Unified School District 114,794 114,794
Health Initiatives for Youth 114,794 114,794
La Clinica de La Raza, Inc.50,000 50,000
Lincoln 168,000 168,000
New Haven Unified School District 114,794 114,794
Newark Unified School District 114,794 114,794
Pleasanton Unified School Distirct 19,131 19,131
The Alliance for Community Wellness dba La Familia Counseling Services (La Familia)192,191 192,191
Youth Radio 114,794 114,794
Other Program Expenses 1,081,289 1,081,289
Total Allocation 2,724,654 2,724,654
1. Carryover from previous fiscal year without any new allocation is reported as "0" under allocation column.
2020–2021 MEASURE A CITIZEN OVERSIGHT COMMITTEE REPORT | 111
MAP 1
ALAMEDA COUNTY PUBLIC HEALTH PROGRAMS FUNDED BY MEASURE A IN FY 20/21
#PROVIDER CITY
1 Brighter Beginnings Oakland
2 California Prostitutes Education Project Oakland
3 Center for Oral Health Oakland
4 City of Berkeley Berkeley
5 East Oakland Boxing Association Oakland
6 HIV Education and Prevention Project of Alameda County Oakland
#PROVIDER CITY
7 Lotus Bloom Oakland
8 Mandela Partners Oakland
9 Niroga Institute Oakland
10 Tiburcio Vasquez Health Center Hayward
11 Tides Center (Hope Collaborative) Oakland
12 UCSF Benioff Children's Hospital Oakland Oakland
MAP 1
ALAMEDA COUNTY PUBLIC HEALTH PROGRAMS
FUNDED BY MEASURE A IN FY 20/21
NOTE: Unincorporated areas, including Ashland, Castro Valley, Cherryland, Fairview,
San Lorenzo, and Sunol, shown lined. Cities shown in color.
MAP 2
ALAMEDA COUNTY BEHAVIORAL HEALTH CARE SERVICES ALCOHOL AND OTHER DRUG PROVIDERS
FUNDED BY MEASURE A IN FY 20/21
#PROVIDER CITY
1 Axis Community Health, Inc. Pleasanton
2 Filipino Advocates for Justice Oakland
3 Horizon Services, Inc. Hayward
4 Native American Health Center, Inc. Oakland
5 New Bridge Foundation, Inc. Berkeley
6 Senior Support Program of the Tri-Valley Pleasanton
7 St. Mary's Center Oakland
#PROVIDER CITY
Uplift Family Services (formerly EMQ Families First)
- Administrative Services Office
Campbell
Uplift Family Services School Sites:
8 Itliong Veracruz Middle School Union City
9 Cesar Chavez Middle School Union City
10 James Logan High School Union City
11 Horner Jr. High School Fremont
12 Newark Jr. High School Newark
13 Newark Memorial High School Newark
14 Thornton Jr. High School Fremont
MAP 2
ALAMEDA COUNTY BEHAVIORAL HEALTH CARE SERVICES
ALCOHOL AND OTHER DRUG PROVIDERS
FUNDED BY MEASURE A IN FY 20/21
NOTE: Unincorporated areas, including Ashland, Castro Valley, Cherryland, Fairview,
San Lorenzo, and Sunol, shown lined. Cities shown in color.
MAP 3
ALAMEDA COUNTY BEHAVIORAL HEALTH CARE SERVICES
MENTAL HEALTH COMMUNITY-BASED ORGANIZATION PROVIDERS
FUNDED BY MEASURE A IN FY 20/21
#PROVIDER CITY
1 Abode Services, Inc. Fremont
2 Bonita House, Inc. Oakland
3 Center for Empowering Refugees and Immigrants Oakland
4 Center for Independent Living Berkeley
5 Mental Health Association of Alameda County Oakland
6 The Alliance for Community Wellness (La Familia Counseling Service) Hayward
MAP 3
ALAMEDA COUNTY BEHAVIORAL HEALTH CARE SERVICES
MENTAL HEALTH COMMUNITY-BASED ORGANIZATION PROVIDERS
FUNDED BY MEASURE A IN FY 20/21
NOTE: Unincorporated areas, including Ashland, Castro Valley, Cherryland, Fairview,
San Lorenzo, and Sunol, shown lined. Cities shown in color.
MAP 4
SCHOOL HEALTH CENTERS FUNDED BY MEASURE A IN FY 20/21
#PROVIDER CITY
1 Alameda High School-Based Health Center Alameda
2 Barbara Lee Health & Wellness Center San Leandro
3 Berkeley High School Health Center Berkeley
4 Berkeley Technology Academy Health Center Berkeley
5 Chappell Hayes Health Center Oakland
6 Elmhurst/Alliance Wellness Center Oakland
7 Emeryville Health Center Emeryville
8 Encinal High School-Based Health Center Alameda
9 Fremont Tiger Clinic Oakland
10 Frick Health and Wellness Center Oakland
11 Fuente Wellness Center (REACH Ashland Youth Center)San Leandro
12 Havenscourt Health Center Oakland
13 Hawthorne Health Center Oakland
14 Hayward High Health Center Hayward
#PROVIDER CITY
15 Island Health & Wellness Center Alameda
16 Logan Health Center Union City
17 Madison Health Center Oakland
18 Rising Harte Wellness Center Oakland
19 Roosevelt Health Center Oakland
20 San Lorenzo High Health Center San Lorenzo
21 Shop 55 Wellness Center Oakland
22 Seven Generations SBHC (Skyline High School)Oakland
23 TechniClinic Oakland
24 Tennyson Health Center Hayward
25 Seven Generations SBHC (United for Success/Life Academy)Oakland
26 West Oakland Middle School Health Center Oakland
27 Youth Heart Health Center (La Escuelita Education Complex)Oakland
28 Youth Uprising/Castlemont Health Center Oakland
MAP 4
SCHOOL HEALTH CENTERS FUNDED BY MEASURE A IN FY 20/21
NOTE: Unincorporated areas, including Ashland, Castro Valley, Cherryland, Fairview,
San Lorenzo, and Sunol, shown lined. Cities shown in color.
MAP 5
HEALTHPAC PROVIDER NETWORK FUNDED BY MEASURE A IN FY 20/21
#PROVIDER CITY
Alameda Health System (site locations listed below)
1 Alameda Hospital Alameda
2 Eastmont Wellness Oakland
3 Fairmont Hospital San Leandro
4 Hayward Wellness Hayward
5 Highland Hospital Oakland
6 John George Psychiatric Pavilion San Leandro
7 Newark Wellness Newark
8 San Leandro Hospital San Leandro
Asian Health Services (site locations listed below)
9 Asian Medical Center Oakland
10 Frank Kiang Medical Center Oakland
11 Rolland & Kathryn Lowe Medical Center Oakland
Axis Community Health (site locations listed below)
12 Axis Community Health - Hacienda Pleasanton
13 Axis Community Health - Livermore Livermore
14 Axis Community Health - Pleasanton Pleasanton
Bay Area Community Health (site locations listed below)
15 Bay Area Community Health - Irvington Fremont
16 Bay Area Community Health - Liberty Fremont
17 Bay Area Community Health - Main Street Fremont
18 Bay Area Community Health - Mowry I Fremont
19 Bay Area Community Health - Mowry II Fremont
Davis Street Community Center Inc
20 Davis Street Family Resource Center San Leandro
#PROVIDER CITY
La Clinica de la Raza (site locations listed below)
21 Clinica Alta Vista Oakland
22 San Antonio Neighborhood Health Center Oakland
23 Transit Village Oakland
LifeLong Medical Care (site locations listed below)
24 Ashby Health Center Berkeley
25 Downtown Oakland Clinic Oakland
26 Howard Daniel Clinic Oakland
27 LifeLong Medical Care - East Oakland Oakland
28 Over 60 Health Center Berkeley
29 West Berkeley Family Practice Berkeley
Native American Health Center
30 Seven Directions Oakland
St. Rose Hospital
31 St. Rose Hospital (ER/IP)Hayward
Tiburcio Vasquez Health Center (site locations listed below)
32 Tiburcio Vasquez Firehouse Clinic Hayward
33 Tiburcio Vasquez Hayward Hayward
34 Tiburcio Vasquez San Leandro San Leandro
35 Tiburcio Vasquez Union City Union City
West Oakland Health Center (site locations listed below)
36 Albert J. Thomas Medical Clinic Oakland
37 East Oakland Health Center Oakland
38 West Oakland Health Center Oakland
39 William Byron Rumford Medical Center Berkeley
The Health Program of Alameda County, also known as HealthPAC (and formerly known as CMSP or ACE), is a County program that provides affordable health care to uninsured people living in Alameda
County. Services are provided through 39 sites, which are operated by one of the 11 HealthPAC providers that include Alameda Health System (dba Alameda County Medical Center).
MAP 5
HEALTHPAC PROVIDER NETWORK FUNDED BY MEASURE A IN FY 20/21
NOTE: Unincorporated areas, including Ashland, Castro Valley, Cherryland, Fairview,
San Lorenzo, and Sunol, shown lined. Cities shown in color.